1.

Name Amina latif

2. roll No. 16- BS-R-61

3. Program, Session & Semester 8th 2016-20

4. Course Title Human resources Development

5. Instructor Name Sir Aurangabad Tanveer

Question no.1

(a) What is Human Resource Development and how it is linked to HRM. (b)
Explain main focus areas of HRD.

Answer

 What is Human Resource Development and how it is linked to HRM.

Human resource Development

The human resource Development is basically a value based culture
Development of the humen resource.

The functions of HRD revolves around the management of

 Telent /personality management

 Career management/ succession planning
 Leadership development
While doing HRD these three Cs are considered first.

 Competency
 Commitment
 Culture

Importance

 HRD (Human Resource Development) makes people more competent.

.HRD develops new skills, knowledge and attitudes of the workforce.
  With an appropriate HRD program, people become more committed to their
jobs. People are assessed on the basis of their performance by having a
acceptable performance appraisal system.
 An environment of trust and respect can be created with the help of human
resource development.
 Acceptability toward change can be created with the help of HRD.
Employees found themselves better equipped with problem-solving
capabilities.
 It improves the all around growth of the employees. HRD also improves
team spirit in the organization.
 It also helps to create an “efficiency culture” in the organization. It leads to
greater organizational effectiveness. Resources are properly utilized and
goals are achieved in a better way.
 It improves employee participation. Workers feel a sense of pride and
achievement while performing their jobs.
 It also helps to collect useful and objective data on employee programs and
policies which further facilitate better human resource planning.

Link with HRM

The main focus of HRM is on enhancing skills and increasing efficiency of people
in the organization whereas HRD is based on the concept of building up the right
organizational climate that could discover, nurture and utilize human capabilities
in an optimum manner.

Human resource management aims to improve the efficiency of the employees,

whereas HRD aims at the development of the employees as well as organization as
a whole.

Human resources management

Human Resource Management (HRM or HR) is the strategic approach to the

effective management of people in a company or organization such that they help
their business gain a competitive advantage. ... The overall purpose of human
resources (HR) is to ensure that the organization is able to achieve success through
people.

Functions

 Knowledge
 Skills
 Attitude

Human: refers to the skilled workforce in an organization.

Resource: refers to limited availability or scarce.

Management: refers how to optimize and make best use of such limited or
scarce resource so as to meet the organization goals and objectives.

For the purpose of HRM,the knowledge, skills and attitude of Employees kept in
view and Developed.

Five functions of HRM

There five functions of human resources management.these are following

 Planning
 Organizing
 Staffing
 Direction
 Controlling

Personality management
The human resources management is related to Personality Development and
management.
 COMPANY EMPLOYEE

VISION&MISSION COGNITION

CULTURE PERCEPTION

JOB REQUIREMENTS ATTITUDE

EMPLOYEE TASK&SOCIAL PERSONALITY

Behavior

human resource management is meant for proper utilisation of available skilled

workforce and also to make efficient use of existing human resource in the
organisation. The best example in present situation is, construction industry has
been facing serious shortage of skilled workforce. It is expected to triple in the
next decade from the present 30 per cent, will negatively impact the overall
productivity of the sector, warn industry experts.

Human resource Development

 The human resource Development is basically a value based culture
Development of the humen resource.

The functions of HRD revolves around the management of

 HRD planing and designed

 Telent /personality management
 Career management/ succession planning
 Leadership development

While doing HRD these three Cs are considered first.

 Competency
 Commitment
 Culture

HRD planing and designed

The human resource planning is a four-step process that analyzes current human
resources, forecasts future requirements, identifies areas where there are gaps,
and then implements a plan to tighten up those gaps.

Designing a comprehensive human resources department audit includes focusing

on three areas: the consistency of the department in its dealings with employees,
its compliance with law and the completeness of the work it performs. A good
audit also includes an evaluation of the department's management systems and
styles, and the department’s development strategies compared against the
company’s short- and long-term business goals.

