Professional Documents
Culture Documents
Role of HRD in Performance Management
Role of HRD in Performance Management
Stage 1
Planning the
Performance
Needs Stage 2
Rewards
Development Supporting the
Performance
Stage 3
Stage 4
Ongoing Performance
Formal Cyclic
Review
Performance Review
Supporting the Performance
Whereas,
HRD ={HR Maintenance + HR Advancement}
HRD = {IPP + PFF}
Different approaches towards the use
of HRD
HRD
Problem-based
Career-based HRD
HRD
(Proactive
(Reactive
Approach)
Approach)
Summary
Problem-based HRD Career-based HRD
(Human Resource Maintenance) (Human Resource
Advancement)
Nature of Reduced Competency Projected Competencies
competency gap
Closing the performance gap Improving KSAs/activities/processes
Target of HRD
and maintaining competitiveness and creating new competitive
advantage
Factors causing • Changes in Market Trends • Company plans and
the competency projects
gap • Changes in Customers Demands
• Change in technology • PDP
• Promotion to next
cadre
• Transfer to new job with dominating
element of discrimination
• Instant change in procedures
Problem-based HRD
• It constitutes the traditional approaches to HRD,
reactive in nature – as a means to assess and
address skill deficiencies in the organization.
Non-Competency Non-learning
causes interventions
Identifying
Performance the causes of
Gap Performance Identifying the
Gap appropriate
Competency-
based causes learning
interventions
Transfer of Implementing
Evaluating the
learning if the learning
learning
needed interventions
Career-based HRD
• This approach, that is proactive in nature, focuses
more on the possibilities for an organization to
perform even better than in the past than just fixing
the deficiencies in the current competencies.
Individual itself
(Self-development)
PDP