HUMAN RESOURCE DEVELOPMENT

Synopsis:
 Introduction
 Concept of Human Resource Development
 Need for Human Resource Development
 Human Resource Development methods
 Process and Outcomes
 Function of HDR Manager
 Planning
 Organizing
 Staffing
 Direction
 Coordinating
 Reporting
 Budjeting
 Nature and Scope of Human Resource Development

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Introduction
 Human Resource Development (HRD) is a process
of developing skills, competencies, knowledge and
attitude of people in an organization. Therefore, Human
Resource Development ensures that the organization
has such competent human resource to achieve its
desired goals and objectives.

 Development of human resources is essential for any

organization that would like to be dynamic and growth-
oriented.

 Human resources have rather unlimited potential

capabilities. The potential can be used only by creating
a climate that can continuously identify, bring to surface,
nurture and use the capabilities of people.

 HRD concept was first introduced by Leonard Nadler in

1969 in a conference in US. “He defined HRD as those
learning experience which are organized, for a specific
time, and designed to bring about the possibility of
behavioral change”.

 Human Resource Development (HRD) is the framework

for helping employees develop their personal and
organizational skills, knowledge, and abilities.
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 Human Resource Development includes such
opportunities as employee training, employee career
development, performance management and
development, coaching, mentoring, succession planning,
key employee identification, tuition assistance, and
organization development.

 The focus of all aspects of Human Resource

Development is on developing the most superior
workforce so that the organization and individual
employees can accomplish their work goals in service to
customers.

 developing human competencies for economic and tech

nological development and to the issue of equitable
distribution of resources, opportunities.

 Human Resource Development (HRD) is the part of

human resource management that specifically deals
with training and development of the employees in the
organization.

Concept of Human Resourse Development

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 Human resources development refers to an
organization’s focus on improving the knowledge, ability,
skills, and other talents of their employees
 It is the integrated use of training, organization, and
career development efforts to improve individual, group,
and organizational effectiveness.
 Human Resources Development (HRD) as a theory is a
framework for the expansion of human capital within an
organization through the development of both the
organization and the individual to achieve performance
improvement”
 “HRD is a new systematic approach to proactively deal
with issues, related to individual employees and teams,
and organizations and a movement to develop
organizational capability to manage change and
challenge”
 The people become human resource only when they
are competent to perform organizational activities.
 HRD ensures that the organization has such
competent human resource to achieve its desired goals
and objectives
 Human Resource Development (HRD) is the process of
helping people to acquire competencies and skills so as
to ensure their usefulness to the organisation in terms of
both present and future organizational conditions.
 HRD ensures that the organization has such competent
human resource to achieve its desired goals and
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 objectives. HRD imparts the required knowledge and
skill in them through effective arrangement of training
and development programs.

NEED FOR HUMAN RESOURCE MANAGEMENT

 Human resource management tries to create a better

understanding between management and employees.
 It assists employees in attaining individual and
organisational goals. This approach has been gaining
the attention of management professionals in the last
decade or so.
 1. For good industrial relations:
 There is large spread unrest, labour- management
disputes, lack of trust in each other, increasing
expectations of workers, growing of militancy in trade
unions etc. These factors have generated a gap among
workers and managements. Both sides are blaming of
exploitation by the other side. In the absence of
cordiality in an organisation, the performance of workers
is adversely affected.
 Hrm approach is needed to bring proper understanding
among workers and management. The workers are
trained and developed to meet their individual and
organisational objectives. The workers are made to
understand that various managerial actions will assist

