INTERSCIENCE INSTITUTE OF MANAGEMENT AND TECHNOLOGY Dept.

of Human Resource Management

Human Resource Development

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HRD is a people oriented concept focuses on the skills, knowledge, and competencies of people. The concept was formally introduced by Leonard Nadler in 1969 in a conference organized by the American Society for Training and Development (ASTD). He defines HRD as those learning experiences which are organized for a specific time and designed to bring about the possibility of behavioral change. T.V. Rao defines HRD in the organizational context as a process by which the employees of an organization are helped in a continuous, planned way to: (I) Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles; (II) Develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organizational development purposes; (III) Develop an organizational culture in which superior-subordinate relationship, team work and collaboration among sub-units are strong and contribute to the professional well-being, motivation and pride of employees.

Features
HRD is a systematic and planned approach for the development of individuals in order to achieve organizational, group and individual goals. HRD is a continuous process for the development of technical, managerial, behavioral and conceptual skills and knowledge. HRD develops the skills and knowledge not only at the individual level, but also at the dyadic level, group level and organizational level. HRD is multi-disciplinary. It draws inputs from Engineering, Technology, Psychology, Anthropology, Economics, and Medicine etc. HRD is embodied with techniques and processes. HRD techniques include performance appraisal, training, management development, career planning and development, organizational development, counseling, social and religious programme etc.

Need For HRD

HRD is gaining importance due to the following issues: Changes in Economic Policies: Liberalization, privatization, and globalization posed threat to the weak firms and created opportunities to the large firms. These firms started developing their human resources in order to exploit the opportunities. Thus, the

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INTERSCIENCE INSTITUTE OF MANAGEMENT AND TECHNOLOGY Dept. of Human Resource Management

Human Resource Development

capitalistic economic policies and their successful implementation need the development of human resources in the country at large. Changing Job Requirements: Organizational dynamism brings changes in organizational design and job design. The changes in job design bring changes in job description and job specification. These changes demand HRD. Need for Multi-skilled Human Resources: The changing trends in industrialization, jobs and organization demand the employee to take up multiple activities. The customercentered approach led to dejobbing, flexible organizations and flexible work. HRD activities provide the opportunity to the employees to acquire and develop multiple skills. Organizational Viability and Transformation Process: Measuring and developing the competency level of the workforce will enable the organization to overcome the environmental threats. It has been a priority area of HRD. Technological Advances: Present corporate world requires knowledge of updated technology and latest information for knowledge workers, which is addressed by HRD. Organizational Complexity: Global operation system, mechanization and automation have made the organization complex and Organic. The smooth management of such a system is possible through HRD. Human Relations: Most of the organizations today tend to adopt the human relations approach. This in turn needs HRD.

HRD Objectives
To prepare the employee to meet the present and changing future job requirement. To prevent employee obsolescence. To develop creative abilities and talents. To develop the potentialities of people for the next level jobs. To supplement total quality management To promote interpersonal relationship and collaborative atmosphere. To enhance organizational capabilities. To explore inner potential of employees and facilitate them by exploiting their potential To prepare a comprehensive framework for HRD

HRD Functions
Performance appraisal Employee training Executive Development Career Planning and Development Succession Planning and Development

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INTERSCIENCE INSTITUTE OF MANAGEMENT AND TECHNOLOGY Dept. of Human Resource Management

Human Resource Development

Organization change and Organization Development Involvement in Social and Religious Organizations Involvement in Quality Circles and Involvement in Workers Participation in Management

Process
Organizational Development and HRD Climate

Techniques -Performance Appraisal

- Training -Management Development -Career Management -Organization Development -Quality Circles -Social and Spiritual Development

Human Resources

Development of HR output:
-Skill - Knowledge -Behavior - Values Means -Individuals -Team -Family and Friends - Society

Outcomes:
-Individual Goals -Team Goals -Organizational Goals - Social Goals -

HRD is a process-oriented function. HRD functions in many organizations fail because the processes involving the systems are not adequately addressed. The concept of process essentially concerns the question of how and to a great extent the question of why . It emphasises the behavioural and interactional dimensions. All the HRD processes are centred around four constituents of an organization viz, the employee, role, teams and the organization itself. Each of the unit has its own behavioural patterns and framework, which, if not addressed adequately may not bring in the desired outcomes. It is through these processes that the HRD systems are effectively implemented. Implementations of the HRD systems are, in turn indented to bring in right processes in organizations. Hence HRD systems and HRD processes are closely linked. Their relationships are well explained by Rao (1990).

