Module 1
Introduction to HRD
Learning Objective
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Definition,
Significance & objectives,
HRM & HRD,
Process and techniques of HRD.
Reference Book
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Personnel and Human Resource Management by Subba Rao
Personnel and HRM By A.M.Sarma
Gear up or be History – MTV approach
MTV is looking for human resources who can maintain balance between
work life and personal life, flexibility, entreneurship, ownership of ideas, be
multi-skilled and multi-talented. The MTV generation expects stimulations,
options and power choices. The trend is towards a more flexible and
multiskilled workforce. MTV promotes and deploys flexible, family-friendly
workplace practices, job sharing and employees at MTV demand help in
building their skills and strategies for employing and in networking openly.
It is our job as HR professionals to meet and exceed these expectations-tocaptivate the MTV generation.
MEANING OF HRD
Human resource Development is a part of Human resource management which
deals with developing human resources. Its a set of systematic and planned
activities designed by an organization to provide its members with the necessary
skills to meet current and future job demands.
Larsen and Tourbo Ltd. (L& T) was probably the first organization in India to
introduce integrated HRD system in 1975 with the introduction of performance
appraisal and feedback and counseling sub-system
Definition of HRD
Definition by T. Venkateswara Rao:
1. "a process by which the employees of an organisation are helped in a
continuous, planned way to:
2. Acquire or sharpen capabilities required to perform various functions
associated with their present or expected future roles;
3. Develop their general capabilities as individuals and discover and exploit
their own inner potentials for their own and/or organisational development
purposes;
4. Develop an organisational culture in which superior - subordinate
relationship, teamwork and collaboration among sub-units are strong and
contribute to the professional well-being, motivation and pride of employees.
Significance & objectives
The objectives of HRD can be as follows:
1. To prepare the employee to meet the present and changing future job
requirements
2. To prevent employee absolescene
3. To develop creative abilities and talents
4. To prepare employees for higher level jobs
5. To impart new entrants with basic HRD skills and knowledge
6. To develop the potentialities of people for next level job.
7. To aid total quality management
8. To promote individual and collective morale, a sense of responsibility , cooperative attitudes and good relationships.
9. To broaden the minds of senior managers by providing them with
opportunities for an interchange or experiences within and outside.
10.
To ensure smooth and efficient working of the organization.
11.
To provide comprehensive framework for HRD
12.
To enhance organizational capabilities.
13.
To create a climate that enables every employee to discover, develop
and use his/her capabilities to a fuller extent in order to further both
individual and organizational goals.
The significance of HRD are as follows:
The trends of HRD is changing because of globalization and new technology.
Therefore the role of HRD is not limited to training and development but it has
extended in the following areas :
1. It helps in Reorganisation and restructuring, including downsizing,
rightsizing, flattening the structure, outsourcing etc.;
2. It helps in Managing mergers and acquisitions
3. It helps in Initiating and managing quality initiatives, including quality
circles, small group activities, ISO certification etc.
4. It plays an important role in Conducting a variety of surveys, including
climate surveys, employee satisfaction surveys, internal customer
satisfaction surveys, and bench marking with competitors and others
globally.
5. It helps in Restructuring salary and reward systems through
compensation surveys, introduction of stock options, performance-linked
pay or pay-for-performance, compensation planning etc.;
6. It plays a significant role in Enhanced emphasis on recruitment or
placement. The new economy industries like, the IT, Telecom, Financial
services, Insurance, BPO organizations (call centers) have further
increased their focus on recruitment and outsourcing of recruitment;
7. The major significance of HRD is all about introducing new technologies
of training, including e-learning, on-line education, distance learning, off
campus learning, web based learning and use of other technologies for
learning; competency building.
8. Nowadays every HRD department in the organization uses Assessment
Centers or Development centers for identifying, developing and promoting
talented individuals, starting of fast track systems, identification of high
potential employees and designing retention strategies;
9. It helps organization to Improve quality of work life of the employees.
HRD at ITC
ITC’s Learning & Development initiatives include core programmes
straddling various dimensions of Leadership, Capability Enhancement
and Skill(s) Development along with customised programmes that
address diverse capability-building needs at various levels of the
organisation. These programmes cover not just functional competencies
but behavioural inputs as well, to ensure comprehensive development of
our human resources.