Telent /personality management

Talent management is defined as the methodically organized, strategic process of

getting the right talent onboard and helping them grow to their optimal capabilities
keeping organizational objectives in mind.
  TALENT MGMT CELL---SPECIAL HANDLING CELL
 TALENT ACQUISITION AND MANAGEMENT
TALENT POOL
 RECRUITMENT PROCESS FOR TALENT HUNT

The term was coined by McKinsey & Company following a 1997 study.The
following year in 1998 "talent management" was entered in a paper. Written by
Elizabeth G. Chambers, Mark Foulon, Helen Handfiled-Jones, Steven M. Hankin,
and Eduard G. Micheals III. However, the connection between human resource
development and organizational effectiveness has been established since the 1970s
The process involves identifying talent gaps and vacant positions, sourcing for and
onboarding the suitable candidates, growing them within the system and
developing needed skills, training for expertise with a future-focus and effectively
engaging, retaining and motivating them to achieve long-term business goals. It
permeates all aspects pertaining to the human resources at work while ensuring
that the organization attains its objectives. It is thus the process of getting the right
people onboard and enabling them to enable the business at.
Succession planning

Succession planning is a process for identifying and developing new leaders who
can replace old leaders when they leave, retire or die. Succession planning
increases the availability of experienced and capable employees that are
prepared to assume these roles as they become available.

Succession planning is a strategy for identifying and developing future leaders at

your company — not just at the top but for major roles at all levels. It helps your
business prepare for all contingencies by preparing high-potential workers for
advancement.
Leadership management

Leadership development refers to activities that improve the skills, abilities and
confidence of leaders. Leadership development is a common process in succession
planning, which aims to produce high-calibre leaders to take over senior positions
when they become vacant.

Quesstion no2.

Explain main methods of HRD

There are three methids of HRD,these are following

 Designing structure and system of organization

 Creating culture and values
 Training and learning

Designing structure and system of organization

The following principles related to focus, structure, and functioning should be

considered when designing integrated HRD systems.
 Focus on enabling capabilities: The primary purpose of HRD is to help the
organisation to increase its “enabling” capabilities. These include
development of human resources, development of organisational health,
improvement of problem solving capabilities, development of diagnostic
ability (so that problems can be located quickly and effectively), and
increased employee productivity and commitment.
 Balancing adaptation and change in the organisational culture:
Although HRD systems are designed to suit the organisational culture, the
role of HRD may be to modify that culture to increase the effectiveness of
the organisation. There always has been a controversy between those who
believe that HRD should be designed to suit the culture and those who
believe that HRD should be able to change the culture. Both positions seem
to be extreme. HRD should take the organisation forward, and this can be
done only if its design anticipates change and evolution in the future.
 Attention to contextual factors: What is to be included in the HRD systems,
how is it to be sub-divided, what designations and titles will be used, and
similar issues should be settled after consideration of the various contextual
factors of the organisation—its culture and tradition, size, technology, levels
of existing skills, available support for the function, availability of outside
help and so on.
 Building linkages with other functions: Human resource development
systems should be designed to strengthen other functions in the company
such as long-range corporate planning, budgeting and finance, marketing,
production, and other similar functions. These linkages are extremely
important.
 Balancing specialisation and diffusion of the function: Although HRD
involves specialised functions, line people should be involved in various
aspects of HRD.Action is the sole responsibility of the line people, and HRD
should strengthen their roles.
Ensuring respectability for the function: In many companies, the personnel
function does not have much credibility because it is not perceived as a
major function within the organisation. It is necessary that HRD be instituted
at a very high level in the organisation and that the head of the HRD
 department is classified as a senior manager. Both the credibility and
usefulness of HRD depend on this.
 Balancing differentiation and integration: The human resource
development function often includes personnel administration, human
resource development and training, and industrial relations. These three
functions have distinct identities and requirements and should be
differentiated within the HRD department. One person may be responsible
for OD, another for training, another for potential appraisal and assessment,
etc. At the same time, these roles should be integrated through a variety of
mechanisms. For example, inputs from manpower planning should be
available to line managers for career planning and HRD units for potential
appraisal and development. Data from recruitment should be fed into the
human resources information system. If salary administration and placement
are handled separately, they should be linked to performance appraisals.
Differentiation as well as integration mechanisms are essential if the HRD
system is to function well.
 Establishing linkage mechanisms: HRD has linkages with outside systems
as well as with internal sub-systems. It is wise to establish specific linkages
to be used to manage the system. Standing committees for various purposes
(with membership from various parts and levels of the organisation), task
groups, and ad hoc committees’ for specific tasks are useful mechanisms.
 Developing monitoring mechanisms: The HRD function is always
evolving.It therefore requires systematic monitoring to review the progress
and level of effectiveness of the system and to plan for its next step. A
thorough annual review reappraisal every three years will be invaluable in
reviewing and planning the system. It may be helpful to include persons
from other functions in the organisation in the HRD assessment effort.

Creating culture and values

HRD culture is essential for facilitating HRD climate. The HRD culture deals with the extent to
which Openness, Confrontation, Trust, Autonomy, Proactivity, Authenticity, Collaboration and
Experimentation (OCTAPACE) are valued and promoted in the organization.