1. Individual: Individual is the basic constituent of an organization. All the behavioural pattern and dynamisms emerge from individuals. Hence individual based HRD process explained below are vital for HRD function and for implementation of the HRD systems.

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INTERSCIENCE INSTITUTE OF MANAGEMENT AND TECHNOLOGY Dept. of Human Resource Management

Human Resource Development

Efficacy Effectiveness Styles Leadership

2.Role: Role is a dynamic entity which involves the expectations of significant others and self from the position of the role holder. A large number of behavioural patterns and dynamism in organizations are centred around the roles. The role occupier and all others who have some linkage or relationship to that role form a constituent. Following are some of the role related, HRD processes in organizations.

Competencies for job performance Commitment Motivation Frustration, Stress & Burnout

3.Teams: Work in organizations are performed through teams or groups. When individuals begin to work in team, behavioural patterns and dynamisms emerge. Following HRD processes are to be addressed if team work should bring in the desired results. Communication Feedback Conflict resolution Collaboration

4.Organization: A large number of HRD processes are organization related. Unless and until these processes are in place, HRD cannot take off. However, in a number of organizations as a result of implementation of HRD systems, these processes were set right. HRD systems can contribute towards the development and maturity of these processes.

Organizational Climate Communication Learning Organization Organizational Change Organizational Development

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INTERSCIENCE INSTITUTE OF MANAGEMENT AND TECHNOLOGY Dept. of Human Resource Management

Human Resource Development

A.

HRD SYSTEMS

HRD functions are carried out through its systems and sub systems. HRD has five major systems and each of the systems has sub systems as elaborated below: the first three systems viz., Career system, Work system and Development system, are individual and team oriented while the fourth and the fifth systems viz. Self renewal system and Culture Systems are organization based. 1. Career system: As an HRD system, career system ensures attraction and retention of human resources through the following sub-systems. Manpower planning and Recruitment Career planning and Development Potential appraisals and promotions 2. Work system: Work-planning system ensures that the attracted and retained human resources are utilized in the best possible way to obtain organizational objectives. Following are the sub systems of the work planning system. Role analysis Role efficacy Performance plan Performance feedback and guidance Performance appraisal Promotion Job rotation Reward

3. Development system: The environmental situation and the business scenario is fast changing. The human resources within the organization have to raise upto the occasion and change accordingly if the organization wants to be in business. The development system ensures that the retained (career system) and utilized (work system) human resources are also continuously developed so that they are in a position to meet the emerging needs of the hour. Following are some of the developmental sub - systems of HRD that make sure that human resources in the organization are continuously developed. Induction Training Job enrichment Self-learning mechanisms Potential appraisal Succession Development Counselling Mentor system

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INTERSCIENCE INSTITUTE OF MANAGEMENT AND TECHNOLOGY Dept. of Human Resource Management

Human Resource Development

4. Self-renewal system: It is not enough to develop individuals and teams in the organizations but occasionally there is a need to renew and re-juvenate the organization itself. Following are some of the sub systems that can be utilized to renew the organization.

Survey Role Efficacy Action research Organizational Development interventions Organizational Retreats

5. Culture system: Building a desired culture is of paramount importance in todays changed business scenario. It is the culture that will give a sense of direction, purpose, togetherness, and teamwork. It is to be noted that whether an organization wants it or not along with the time common ways of doing things (culture) will emerge. If not planned carefully and built systematically such common traits may not help the business but may become a stumbling block. Hence it is very important to have cultural practices that facilitate business. Some of the culture building subsystems are given below:

Vision, Mission and Goal Values Communication, Information and Empowerment Get-togethers and celebrations Task forces Small Groups

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