HUMAN RESOURCE DEVELOPMENT

RACHANA SHARMA

MAJOR HISTORICAL EVENTS

EARLY APPRENTICESHIP PROGRAMS

Eighteenth century Skilled artisans Yeoman EARLY FACTORY SCHOOL Short duration, focus on skills EARLY VOCATIONAL EDUCATIONAL PROGRAMS Dewitt Clinton, occupational training for unemployed HUMAN RELATIONS MOVEMENT

Maslow, focused on working conditions, low pay, long hours Professional trainers, coaching and counseling introduced, 1960-70s

EMERGENCE OF HUMAN RESOURCE MOVEMENT

VIEWS OF HRD
AS A MAJOR BUSINESS PROCESS AS A VALUE ADDED ACTIVITY AS AN OPTIONAL ACTIVITY

AS A WASTE OF BUSINESS RESOURCE

THEORETICAL FOUNDATIONS OF HRD

HRD

THEORETICAL FOUNDATION

PSYCHOLOGIC AL THEORY

ECONOMIC THEORY

SYSTEMS THEORY

DEFINITION
HUMAN RESOURCE DEVELOPMENT IS A

PROCESS OF DEVELOPING AND/ OR UNLEASHING HUMAN EXPERTISE THROUGH

ORGANIZATION DEVELOPMENT AND

PERSONNEL TRAINING AND DEVELOPMENT FOR THE PURPOSE OF IMPROVING PERFORMANCE

ROLES OF AN HR PROFESSIONAL
HR SYSTEMS DESIGNER- design and development of HR system e.g. program

design, intervention strategies, implementation of HR programs

HR STRATEGIC ADVISER-consults strategic decision makers.e.g.HR strategic

plans
ORGANIZATION CHANGE AGENT-advises management in design ,

implementation e.g efficient work teams, quality management, change reports ORGANIZATION DESIGN CONSULTANT-advises management on work systems design e.g. alternative work design THE INSTRUCTOR/FACILITATOR-facilitate structured learned experience LEARNING PROGRAM SPECALIST-instructional designer-identifies need of learner e.g. lesson plans PERFORMANCE CONSULTANT-advises line management e.g. coaching design CAREER COUNSELLOR-assist employees in assessing competencies e.g. individual sessions, workshop facilitation

MATCH THE FOLLOWING

ROLE OF HR MANAGER System designer Strategic adviser Learning program specialist Organization design consultant Organization change agent Facilitator/instructor Performance coach Career counselor CORE ACTIVITY Suggests intervention to line managers Assist employees in developing a realistic career plan Leads and facilitates structured learning experiences Designs appropriate learning programs Advises organization on work system design Advises management in the design and implementation of change strategies Assist HR management in design and development of HR system Consults strategic decision makers on HRD issues

MAJOR HUMAN RESOURCE DEVELOPMENT FUNCTIONS

Training and development

Organization development
Career development

Trends affecting modern HRD: Greater diversity in workforce Knowledge work requires judgment, flexibility

Expectation for meaningful work, involvement

Shift in nature of contract

HUMAN RESOURCE WHEEL

HRIS
EMPLOYEE ASSISTANCE COMPENSATION /BENEFITS SELECTION AND STAFFING

T&D

ORGANIZATION DEVELOPMENT

HR resultsproductivity,quali ty innovation,readin ess for change

CAREER DEVELOPMENT

PERFORMANCE MANAGEMENT SYSTEM

HR PLANNING

ORGANIZATIO NAL/JOB DESIGN

TRUE OR FALSE
Training and development are one and the same

Organization development intervention is focused only on macro

changes in the organization

Career development is an ongoing process

Organizational design and role analysis are closely related

HR planning focuses on determining the organizations major human

resource needs and philosophies

Organizational designs pay systems by evaluating jobs
HRIS does not keep track of applicants before they become employees

Training and development

FOCUS ON CHANGING OR IMPROVING KSA

INCREASING THE CAPACITIES

EMPLOYEE ORIENTATION RECRUITMENT SPECIALIST

DEVELOPMENTAL ACTIVITIES
CO-ORDINATING MANAGEMENT TRAINING ONE-DAY SEMINARS JOB ROTATION

ORGANIZATION DEVELOPMENT
ENHANCING EFFECTIVENESS OF ORGANIZATION MACRO AND MICRO CHANGE OD INTERVENTION

FACILITATING CHANGE

CAREER DEVELOPMENT
ONGOING PROCESS

SERIES OF STAGES
INVOLVES TWO DISTICT PROCESSES:-CAREER PLANNING AND

CAREER MANAGEMENT
ASSISTANCE OF COUNSELLORS
STRONG RELATIONSHIP BETWEEN CAREER DEVELOPMENT

AND T&D

HR PLANNING
FOCUS ON ORGANIZATIONS NEED AND PHILOSOPHIES

STUDY COSTS
STUDY HUMAN ASPECTS OF LABOUR DETERMINING RECRUITMENT AND TRAINING NEEDS,

MANAGEMENT DEVELOPMENT, BALANCING COST BETWEEN

UTILISATION OF PLANT AND WORKFORCE

ORGANIZATIONAL JOB DESIGN AND ROLE ANALYSIS

OWN STRUCTURE DEFINED ROLES MINIMUM WASTAGE OF HUMAN RESOURCE

DEFINING TASKS, AUTHORITY AND SYSTEMS

FUNCTION SELECTION AND STAFFING PERFORMANCE MANAGEMENT SYSTEM COMPENSATION AND BENEFIT EMPLOYEE RELATIONS

ACTIVITIES CAREER NEED, PATH SWOT

FAIRNESS AND CONSISTENCY DEVELOPING COMMUNICATION SYSTEM

HRIS

THANK YOU