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 them in achieving their aspirations and organisation’s
goal.
 2. Create organisational commitment:
 There is a humanisation of work environment in
industrially advanced countries like japan, u.s.a., and
germany etc. Globalisation of economy has exposed
indian industries to international competition. An
improvement in efficiency and quality of work can come
only when workers develop organisational commitment.
Hrm approach helps in creating a sense of pride for the
organisation among the employees.
 3. Meeting with changing environment:
 Advertisements:
 The business environment is changing rapidly.
Technological improvements have revolutionised
production processes. Automation has been introduced
in office operations. Good communication methods have
revolutionised important areas of business.
 Therefore, there is a need to cope with new and
changing situation. The operational efficiency of workers
must cope up with a revolutionary change in the
technology which necessitates a new approach to
manpower.
 4. Change in political philosophy:
 Political philosophy has also undergone a substantial
change all over the world. The new approach is to
develop human resources properly for making their
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 better use. In india, central government has created a
separate ministry as human resource development and
put it under a senior cabinet minister.
 This shows the importance given to human resources in
india, which opened up a door for a fresh approach to
human resource development in the industrial sector
too.
 5. Enhanced pressure on employees:
 The technological innovations have made possible the
use of sophisticated machines. The installation,
monitoring of machines, maintenance and controlling of
operations etc., require large number of trained and
skillful personnel.
 Technicians, repairers and service people are also
necessary. The more the technical development and
automation, the more would be the dependence on
human beings. There should, therefore, be greater need
for humane approach to manpower. Similarly, use of
more capital intensive methods would result in greater
productivity of men necessitating greater motivating and
greater human resources approach to management.
 6. Meeting research and development requirements:
 Fresh initiatives and emphasis on research and
development in the realm of industry also led to a new
policy of human resource development to cope with the
increasing demand for technically capable people. As a

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 result of this, a need arose for a new approach to
human resources.

HUMAN RESOURCE DEVELOPOMENT MEHODS

The focus of human resource development (HRD) is to

strengthen your workforce so that they have the
knowledge, skills and experience to excel in their job
duties and help your organization operate efficiently.
Common methods for achieving these goals include
providing appropriate training and coaching, developing
employee career plans and using performance appraisal
techniques to monitor and correct performance issues.
Other HRD techniques that work to make your staff more
productive include the use of effective employee rewards
systems and employee wellness programs.
Performance Appraisal Methods

One of the most common techniques of human resource

development is the use of regular performance appraisals
and feedback. The main benefit of an appraisal is that it
keeps managers and employees informed on how well
they do their jobs and can uncover performance problems
that need immediate attention. Managers get a chance to
come up with action plans to address weaknesses,
determine future training needs and learn about the
employee's career goals. To make the assessment easier,
you'll usually have predetermined metrics and key
performance indicators so that you know what to look for.

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 The performance appraisal method you'll use can depend
on the specific job, your company's mission and your
goals for the assessment.
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 If you're looking to gain general insights on how peers,

customers and managers view your employees'
performance, you could use the 360-degree feedback
method that uses confidential questionnaires and weighs
the responses.
 The management by objectives method suits cases where
you need to know whether your employees perform up to
standards for specific goals you've set.
 You can use employee ranking and rating methods to group
workers from the top to bottom in terms of performance or
competency.
 You have behavioral checklists to uncover how your
employees measure up to specific criteria such as
punctuality, appearance and work patterns.
Employee Training Programs

Training is one of the HRD techniques that works hand-in-

hand with performance appraisals and makes the
development process more like a cycle. While the main
goal of employee training is to increase competence in
each employee's role, it also serves as a way to develop
your organization as a whole in terms of making

