HUMAN RESOURCE DEVELOPMENT

Significance of human resource development

HRD assumes significance in view of the fast changing

organizational environments and need of the
organization to adopt new technique in order to respond
to the environment changes the changers environmental
factors include:
Unprecedented increase in competition within
and outside the country consequent upon the
announcement and implementation of economic
liberalizations the economic liberalization demand
for continuous improvement of human resource
company example of continuous improvement

Characteristics of human resources

Human resource is complete human being economic social and
psychological employees enter the organization with their values, sentiment
aptitudes etc.

The competencies of human resources are developed through HRD

programmers box.

WIPRO’S BELIEFS ABOUT HUMAN RESOURCES

* Respect the individual people are our greatest asset

* achieve and maintain a position of leadership in each of the business we

are in
* Govern individual and company relationships with are highest standard of
conduct and integrity.

Serve our internal and external costumers through defect-free product

services and processes.

Employees background, expectations values etc. vary from person to person.

Therefore each employee should be managed differently based on different
principles/approach.

The value of human resources increases over the time due to continuous
learning process unlike other resources.
The concept of human resources development (HRD)
(i) Acquire or sharpen capabilities required to perform various
functions associated 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 of human resource development

(i) HRD is a systematic and planned approach for the development of

individual in order to achieve organizational group and individual goals.
(ii) HRD is a continuous process for the development of technical
managerial and conceptual skills and knowledge.
(iii) HRD developed the skills and knowledge not only at the individual
level but also at dyadic level group level and organizational level.
(iv) HRD is a multi-disciplinary it draws inputs from engineering
technology Anthropology management commerce economic medicine etc.
(v) HRD is essential not only for manufacturing and service industry
but also for information technology industry.
Scope of HRD
(i) Recruiting the employees within the dimensions and
possibilities for development human resources.
(ii) Selecting the employees having potentialities for
development to meet the present and future organizational needs.
(iii) Train all the employees in acquiring new technical skills and
knowledge
(iv) Develop the employees in managers and behavioral skills
and knowledge.
(v) Planning for succession and develop the employees
(vi) Learning through social and religious interactions and
programmers
(vii) Learning through quality circles and the schemes of workers
participation in the management.

Need for HRD

(i) Changes in economic polices

(ii) Change job requirement
(iii) Need for multi-skilled human resources
(iv) Organizational viability and transformation process
(v) Technological Advance
(vi) Organization complexity
(vii) Human relations

HRD objectives
The objectives of HRD are:
 to prepare the employee to meet the present and changing future job
requirement
 to prevent employees obsolescence.
 To develop creative abilities and talents
 To prepare employee for higher level jobs
 To impart new entrants with basic HRD skills and knowledge.
 To aid total quality management.
 To provide comprehensive framework for HRD.

Creative thinking requires:

  Intellectual independence
 Cognitive flexibility
 Self discipline
 Risk taking
 Tolerance for ambiguity
 Perseverance and
 Lack of concern for social approval.
HRD Functions
(i) Performance Appraisal
(ii) Employee training
(iii) Executive development
(iv) Career planning and development
(v) Succession planning and development
(vi) Organization change and organization development
(vii) Involvement in quality circles and
(viii) Involvement in workers participation in management.
HUMAN RESOURCES DEVELOPMENT FRAMEWORK
Analysis of roles as
- individuals
- Members of teams
- Members of organization
Potential appraised
Performance appraised
Employees present capabilities and
potentialities
Capabilities to be acquired
Input: skills knowledge behavior values
etc.
Techniques of human resources development
(i) Performance Appraisal
(ii) Potential appraisal
(iii) Career planning
(iv) Career development
 (v) Employee training
(vi) Executive development
(vii)Organizational change
(viii) Organizational development
(ix) Social and cultural programmers
(x) Quality circles
(xi) Team work
(xii)Role analysis
(xiii) Monetary rewards
(xiv) Employee benefits and
(xv) Grievance mechanism.

