HUMAN RESOURCE DEVELOPMENT

Prepared by Ms Sushmita Das Mallik - BY SUSHMITA DAS

 UNIT-II

Prepared by Ms Sushmita Das Mallik

Prepared by Ms Sushmita Das Mallik
 INTRODUCTION ABOUT NEED ASSESSMENT

• Need assessment is a process by which an organization’s HRD needs are

indemnified.
• It is the starting point of the HRD & Trains process.
• a. A systematic inquiry for the purposes of identifying priorities and
making decisions, and
• b. Allocating finite resources in a manner consistent with identified
program goals and objectives.
• Identifying and analysing expressed and unexpressed needs.
• A plan to develop strategies that address such needs.

Prepared by Ms Sushmita Das Mallik

 Definition Of Need

Before delving deep into need assessment, it is of paramount

importance to know, what is the meaning of “need.”

Need- The concept of need refers to a discrepancy or gap between

what an organization expects to happen and what actually occurs.

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 Need Assessment
• A process by which an organization’s HRD needs are
identified and articulated.
It identifies:
• an organizations goals and its effectiveness in reaching
these goals.
• Gaps between current skills and the skills needed to
perform the job successfully.
• Gaps between employees’ skills and the skills required
for effective current job performance.
• The conditions under which the HRD activity will occur.

Prepared by Ms Sushmita Das Mallik

 • An organization goals & effectiveness in
reaching these goals.
A NEED • Discrepancies between employee’s skills &
ASSESTMENT the skills required for effective current job
performance.
CAN • Discrepancies between current skills & the
skills needed to perform the job successful in
IDIENTIFY the future.
 Benefits

• Through needs assessment, we try to answer questions like:

• Need for the need’s assessment,

• Accomplishment of type of learning,
• Expected changes in the behavior and performance,
• Probability of achieving the results,
• Cost benefit analysis of HRD solutions.
• Root causes of performance gaps

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 • Organizational analysis
• Where is training needed and under what
conditions?
Levels of
• Task analysis
Need • What must be done to perform the job
Assessment effectively?

• Individual analysis.
• Who should be trained and how?
Organizational Analysis

It looks at the effectiveness of the organization and determines where training

is needed and under what conditions it will be conducted.
Why
 Ties HRD programs to corporate or organizational goals

 Strengthens the link between profit and HRD actions

 Strengthens corporate support for HRD

 Makes HRD more of a revenue generator

 Not a profit waster

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 Mission statement

HRM inventory

Skills inventory
Source of
Organizational Quality of Working Life indicators
Analysis
Efficiency indexes

System changes

Exit interviews
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 COMPONENTS OF ORGANISATIONAL NEED ANALYSIS

• According to “IRWIN
GOLDSTEIN” an
organizational
analysis should Organizational Organizational Organizational
goals resources climate
identify

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 • Understanding the organizational goals &
strategy provides a starting point in identifying
the effectiveness of the organization.
ORAGANISATIONAL
• Areas where goals are not being met should be
GOALS examined further & targeted for HRD OR other
appropriate HR or management efforts.
 • An awareness of the organizational resources is
particularly careful in establishing HRD needs.
• Identify organizational core
competencies/competitive strengths. Money
plays a part in deterring HRD efforts.
ORGANISATIONAL
• For example: if there is no classroom or
RESOURCES conference room facilities within the
organisation the scheduling and location of an
HRD program that requires such facilities can
become very difficult & expensive.
 • The climate within the organization is an
important factor in HRD success.
• If the climate is not conducive (making a certain
situation or outcome) to HRD designing &
ORGANISATIONAL implementing a program will be difficult.
CLIMATE • For example-if managers & employees’ do not
trust one another, employees may not participate
fully & freely in a training program.
 ADVANTAGES OF CONDUCTING AN
ORGANISATIONAL ANALYSIS
• An organizational analysis reveals where HRD is needed & the organizational &
environmental conditions that may efficient the HRD effort.

• The strategic plan can be valuable source of information for organizational analysis where
as HRD efforts can become a major component of carrying out the strategic plan.