CULTURE:

Shared values , norms , customs,beliefs

 ORGANIZATION CULTURE: The values and behaviors that contribute to the unique
social and psychological environment of an organization. an organization's expectations,
experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner
workings, interactions with the outside world, and future expectations. based on shared attitudes,
beliefs, customs, and written and unwritten rules that have been developed over time and are
considered valid corporate culture.

 Characteristics:
 It should be a learning culture
 Should facilitate identification of new competencies of people on continuous basis.
 Help in developing new competencies.
 Should facilitate hidden potential and new talent.
 Should have in built motivational value.
 Should bring joy and satisfaction in the work.

OCTAPACE Culture:

 O PPENNESS :freedom of expression& new ideas

 C OLLABORATION ;teams , groups
 T RUST
 A UTHENTICITY :keeping promises, truthfulness
 P ROACTIVE : initiatives
 A UTONOMY : use discretion
 C ONFRONTATION : with issues
 E XPERIMENTATION

Training and learning

 Training

improving knowledge , skills , attitude of employees to enhance their performance for

achieving organizational objectives. (specific , goal directed)

Training includes the following steps:

Designing- First we decide the topic of training, time duration, trainer, trainees,
methods and budgeting etc. Its called the designing of training
Developing- detailed course outline, training material, training manuals all are part of
development of training.
Implementing- Training strategy execution, Schedules, Supervision, and Training
facilities Discipline are includes in implementation.
 Evaluation- Training review feedback, Trainee’s review reports, Supervisors feedback,
Job performance, Annual Performance appraisals, Company performance indicators all
are methods to evaluate the training.
 Learning
Relative change in KSAs , leading to behavior Change (Performance ).

Details

Training is part of Human Resource Development (HRD). HRD is mostly concerned with
training, development, and education. HRD is defined as an organized learning experience,
conducted in a definite time period, to increase the possibility of improving job performance
and growth.This method includes developing employee skills through a combination of lectures,
hands-on-exercises, videos, podcasts, simulations, and individual/group-based assignments.It
includes both formal (classroom-based, instructor-led, eLearning courses) and informal
(watching YouTube videos, reviewing educational blogs and posts on peer-group forums like
LinkedIn or chat rooms, self-study) approaches to skills development.Each option will be
specific to an organization’s needs, and the subject at hand.For example, a hands-on,
instructor-led training may be the best option to teach a detailed process or trade e.g. a
complex manufacturing process or preparing a signature dish for a restaurant.These extremely
specific tasks cannot be taught via YouTube or research, which may suffice for more general
subjects such as building codes or IT support issues.Employees must actively undergo training
(either paid for by themselves or by the organization) throughout their career to enhance skills
they (in consultation with their managers/supervisors) deem necessary for the role they are
performing.However, organizations must also actively support employee skills development for
future roles/responsibilities that the company

hopes to entrust these employees.

5 types of learning outcomes

1. Intellectual skills

With this type of learning outcome, the learner will understand concepts, rules or procedures.
Put simply, this is understanding how to do something.

2. Cognitive strategy

In this type of learning outcome, the learner uses personal strategies to think, organize, learn
and behave.

3. Verbal information
This type of learning outcome is when the learner is able to definitively state what they have
learned from an organized body of knowledge.

4. Motor skills

This category is concerned with the physical ability to perform actions, achieving fluidity,
smoothness or proper timing through practice.

5. Attitude

This is the internal state that reflects in the learner’s behavior. It is complex to quantify but can
be shown in the learner’s response to people or situations.

“A PROCESS Of Improving KSAs to enhance performance for attaining organization objectives.”

Training Need Analysis- It is the process of identifying the gap in employee training and related
training needs. “Identification of training requirements and the most cost effective means of
meeting those requirements”.

A TNA should always be performed where a major new development in policy, equipment
acquisition or procedures is deemed to have potential impact upon the current training regime.

Question no3.

(a) .Define performance and write its main elements.

(b). Write down CAMPBELL(1990) ELEMENTS OF PERFORMANCE.

Answer

Performance

The accomplishment of a given task measured against preset known standards of

accuracy, completeness, cost, and speed. In a contract, performance is deemed to
be the fulfillment of an obligation, in a manner that releases the performer from
all liabilities under the contract

 The accomplishment of a given task measured against preset known

standards of accuracy, completeness, cost, and speed.
 In a contract, performance is deemed to be the fulfillment of an obligation,
in a manner that releases the performer from all liabilities under the
contract.
  division of work to be performed under a contract or subcontract in the
completion of a project, typically broken out into specific tasks with
deadlines.