HRD outcomes include

(i) Training makes people more competent they
develop new skills knowledge and attitudes.
(ii) There is greater clarity of norms and standard people
become better aware of the skills required for job
performance and the expectations which other members
have set for them.
(iii) People develop great trust and respect for each other
they become more open in their thus new values come to be
generated.
(iv) There is great collaboration and team work which
produces synergy effect.
(v) Lot of useful and objective data on employees are
generated which facilitates human resources planning.
FUNCTIONS OF HRD MANAGER AT SHELL
(i) Role analysis
(ii) Human resources planning
(iii) Recruitment
(iv) Selection
(v) Placement
(vi) Performance appraisal
(vii) Induction and orientation
(viii) Training
(ix) Management development
(x) Career planning and development
(xi) Organization development
(xii) Compensation
(xiii) Social and cultural programmers
(xiv) Workers participation in management
(xv) Quality circles
(xvi) Employee counseling
(xvii) Teamwork
(xviii)Communication policies
(xix) Grievance mechanism

The other function of HRD managers include:

 To develop a human resources philosophy for the entire
organization and get the top management committed to it
openly and consistently.
 To plan and design new HRD methods
 To monitor effectively the implementation of various
HRD methods.
 To work with unions and association and inspire them.

POSITIVE ATTITUDES MAKE AN ORGANIZATION

 It’s not my job attitude of line managers towards HRD
responsibilities.
 Access to information about HRD problems
 Accountability for HRD responsibilities
 Building teams
 Commitment of the top management towards HRD
 Environment where people work for people
 HRD responsibilities forced on line managers
 Image of organization and its HR policy
 Lack of freedom
 Lack of decision taking
 Lack of management support
 Lack of systems and documentation
 Lack of responsibilities
 Lack of trust and loyalty of line managers in HRD
 Line managers lack of competence in HRD
 Nature of business and policy of the industry
 Need to climb ladder /fear of competition
 Social responsibilities of organization
 Work culture
 Role clarity

Attributes of an HRD manager

Technical
(i) Knowledge of various types of performance
appraisal systems and potential systems and ability to
develop them.
(ii) Knowledge of various types of tests and
measurement of behaviors.
(iii) Knowledge of behavioral sciences.
(iv) Knowledge of techniques in behavioral
research.
(v) Knowledge and skills in counseling.
Managerial
(i) Organization ability
(ii) Systems development skills.
Personality
(i) Initiative
(ii) Faith in human beings and their capabilities
(iii) Positive attitude towards other
(iv) Imagination and creativity.
(v) Concern for excellence
(vi) Concern for people and their development
(vii) Friendly sociable and affable
(viii) Interest in learning new things
(ix) Ability to work as a team member

DIFFERECES BETWEEN TRAINING AND DEVELOPMENT

Area
Content
Purpose
Duration
For whom
Training
Technical skills and know-ledge
Specific job-related
Short –tram
BENEFITS OF TRAINING
 Leads to improved profitability and/or more positive attitude toward
profit orientation
 Improves the job knowledge and skills at all level of the organization
 Improves the morale of the work life
 Helps people identify with organization goals
 Helps create a better corporate
 Fosters authenticity openness and trust
 Aids in organization development
 Learn from the trainee
 Helps prepare guidelines for work
 Aids in understanding and carrying out organizational policies.
 Provides information for future needs in all areas of the organization.
 Organization gets more effective in decision-making and problem
solving
 Aids in development for promotion from within
 Aids in developing leadership skill motivation loyalty better attitudes
and other aspects that successful workers and managers usually display
 Aids in improving organizational communication
 Helps employees adjust to change
 Aids in handing conflict, there by helping to prevent stress and
tension.
 Create an appropriate climate for growth and communication.

Benefits to the individual which in turn ultimately should benefit the

organization
 Helps the individual in making better decisions and effective problem
solving
 Aids in encouraging and achieving self-development and self-
confidence
 Helps a person handle stress, tension frustration and conflict
 Provides information for improving leadership knowledge
communication skills and attitudes
 Increate job satisfaction and recognition
 Satisfies personal needs of the trainer
 Provides the trainee an avenue for growth and a say in his/her own
future
 Develop a sense of growth in learning
 Helps eliminate fear in attempting new tasks.