• For example-it an insurance company decides as part of its strategic plan to expand the
services it others to clients (eg. Person management). It is likely that the current
employees will require training in the new service area to ensure successful
implementation of the plan.

Prepared by Ms Sushmita Das Mallik

 • It provides data about a job or a group of jobs
and the knowledge, skills, attitudes and abilities
needed to achieve optimum performance.
• Task analysis (sometimes) called operational
analysis.
• Task analysis is a systematic collection of data
TASK about a specific job or group of jobs
• To determine what employees should be taught
ANALYSIS to achieve optimal performance.
• Results of a task analysis include the
appropriate standards of performance, how tasks
should be performed to meet the standards &
the knowledge skills, ability (KSA) & other
characteristics that employee need to posses in
orders to meet the standards.

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 How to Collect Information For a Task Analysis

 KSA analysis

 Performance standards

 Observe the job/sample the work.

 Perform the job.

 Job inventory questionnaire.

 Review literature about the job.

 Ask questions about the job.

 Analysis of operating problems.

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 • It analyzes how well the
individual employee is doing the
job and determines which
employees need training and of
what kind.
INDIVIDUAL • Based on many sources of data
• Summary Analysis
ANALYSIS • Determine overall success of
the individual
• Diagnostic Analysis
• Discover reasons for
performance

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SOURCES FOR INDIVIDUAL ANALYSIS
 Performance evaluation.

 Performance problems.

 Observation.

 Work samples.

 Interviews.

 Questionnaires.

 Attitude surveys.

 Checklists or training progress charts.

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FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT:
STEP 1. PERFORM A "GAP" ANALYSIS.

The first step is to check the actual performance of our organizations

and our people against existing standards, or to set new standards.

There are two parts to this:

 Current situation

 Desired or necessary situation

The difference the "gap" between the current and the necessary will
identify our needs, purposes, and objectives.
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FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT:
STEP 2. IDENTIFY PRIORITIES AND IMPORTANCE

It must be seen whether the identified needs are real, if they are worth
addressing, and specify their importance and urgency in view of
organizational needs and requirements (1). For example (2):

Cost-effectiveness

Legal mandates

If some of our needs are of relatively low importance, we would do better to

devote our energies to addressing other human performance problems with
greater impact and greater value.
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FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT:
 Step 3. IDENTIFY CAUSES OF PERFORMANCE
PROBLEMS AND/OR OPPORTUNITIES.
 We must know what our performance requirements are, if appropriate solutions
are to be applied. We should ask two questions for every identified need: (3)

 Are our people doing their jobs effectively?

 Do they know how to do their jobs?

 This will require detailed investigation and analysis of our people, their jobs,
and our organizations -- both for the current situation and in preparation for the
future. Prepared by Ms Sushmita Das Mallik
FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT:

 Step 4. IDENTIFY POSSIBLE SOLUTIONS AND GROWTH

OPPORTUNITIES.

 "If it ain't broke, don't fix it."

 But if our people ARE NOT doing their jobs effectively:

 TRAINING may be the solution, if there is a knowledge problem.

 Organizational Development activities may provide solutions when the problem is not
based on a lack of knowledge and is primarily associated with systematic change. These
interventions might include strategic planning, organization restructuring, performance
management and/or effective teamPrepared
building .
by Ms Sushmita Das Mallik
Phase Two: Designing the Training or HRD Intervention

Key activities include:

 Setting objectives

 Selecting the trainer or vendor

 Developing lesson plans

 Selecting methods and techniques

 Preparing materials

 Scheduling training
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Phase Two: Design

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 Effectiveness of HRD Program:

a). The degree to which a training (or other HRD program) achieves its intended purpose
b). Measures are relative to some starting point
c). Measures how well the desired goal is achieved
 In other words:

Are we training:
a) the right people
b) the right “stuff ”
c) the right way
d) with the right materials
e) at the right time Prepared by Ms Sushmita Das Mallik
 Before Training: The learner's skills and knowledge are assessed before the training program.
During the start of training, candidates generally perceive it as a waste of resources because at
most of the times candidates are unaware of the objectives and learning outcomes of the program.
Once aware, they are asked to give their opinions on the methods used and whether those
methods confirm to the candidate’s preferences and learning style.