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 employees more engaged, productive and motivated.
When done well, your company's training programs can
help you retain your talent, increase your profits and even
give you a competitive advantage.
While employees do receive their initial training and
introduction to the company, the training process doesn't
stop there. Whether your company grows to offer new
goods and services or you uncover skills gaps during a
performance assessment, you'll find that you have to
assign training activities periodically throughout an
employee's tenure. You have some different options for
your employees' initial and ongoing training that fall into a
few categories.
 Instructor-led training: This type of training can range from
having your employees attend a college class with in-
person lectures to bringing in an outside trainer to your
office for a short seminar. It can also take the form of
having a manager give a training presentation or even
using a live online class. While this method offers the
benefit of two-way interaction between the trainer and
trainees, it may not work well when employees aren't at
the same skill level, and it can cost a lot and be less
convenient too.
 Self-guided studies: Whether you assign self-paced online
courses, have employees watch simulation videos or hand
out reading materials, you can use self-guided study as an
alternative to having a live instructor. This method offers
convenience and can save yo andur company money, but it
may not work well when your employees need to learn a
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 complex skill and have someone readily available to
handle questions. The flexibility can also create
compliance issues with the training if you don't carefully
monitor whether employees actually complete it.
 Employee-to-employee training: When you need to allow
employees to physically observe an activity and get
hands-on training so that they can perform the task
themselves, you might consider having experienced
employees lead the training. In addition to job shadowing
and guided work, this category also includes ongoing
mentorship and coaching from managers and peers.
Managers can assign a mentor during orientation to guide
an employee during her time at the company, and
managers can offer advice during formal meetings like
performance reviews or even casually throughout the
workday.
Employee Career Planning

The process of human resource development also

involves helping employees discover the right paths for
them in your organization. In addition to helping
employees unveil their talents and reach their goals, this
HRD technique gives your company some security in that
it can help you line up capable employees who can take
over key roles as others leave the company.
The career planning process might begin as part of
conversations during performance reviews when
managers can assess job suitability and ask employees
where they see themselves going in the company. An
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employee might also initiate the process and ask for
information about advancement opportunities.
To create a career plan, you'll first want to assess your
company's future staffing needs to determine a potential
place for the employee. You can then develop a coaching
plan that addresses skill gaps, begin assigning appropriate
training and stay engaged with the employee during the
process. Depending on the desired leadership role, you
may find it helpful to implement cross-training or job
rotations so that your employee has experience in more
departments.
Use of Employee Rewards

While training, career development and performance

appraisal most often come to mind when you think of
HRD, giving your employees rewards for their
performance and dedication to your company also falls
within the scope of HRD. Not only can the use of such
rewards improve your workforce's efficiency and
encourage employees to do their best work, but they have
a positive effect on team morale and retention.
Rewards can have a monetary value or not. Financial
rewards include profit-sharing, holiday bonuses and
productivity-based pay increases. Examples of non-
financial rewards include allowing workers to work from
home, holding team lunches and company parties, offering
flexible scheduling and giving workers more control over
decision-making.

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For the most effective use of rewards, consider factors
such as the employee's current salary, relationship with
the company and personal motivators in deciding the type
to offer. The software company Plum notes that non-
financial rewards can particularly be an ideal option for top-
paid employees with several years of service with the
company.

PROCESS

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.

 Efficacy
 Effectiveness
 Styles
 Leadership

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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 Developmen

OUTCOMES
According to Prof. P.C. Tripathi, the following are the various outcomes of human
resource development, via improvement in the human processes:

1. People in the' organization become more competent because on the one hand
they become better aware of the skills required for job performance and on the
other hand there is greater clarity of norms and standards.
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 2. People understand their roles better because through increased communication
they become aware of the expectations which other members of their role set
have from them.
3. People become more committed to their jobs because now there are greater
objective ideas.
4. People develop greater trust and respect for each other. They become more open
and authentic in their behaviour. Thus new values come to be generated.
5. There is greater collaboration and team work which produces synergy effect.
6. People find themselves better equipped with problem-solving capabilities. They
become more prone to risk-taking and pro- active in their orientation. There is
greater readiness on their part to accept change.
7. Lot of useful and objective data on employees are generated which facilitate
better human resource planning.
8. The top management becomes more sensitive to employees' problem and human
processes due to increased openness in communication.

HRD Functions:
HRD functions include the following:
1. Employee training and development,

2. Career planning and development,

3. Succession planning,

4. Performance appraisal,

5. Employee’s participation in management,

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6. Quality circles,

7. Organization change and organization development.

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