Benefits in personnel and human relations intra and inter-group

relations and policy implementation
 Improves communication between groups and individuals
 Aids in orientation for new employees and those taking new jobs
through transfer or promotion
 Improve inter-personal skills
 Makes organization policies rules and regulations viable
 Improves morale
 Builds cohesiveness in groups
 Makes the organization a better place to work and like

STEPS IN SYSTEMATIC TRAINING PLAN

1. Determining training needs
2. Establishing training policies
3. setting goals and objectives of training
4. Preparing training budget
5. Deciding about the training venue
6. Determining methods of evaluating training
1. Determining Training Needs
(a) Organizational analysis
(b) Analysis of objectives
(c) Resource utilization analysis
(d) Environment scanning
(e) Organizational climate analysis
(f) Task or role analysis
(g) Manpower analysis
2. Establishing training policies
3. Setting goals and objectives of training
Major types of goals and objectives
1 Operational objectives
2 Performance objectives
3 Instructional objectives
4 Reaction objective
5 Personal growth objectives
4. Preparing training budget
5. Deciding about the training venue
6. Deciding about the methods and techniques to be deployed in
training
7. Determining methods of evaluation training
DESIGNING A TRAINING PROGRAMME
1. Responsibility for training
“(a) The top management
(b) The personnel department
(c) The line supervisor
 (d) The employees
2. Selection and motivation of the trainees.
3. Preparation of trainer
4. Training material
5. Training period
6. Performance tryout
7. follow up
TRAINING METHODS AND TECHNIQUES
A. on the job training
1. Job instruction training
 The trainee receive an overview of the job its purposes
and desired outcomes with a clear focus on the relevance
of training.
 The trainer demonstrate the job in order to give the
employee a model to copy. The trainer demonstrates to
him the right the right way of doing the job.
2. Coaching
- Explain appropriate ways of doing things
- Make clear why some action are taken
- State the observations accurately
- Offer possible alternative
- Follow up
3. Mentoring
- Listen to the men tee and understand him
- Coach
- Build self confidence
- Provide wise counseling
- Teach by example
- Offer encouragement
4. Position rotation
5. Apprenticeship
6. Committee assignment

(i) OJT is the type of training which can be

tailored to suit the specific requirements of
each trainee in term of his background
attitudes needs expectations goals and future
assignment.
 (ii) This method is very economical because no
additional space equipment personnel or other
facilities are required for training the trainee
produces while he lean.
(iii) The trainee learn the rules regulations and
procedures by observing their day to day
applications
(iv) OJT is specific practical and tangible
B. Off-of-job training
1. Vestibule training
Merits.
(h) This method has the fundamental advantage of training a number of
people in a short period of time without causing any interruption of
disturbance in the normal flow of work.
(i) The trainee can concentrate on learning without disturbance of the
workplace noise.
(j) It permits the trainee to practice without the fear of being observed
and indiscreet by the supervisor/coworker
2. Apprenticeship
3. Classroom training
4. Internship training
5. 5Conference
6. Role playing
7. Programmed learning
ELECTRONIC TRAINING
1. Audio-visuals
2. Computer based training
3. Electronic performance support system
4. Distance and internet based training
In tele training
Video-conferencing
EVALUATION OF A TRAINING PROGRAMME
- To determine the ability of the trainee to perform jobs for which they
were trained.
- To determine the specific nature of training deficiencies
- To determine the extent of training not needed by the participants to
meet their job requirement
- To determine the cost effectiveness of the programmer
Principles of evaluation
 a. The evaluator must be clear about the goals and purposes of
evaluation
b. Evaluator must be specific
c. Evaluator must be continuous
d. Evaluator must be based on objective methods and standards.
Criteria for evaluation
1. Reaction
- What were the goals of the programmers
- did you achieve them
- did you like the programmer
- Would you recommend it to others who have similar learning
goals
Is it worthwhile for the organization to continue with the
programmers
2. Learning
3. Job behavior
4. Organization
5. Ultimate value
TECHNIQUES OF EVALUATION
1. Experimental and control groups
2. Longitudinal or time series analysis
3. questionnaires and structured interview
4. Cost benefit analysis
PLANNING THE TRAINING EVALUATION
1. Should an evaluation be done who should evaluate
2. what is the purpose of evaluation
3. what will be measured
4. How comprehensive will the evaluation
5. what are the source of data
6. how will the data be collected and compiled
GENERAL PRINCIPLES OF TRAINING
1. Training objectives
2. Individual consideration
3. Motivation to trainees
4. Use of previous training
5. Suitable organizational conditions
6. Involvement of training
7. Preparing the instructor
8. Feedback
9. Appropriate techniques
Need for training
(i) To match the employee specifications with the job requirements
and organizational
(ii) Organizational viability and the transformation process
(iii) Technological advance
(iv) Organizational complexity
(v) Human relations
(vi) Change in the job assignment