 During Training: It is the phase at which instruction is started. This phase usually consist of
short tests at regular intervals

 After Training: It is the phase when learner’s skills and knowledge are assessed again
to measure the effectiveness of the training. This phase is designed to determine whether
training has had the desired effect at individual department and organizational levels. There are
various evaluation techniques for this phase.

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 • Determine whether the program is meeting the
intended objectives
• Identify strengths and weaknesses
• Determine cost-benefit ratio
• Identify who benefited most or least
Purposes of • Determine future participants
Evaluation: • Provide information for improving HRD programs
• Reinforce major points to be made
• Gather marketing information
• Determine if training program is appropriate
• Establish management database

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The Training Evaluation should involve:

a) senior management

b) the trainer

c) line management

d) the training manager

e) the trainee

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Prepared by Ms Sushmita Das Mallik
 Advantages and Disadvantages of Techniques
Methods Advantages Disadvantages

1. Interview •Flexible •High Reactive effects

•Opportunity for clarification •High cost
•Depth Possible •Face-to-Face Threat Potential
•Personal Contact •Trained Observers Needed

2. Questionnaire •Low cost •Possibly Inaccurate Data

•Anonymity Possible •Return Rate Beyond Control
•Respondent Sets Pace
•Variety Of Options

3. Observation •Non- Threatening •Possibly Disruptive

•Excellent way to Measure Behavior Change •Reactive Effect Probable
•Trained Observers Needed

4. Written Test •Low Purchase Cost •Possible low Relation to Job Performance
•Readily Scored and Quickly Processed •Reliance on Norms May Distort
•Easily Administered Individual Performance
•Wide Sampling Possible •Cultural Bias

5. Simulation/ Performance Test •Reliable •Time consuming

•Objective •Simulation often Difficult and Costly
•Close Relation to Job Performance
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 HRD Evaluation Steps
 Analyze needs.

 Determine explicit evaluation strategy.

 Insist on specific and measurable training objectives.

 Obtain participant reactions.

 Develop criterion measures/instruments to measure results.

 Plan and execute evaluation strategy.

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 Benefits of Evaluation
Improved quality of training activities

Improved ability of the trainers to relate inputs to outputs

Better discrimination of training activities between those that are worthy of support and
those that should be dropped

Better integration of training offered and on-the job development

Better co-operation between trainers and line-managers in the development of staff

Evidence of the contribution that training and development are making to the organization

Reduction in preventable accidents measured

Reduction in scrap/rework measuredPrepared

in cost of labor
by Ms Sushmita and materials
Das Mallik
 HRD Audit

Prepared by Ms Sushmita Das Mallik

 What is Audit?
The general definition of an audit is an evaluation of
a person, organization, system, process, enterprise, project or
product.

The term most commonly refers to audits in accounting, but

similar concepts also exist in project management, quality
management, water management

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 HRD Audit
• HRD Audit is a comprehensive evaluation of the existing HRD
 Structure, Strategies,
 Systems, Styles,
 Skills / Competencies Culture

• HRD audit means the methodical authentication of job analysis and design,
recruitment and selection, direction and placement, training performance
appraisal and job evaluation of the HR of the organization.
• And their appropriateness to achieve the short- term and long-term goals of
the organisation.
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 What ?
HRD Audit is like an annual health check-up, it plays a vital
role in instilling a sense of confidence in the Management and
the HR functions of an organization.

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 HRd Audit v/s HR Audit

HRD Audit is evaluation of • HR Audit is a comprehensive

evaluation of the entire gamut
only few activities
of HR activities

o Structure, Strategies, • HR Cost

o Systems, Styles, • HRD activities Health, Env. &
Safety Legal Compliance Quality
o Skills / Competencies Culture
• Compensation & Benefits

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 Interviews

Questionnaires

Observation
Methodology Analysis of records and secondary data
of HRD Audit Workshops could be used
(How?) Task forces and internal teams could also be used

External Auditors have a significant role

Benchmarking of questionnaire data may be of use

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 For expanding, diversifying and entering into a fast
growth phase.