PERFORMANCE COMPONENTS

PERFORMANCE = Productivity + Efficiency +

Effectiveness+Quality+Quantity+Value STANDARDS

The performance is the sum of productivity, efficiency, effectiveness, Quality and

value standards.

CAMPBELL(1990) ELEMENTS OF PERFORMANCE

 Job specific task proficiency

A person should be proficient in his job related tasks. Means if you are working as IT manager than you
should be aware how to install a software.

 Non job specific task proficiency

It is necessary that a person should have some soft and hard skills other than his basic skills so he can
perform and respond well in any condition.

 Written and oral communication

Written and Oral/ verbal communication is important for any job. A person should know how to write
any business related stuff. Oral communication matters in job performance. A person should be able to
deliver his message clearly.

 Demonstrating effort

It’s a core job element. When someone is not performing well but he is doing effort to do well that’s
what matters a lot.

 Maintaining personal discipline

Discipline is the only key to perform even if you are not meeting the standards of job performance.

 Facilitating peer and team performance

A person should be easy going with his peer and team so he can help his peers and other team members
to perform in their areas.

 Supervision
Leadership role is very important in evaluating performance. A person should have tactics to take over
others so he can explain himself well and make others to follow instructions.

 Management

Manage every task and time is critical for any job performance so a person should have management
techniques.

Quesstion no 4.

Explain the usage and main areas of a balance score card.

BALANCE SCORE CARD

The balanced scorecard is a strategy performance management tool. The

scorecard lists financials goals, customer goals, internal business goals, and
innovation & learning goals. These four goals give a good overview of what the
company tries to achieve.

A balanced scorecard is a performance metric used to identify, improve, and

control a business's various functions and resulting outcomes. It was first
introduced in 1992 by David Norton and Robert Kaplan, who took previous metric
performance measures and adapted them to include nonfinancial information.

 focus on the strategic agenda of the organization/coalition concerned a

focused set of measurements to monitor performance against objectives.
 mix of financial and non-financial data items (originally divided into four
"perspectives" - Financial, Customer, Internal Process, and Learning &
Growth); and a portfolio of initiatives designed to impact performance of
the measures/objectives.

Usage
The balanced score card is used to measure the Employees performance for sake
of improvement.

Balanced scorecard views organization from four areas:

 Customer perspective
 Internal-business processes
 Learning and growth
 Financials

Balanced scorecard provides feedback around both the internal business

processes and external outcomes in order to continuously improve strategic
performance and results.

Perspective 1: Customer

Customers are the ones who pay the bills; therefore, it is important to keep them
satisfied so that they not only come back but also spread the word and bring new
customers too. Every business should be constantly asking the question:

“How well are we meeting the needs of our customers, and how can we make
them more satisfied?“

Balanced scorecard brings this question into action items. Balanced scorecard
includes the question, methods for how we measure results, and an analysis of
how our results meet our goals. This is an example of how the Customer
perspective can be handled in the balance scorecard framework.
Perspective 2: Internal-business process

After defining our customer and knowing how to make him happy, we also need
to focus on our processes that get us to the customer. We ask the question:

“How do our internal processes function to efficiently deliver products and

services, and how can we improve our efficiency?”
Balanced scorecard can translate this into concrete targets, metrics, and methods.
Below you can find an example of how balance scorecard addresses the Internal-
business process perspective.

Perspective 3: Learning and growth

Innovation and learning is the key ingredient needed for being ahead of the
competition. Employees need to keep educating themselves and the company
needs to provide them the right tools and motivation. Strategic planners need to
ask the question:

“How well are we positioned to ensure that goals are met in the future?”

And again, balance scorecard can help translating this question into action steps.
Below is an example of how balanced scorecard can handle the Learning and
growth perspective.

Perspective 4: Finance

Everything is about the bottom line. A business needs to align its priorities with
activities that bring in revenue, and it has to be done in an efficient way. Decision
makers need to ask the question:

“How well are our finances managed to achieve our mission?”

And this can be translated into detailed action steps, measures, and goals in the
balanced scorecard framework as well.

Case Study: Changes in HRD at Hansen Group

Quesstion No.1
Why do you think that Hansen Construction has increased its investment in learning and
development activities despite the tough economic climate?
Answer:Because their employees will be more skilled andknowledgeable to handle the tasks set out,
and this promotes moresustainable growth of the company. Despite the tough economic
climate,learning and development will help Hansen employees to have similarknowledge and skills
needed to complete tasks, and this promotes moreproductivity secondly, it breeds more innovation, and
the nature of firmstoday must be reliant on creativity and innovation to have a sustainedgrowth, as this
will help create new ways of becoming successfulfurthermore, investing in this will enable Hansen to
minimize any weaklinks, because construction is all about a collective unit rather thanindividual
performance in completing tasks.