The needs for training also arises to

 Increase productivity
 Improve quality of the product/service
 Help a company to fulfill its future personal needs
 Improve organizational climate
 Improve health and safety
 Effect personal growth
 To act as mentor
 Prevent obsolescence

Training objectives
(i) To prepare the employee, both new and old to meet the present as
well as the changing requirement of the job and the organization.
(ii) To prevent obsolescence
(iii) To impart the new entrants the basic knowledge and skills they
need for an intelligent performance of a definite job
(iv) To prepare employees for higher level tasks
(v) To build up a second line of competent officers and prepare them to
occupy more responsible positions.
(vi) To develop the potentialities of people for the next level job
(vii) To ensure economical output of required quality
(viii) To ensure smooth and efficient working of
(ix) department

ASSESSMENT METHODS
(i) Organizational requirements/weakness
(ii) Departmental requirement/weakness
 (iii) Job specification and employee specifications
(iv) Identifying specific problems
(v) Anticipation future problems
(vi) Management requests
(vii)Observation
(viii) Interviews
(ix) Group conference
(x) Questionnaire surveys
(xi) Test or examination
(xii)Check lists
Training methods

On the job methods

Job rotation
Coaching
Job instruction
Training through step-by-step
Committee assignment

Off –the –job methods

Vestibule training
Role playing
Lecture method
Conference or discussion
Programmed instruction

On the job training methods

(i) Job rotation
(ii) Coaching
(iii) Job instruction
(iv) Committee assignment
Advantages
 less cost, less time-consuming highly appropriate as the supervisors
coach
 familiarity of the employee to the work place and work environment
of the industry
 loss of time due to employee absence to his work is minimum
 Employee progress can be judged easily and immediately
 Employees can implement the training inputs effectively

Advantages of training
(i) Increased productivity
(ii) Heightened morale
(iii) Reduced supervision
(iv) Reduced accidents
(v) Increased organizational stability

Evaluation of training programmer

(i) Reactions
(ii) Learning
(iii) Job behavior
(iv) Organization
(v) Ultimate value
(i) Immediate assessment of trainees reaction to the programmer
(ii) Trainees observation during the training programmers
(iii) Evaluation of trainee’s skill level before and after the training
programmers
(iv) Measurement of improvement in trainees on the job behavior
(v) Seeking opinions of trainee’s subordinate regarding his/her job
performance and behavior