For promoting more professionalism and professional

management.

Reasons for Bench-marking for improving HRD practices.

HRD Audit
(Why?) Growth and diversification

Dissatisfaction with any component

Change of leadership

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 Role of HRD Audit
• HRD audit is cost effective

• It could get the top management to think in terms of strategic and long term business plans.

• Changes in the styles of top management

• Role clarity of HRD Department and the role of line managers in HRD Improvements in
HRD systems

• Increased focus on human resources and human competencies

• Improvements in HRD systems

• Better recruitment policies and more professional staff More planning and more cost
effective training

• TQM Interventions Prepared by Ms Sushmita Das Mallik

 Challenges in HRD Audit
 Build and improve quality consciousness
 Strive to recruit and retain competent, creative employees Align biz processes with
technology infrastructure.

 Nurture creative and supportive work culture

 Train and develop the employee through 360 degree feedbacks, appraisals.

 Promote learning orientation-informal networks

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HRD culture & climate

Prepared by Ms Sushmita Das Mallik By Sushmita Das Mallik

 definition

Denison (1996) suggested that:

‘Culture’ refers to the deep structure of organizations, which is rooted in the values, beliefs
and assumptions held by organizational members.

In contrast,
‘Climate’ refers to those aspects of the environment that are consciously perceived by
organizational members.

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 meaning
Organizational or corporate culture is the pattern of values, norms, beliefs,
attitudes and assumptions that may not have been articulated but shape the
ways in which people in organizations behave and things get done.

‘Values’ refer to what is believed to be important about how people and

organizations behave.

‘Norms’ are the unwritten rules of behaviour.

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 Characteristics of culture
Furnham and Gunter (1993)

•It is difficult to define.

•It is multi-dimensional, with many different components at different levels.
•It is not particularly dynamic and ever-changing.
•It takes time to establish and therefore time to change a corporate culture.

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 Significance of culture

Culture represents the ‘social glue’ and generates a ‘we-feeling’, thus

counteracting processes of differentiations that are an unavoidable part of
organizational life.
Organizational culture offers a shared system of meanings which is the basis
for communications and mutual understanding. If these functions are not
fulfilled in a satisfactory way, culture may significantly reduce the
efficiency of an organization.
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The values and norms that are the basis of culture are formed in
following ways:

• Over a period of time,

• By the leaders in the organization,
• Is formed around critical incidents,
• Develops from the need to maintain effective working relationships among
organization members,

• Is influenced by the organization’s environment.

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Culture is learnt over a period of time, there are two ways in which
this learning takes place.
•THE TRAUMA MODEL, in which members of the organization
learn to cope with some threat by the erection of defence
mechanisms.
•THE POSITIVE REINFORCEMENT MODEL, where things that
seem to work become embedded and entrenched.

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 components of culture

The components of culture:

 Values
 Norms
 Artefacts
 Management style

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 Areas in which values may be expressed–
explicitly or implicitly
• Care and consideration for people.
• Competence.
• Competitiveness.
• Customer service.
• Innovation.
• Performance.
• Quality.
• Teamwork.
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 Typical norms

How managers treat the members of their teams (management

style) and how the later relate to their managers.

The prevailing work ethic.

•Status – how much importance is attached to it; the existence
or lack of obvious status symbols.
•Ambition – naked ambition is expected and approved of, or a
more subtle approach is the norm.

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•Performance – exacting performance standards are general; the
highest praise that can be given in the organization is to be
referred to as ‘very professional’.
•Power – recognized as a way of life; dependent on expertise
and ability rather than position; concentrated at the top; shared at
different levels in different parts of the organization.
•Politics – life throughout the organization and treated as normal
behaviour; not accepted as overt behaviour.
•Loyalty – expected, a cradle to grave approach to careers;
discounted, the emphasis is on results and contribution in the
short term.
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•Anger – openly expressed; hidden, but expressed through other,
possibly political means.
•Approachability – managers are expected to be approachable and
visible; everything happens behind closed doors.
•Formality – a cool, formal approach is the norm; forenames
are/are not used at all levels; there are unwritten but clearly
understood rules about dress.