QuesstionNo.2

What are the likely benefits associated with the introduction of an individualised
performance management system, and an associated competency framework, to inform
learning and development at Hansen?

Answer

Individual performance system helps the firm to provide the training according to every individual needs
because every person cannot be have skills even if they are working on same job. As well the L&D unit
can identify their training effect individually because everyone has its own power of getting knowledge.
All the organization’s employees (as well as supervisors and managers) should be more highly motivated
because they will see leadership paying attention on every individual needs. More highly motivated
employees are likely to be more loyal, as well, so that management will have better success retaining
valuable employees even as the nation’s workforce becomes more mobile.

 Performance reviews help document salary actions.

 They provide feedback to employees on their performance.
 Performance reviews help identify “good” and “bad” performers.
 They help document personnel decisions, such as promotions and discipline.
 They assist management in making a decision to retain or terminate.
 Performance reviews help identify training needs.
 They assist with personnel planning including staffing.

Benifits of performance management system will include:

 Consistency
Consistency level will improve by applying the Employees performance management system.
 Motivation
Employees will be be more motivated.
 Morale and retention rate increases.
 Organizational impacts
the individual Employee will grow in maturity and responsibility if their efforts are accurately
judged and rewarded.
 Training needs
 Training needs will be fulfilled and good Employees become better then before.
 Firing risks
Finally, employees who are sufficiently weak that they should be dismissed can be spotted with
more certainty under an evaluation system. Perhaps more important, management may be
more willing to dismiss an inadequate employee if an objective evaluation system can be
pointed to as identifying the inadequacy. The employee and the organization should benefit
from an early end to a bad situation.

Quesstion No.3

are likely to be the benefits of introducing the ‘bite-size’ training program delivered by site
managers, a renewed focus on coaching and substantial investment in e-learning at
Hansen?

Answer

Here are just a few of the advantages of implementing on-demand bite-sized training program delivered
by site manager,a renewed focus on coaching and substantial investment in e-learning at hansen.

 Deliver “just-in-time” knowledge

When learning is available in small, bite-sized chunks, and is easily accessible, via a smartphone, for
example, employees can leverage it for just-in-time learning/training/knowledge at the point of need.
Contextual learning delivered also boosts an employee’s learning retention, and provides a much higher
degree of value and relevancy.

 Make learning employee-specific

Every employee approaches their learning with a unique blend of experience, interests, and
competencies. Training is rarely a one-size-fits-all model. On-demand bite-sized learning allows workers
to personalize their learning to fit their individual requirements. They can quickly assimilate content, or
delve as deeply as they wish, and can progress at their own pace—a key value for busy employees.

 More learning more economical

While training is necessary, businesses find it expensive to pull revenue-generating staff out of the office
for days or weeks of training. Allowing employees to access bite-sized learning on-demand keeps people
in the office by allowing them to fit training into those downtime moments at the start or end of the
day, or during the evening or on weekends if necessary. By breaking course material down into bite-
sized chunks, organizations can also reduce the cost and time it takes to develop course materials.

 Keep employees current

Because it is highly accessible and course materials are easy/inexpensive to develop, on-demand bite-
sized learning also means employees can stay current with the latest industry trends and regulations, as
well as technological advancements. New course material can also be very quickly developed to ensure
training evolves in parallel with the pace of business and marketplace change.

 Offer engaging, anywhere, anytime learning

These days, employees want to be able to access training whenever and wherever is convenient for
them—from their desk, a home office, or the train while headed home. Bite-sized learning, which can be
delivered digitally through a mobile-optimized next-gen learning experience platform via short training
videos or quizzes, for example, allows them to do that.

Quesstion No.4

Explain why you think Hansen has decided to change the way it evaluates learning and
development interventions.

Answer

The one main reason to change the evaluation techniques at Hansen can be “to evaluate the long term
effect of training on employees.” They were using traditional technique before like filing up form after
training which is inappropriate and incomplete for evaluation because it is only getting their instant idea
they get from training. They introduce long term knowledge evaluation techniques while sponsoring
managers to take part in decision of which type training they might need just to check their
remembrance with last session. They started asking employees after 3-5 weeks of training how training
effect their way of working etc and the results of training to get in touch with every individual getting
from training.