EMPLOYEE PERSONAL VALUES: AREAS OF MANAGEMENT

DEVELOPMENT
Negative values
 Arrogance
 Anger
 Backbiting
  Greed
 Hypocrisy
 Jealousy
 Sycophancy
 Vanity
Human values
 Dignity
 Forgiveness
 Gratitude
 Gentleness
 Humility
 Honesty
 Loyalty
 Sharing
Objectives of management development
1. To overhaul the management machinery
2. To improve the performance of the managers.
3. To give the specialists overall view of the functions of an
organization and equip them to co-ordinate each other efforts effectively.
4. To identify persons with the required potential and
prepare them for senior position
5. To increate morale of the members of the management
group
6. To increase versatility of the management group.
7. To keep the executives abreast with the change and
development in their respective fields.
8. To create the management succession which can take
over in case of contingencies
9. To improve thought process and analysis ability.
10. To broaden the outlook of the executive regarding his
role position and responsibilities
11. To stimulate creative thinking.
Need for management development programmer
1. Techno-mangers like basic chemical engineers,
mechanical engineers, information/ systems engineers need to be
development in the areas of managers skills knowledge and abilities.
2. Efficient functioning of public utilities transport,
communication etc. depend on professionalisation of management in the
sectors.
3. Professionalizing of management at all level particularly
in service organization need the development of managerial skills and
knowledge particularly at lower and middle levels.
4. Human resource development of the managers in
multiple areas necessitates the executives development programmers.
5. The need for management development arises due to
providing technical skills to non-technical managers and managerial skills
and conceptual skills to technical managers.
6. The intensive competition and consequently upon
employment of various grand strategies by various business organization
necessitates the development of managers.

Principle of management development

(i) The management should assess the
development needs of its managers at different level
through performance analysis and development methods.
(ii) Management should decentralize
the responsibility of developing the managers of different
departments units and make the head of the department unit
responsible it.
(iii) Every managers of the organization
should be motivated and empowered to take up
developmental programmers.
(iv) Management development
programmers are a continuous process.
(v) The content of the programmers
should be need based for the individual managers and the
organization.
(vi) The physical social and
psychological climate for the programmers should be
conducive.
(vii) All managers should be encouraged
to undergo development programmers in order to avoid
executive obsolescence.
(viii) Management development
programmers should concentrate on the latest management
concepts and principle.
On-the-job techniques
The important on-the-job training techniques are: coaching, job
rotation, under study and multiple management.
(i) Coaching
(ii) Job rotation
(iii) Under study
(iv) Multiple management
The techniques of multiple management have certain advantages over
the other techniques they are:
1. members have the opportunity to acquire the knowledge of
various aspects of business.
2. It helps to identify the members who have the skills and
capabilities of an effective manager.
3. It is relative an inexpensive method and
4. Considerable number of executive can be developed in a short
span of time.

Of-the-job methods
(ii) The case study
(iii) Incident method
(iv) Role playing
(v) In basket method
(vi) Business game
(vii) Sensitivity training
(viii) Simulation
(ix) Grid training
(x) Lectures
(xi) Conference
(i) The case study
(ii) Incident method
(iii) Role playing
(iv) In basket method
(v) Business games
(vi) Sensitivity training
(vii) Simulation
 (viii) Managerial grid
(ix) Conference
(x) Lectures

Selection of techniques
: SUITABILITY OF VARIOUS TECHIQUES OF MANAGEMENT
DEVELPOMENT
TECHNIQUES SUITABILITY
Job rotation This is particularly useful in the development of
Diversified skills and to give executive a broader outlook,
Which are very important to the upper management levels
Understudy An understudy is normally chosen with a forethought of
Making available to the organization a subordinate who is
Equal to his superior in the event of retirement illness or
Death of the superior. The subordinate will be able to
Take over his position and manage as effectively as his
Boss could
Multiple management This techniques is mainly useful in bringing the
managers out of Their narrow shells and help them gain a broader outlook
and knowledge in different functional areas.

Case study In the development of executive and analytical and

decision Making skills this techniques is particularly useful.

Incident method This technique improve one intellectual ability practical

Judgment and social awareness.
Role playing Role playing helps executives in understanding people
Better by giving them vicarious experiences.
Lectures This is the best techniques to given more knowledge in a
Short period of time to a large number of participants.