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 Artefacts

 are the visible and tangible aspects of an organization that people

hear, see or feel and which contribute to their understanding of
the organization’s culture.
 can include such things as the working environment, the tone and
language used in official environment.
 can be very revealing.

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 Management style
It is the approach managers use to deal with people. It is also
called ‘leadership Style’, it consists of the following extremes:
•Charismatic/non-charismatic.
•Autocratic/democratic.
•Enabler/controller.
•Transactional/transformational.

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 Classifications of
organizational culture

•Power-oriented – competitive, responsive to personality rather than expertise.

•People-oriented – consensual, management control rejected.
•Task-oriented – focus on competency, dynamic.
•Role-oriented – focus on legality, legitimacy and bureaucracy.

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Supporting and changing cultures:
•It may not be possible to define an ideal culture or to prescribe how it can
be developed.
•But embedded cultures exert considerable influence on OB and therefore
performance.
•If there is an appropriate and effective culture, it would be desirable to
take steps to support or reinforce it.
•If the culture is inappropriate, attempts should be made to determine what
needs to be changed and to develop and implement plans for change.
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 HRD climate

HRD climate is the perception that the employees

have about the policies, procedures, practices, and
conditions which exist in the working
environment.

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 Dimensions of HRD Climate

HRD Climate has three dimensions of (T.V. Rao and E. Abraham)–

• General climate,
• OCTAPAC culture and
• Implementation of HRD mechanisms.

The general climate deals with the importance given to human

resources development in general by the top management and line
managers.
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The OCTAPAC items deal with the extent to which are:
Openness
Confrontation
Trust
Autonomy
Pro-activity
Authenticity and
Collaboration
valued and promoted in the organization.
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 Openness is there when employees feel free to discuss their ideas,
activities and feelings with each other.
 Confrontation is bringing out problems and issues in open with a view to
solving them rather than hiding them for fear of hurting or getting hurt.
 Trust is taking people at their face value and believing what they say.
 Autonomy is giving freedom to let people work independently with
responsibility.
 Pro-activity is encouraging employees to take an initiative and risks.
 Authenticity is the tendency on the part of people to do what they say.
 Collaboration is to accept interdependencies to be helpful to each other
and work as teams
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HRD climate is characterized by the tendencies such as:

•Treating employees as the most important resources.

•Perceiving that developing employees is the job of every manager.

•Believing in the capability of employees.
•Communicating openly.
•Encouraging risk taking and experimentation.

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•Making efforts to help employees recognize their strengths and
weaknesses
•Creating a general climate of trust
•Collaboration and autonomy supportive personnel policies,
•Supportive HRD practices

An optimal level of development climate is essential for

facilitating HRD activities
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Organizations with:
• better learning
• training and development systems
• reward and recognition and
• information systems
• promotes a favourable HRD climate.
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 MEASURING HRD CLIMATE
• Economic condition: –
- An organization’s economic condition influences its culture in several ways.
- The more prosperous an organization, is the more it can afford to spend on research and the
more it can afford to risk and be adventurous.
• Leadership Style:-
- An organization leadership style plays a profound role in determining several aspects of its
culture.
- An authoritarian style may make the organization's culture characterized by high position
structure, low individual autonomy, low reward orientation, low warmth and support and so
on, or it may be opposite, like goal directed leadership.
• Managerial assumption about human nature:-
- Every act on the part of the management that involves human beings is predicated upon
assumptions, generalizations and hypotheses relating to human behavior. There are two
theories of behavior (Theory X and Theory Y).
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• Managerial values and ethos : -
- The feeling of managers about norms and values what is good and what is poor as
they adopt management practice.
- There are few dimensions on which it can be checked. They are – self-awareness,
risk-taking, participation, bureaucracy, equity, employee’s security and growth.

• Organization size : -
- An small organizations there are few levels of management, these are generally
more amenable to democratic and participative functioning than big organizations.
- More open communication system in small organizations. Hence these
organizations have a different type of climate than what are in big organizations.

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Prepared by Ms Sushmita Das Mallik