Benefits of multimedia
 low cost
 Learner has the flexibility of content
 Learning convenience
  Increase in learning efficiently
 Uniform input to all the participants
 Unlimited amount of review and relearning
 Incremental and retaining are free
 Participants can be large and geographically dispersed
 Quick learning large number of participants can learn in
short time
 No downtime and no traveling of the participants
Principle and core concepts of TQM
1. Delight the customer
2. Management by fact
3. People based management
4. Total quality management is a continuous process
Core concepts for improvement
Customer satisfaction
Internal customers are real
All work is a business process
Measurement
Team work
People make quality
Human resource development and TQM
(i) Economic liberalizations announced by the government of India in 1991.
(ii) Opening the Indian economy to the rest of the globe through the
globalization policy.
(iii) Entrusting more priority for the private sector to play a constructive role
in the restraint and development process of Indian economy.
(v) Mounting competition among the industries
across the globe.
(vi) Successful organization proactively and
systematically understand and respond to current and future external
customer needs.
(vii) Human resources diversity and mobility are
creating new employee needs and expectations about the future work
culture.
(viii) The information technology revolution is
reshaping the core competencies needs in a knowledge economy.

TOTAL QUALITY HUMAN RESOURCE GRAND AND SELECTED

Total quality HR Selected total quality

Grand strategies HR tactical strategies

Expansion Aggressive hiring training and promotion

Promotion of successful experience personal
R&D recruitment
Expansion advisory teams rapidly rising wage
Range job creation
Development Job redesign and job combinations
Retraining
Job creation
Acculturation training
External training expand training and
Development external growth teams
OD interventional for development R & D
Recruitment selective lay-offs if required
Productivity Productivity increases
Acculturation training
Early retirement
OD intervention for productivity
Continuous training and development
Managed turnover
Efficiency improvement teams

Total quality HR strategy mangers facilitate the introduction and adoption of

TQM by being actively involved in the following activities:
1. Encouraging and facilitating a total quality
partnership between the company and union leadership in order to
establish collaboration to benefit all stockholders.
2. Identifying the condition necessary for the
successful use of quality management tools and techniques.

3. Training and coaching facilitation mentors

and team members in inter person skills and how to manager the
improvement process.
4. Designing communication events and
vehicles to publicize the launch of TQM and early successes.
 5. Institutionalizing organizational ethics
development programs
6. Consulting with employee about the
introduction and development of TQM
7. Proactive contributing to vision and
mission statement and preparing quality objectives for dissemination
to staff, customers and suppliers.

Total quality HR strategy managers maintain and reinforce TQM within the
organization by being actively involved in the following activities.
(2) Adopting selecting processes that target and screen for conceptual
techniques ethical, and social skills that support a TQM environment.
(3) Introducing or upgrading the quality awareness and TQM component
within orientation courses.
(4) Identifying the most appropriate mechanisms for recognizing and
rewarding achievements in particular looking at non-traditional
reward system.
(5) Redesigning appraisal procedures so that they contain criteria relating
to specific TQM objective appropriate social relations skills and
support personal responsibility self assessment and 360-degree
performance feedback.
(6) Assisting continuous improvement and project teams to work
effectively and innovate.

Total quality HR strategy managers review TQM implementation progress

by being actively involved in the following activities.
1. Contributing to or leading the preparation of an annual TQM report.
2. Assessing the effectiveness of the TQM infrastructure including
steering committees quality councils quality improvement teams
improvement facilitators project teams, and individual performance.
3. Preparing and administering employee attitude and ethical climate
surreys and disseminating their results.
4. Identifying the barriers to continuous quality improvement.
5. Conducting HR, quality and ethics audits.
6. Benchmarking the effectiveness of the organization TQM with that of
competitors and global best practices.
7. Co-ordination customer comments on the organization progress.
Total quality HR strategic management would not be complete if HR
practitioner does not review their own activities as they do all other areas.
Some of the more typical self-review total quality activities include:
(a) Identifying internal customers and suppliers.
(b) Agreeing to performance measures as part of service-level
agreements.
(c) Tracking such measurements.
(d) Identifying non-value added activities.
(e) Selecting new HR employees only with peer and customer
involvement.
(f) Training and developing HR employees on a regular basis.
(g) Benchmarking HR policies and processes with world-class models.
(h) Providing advice on ethical problem analysis and conflict resolution
within a specified and agreed-upon time period.