Focused programmes aimed at ensuring meaningful induction of talent
into the organisation, initiatives to address current and future capability
requirements of the organisation, platforms to understand what the
future holds for us in terms of technology and process advancement and
development inputs to enhance managerial and leadership capability of
our resources are the mainstay of our Learning & Development agenda.
Difference between HRM & HRD
EMPLOYEE DESIGN HIS OWN HRD PACKAGE AT POLAROID
The Polaroid’s leadership institute offers a wide variety of course ranging from
conflict management to Labour Laws and project management. Course material
is e-mailed directly to all eligible employees. Enrolling for courses and
updatingtraining records are all done electronically. An employee can create his
own training package tailored to his specific needs.
HRD PROCESS
Recent economic liberalizations announced by the government of India tend
towards market and economy and started creating more dynamic environment in
India than ever before. HRD plays a significant and crucial role in market
economies under dynamic environments. HRD to be effective should essentially
have a strong base of human resources planning , recruitment and selection
based on effective HRD requirements.
Analysis of Roles as
-Individuals
-Members of Teams
-Members of organization
Forecasting manpower
needs based on HRD
Recruitment and selection
based on HRD
Potential Appraisal
Performance Appraisal
Employees’ present capabilities and
potentialities
Capabilities to be acquired
Inputs; skills, knowledge, behavior, values etc
Fig 1.1: Process of HRD: identification of inputs
Human resource planning for HRD should plan for human resource not only for
the present and future jobs but also roles. Further, human resource planning
should plan for potentialities. Recruitment for HRD refers to searching for
prospective employees having skills, talents and potentialities. Recruitment for
HRD refers to searching for prospective employees having skills, talents and
potentials to carry out the present and future jobs and also for development and
motivate them to apply for jobs. Selection for HRD refers to designing selection
techniques like written tests, selection tests, interview etc., fit for selecting the
candidates suitable for further development. These base factors influence the
analysis of roles of employees as individual, as members of teams and
organization, along with the ever-changing environment.
Analysis of roles of employees as individuals, members of teams and members of
an organization helps the organization to know the employees’ present
capabilities and potentials. Further, performance appraisal and potential
techniques help to evaluate the present capabilities, performance and potentials
more accurately.
Organization plan including the plans for change , based on environmental
opportunities and threats are the basis to determine organizational requirements.
Organizational requirements in turn are the basis to determine the future
requirements of various roles in the organization.
Human resource to be acquired and developed are determined in terms of skills,
knowledge, abilities, values, aptitude, beliefs, commitment etc. suitable
techniques of HRD is/are to be selected depending upon the resources to be
acquired and developed.
The outcome of HRD are four-fold, viz to the organization, to the individuals, to
the groups and to the society. HRD benefits the organization by developing the
employees and make them ready to accept responsibilities, welcome change ,
adapt to change enables the implementation of the programmes of total quality
management, maintenance of sound human relations, increase in productivity
and profitability.
The HRD helps the groups in the form of increase in co-operation, increase in
collaboration and team effectiveness. Further, it helps the society in the form of
developing HR and increased contribution of HR to the society.
Techniques of Human Resource Development
Techniques of human resource development are also called HRD methods, HRD
instruments, HRD mechanisms or HRD subsystems. They include:
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
xi.
xii.
xiii.
xiv.
xv.
xvi.
xvii.
xviii.
xix.
Performance appraisal
Potential appraisal
Career planning
Career development
Employee training
Executive development
Organizational change
Organizational development
Social and cultural programmes
Workers’ participation in management
Quality circles
Employee counseling
Team work
Role analysis
Communication policies and practices
Monetary rewards
Non-monetary rewards
Employee benefits and
Grievance mechanism
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CASE STUDY FOR PRACTICE:
Analyse the following case and answer the questions given at the end.
The Loha manufacturing Company is in a very competitive metal products business. It employs 4000 people.
Because of the similarity in the product design and competitive price with those of its competitors. It
maintains its sales by emphasising quality and service. About a year ago the company lost two of its major
customers, who had been dissatisfied with excessive manufacturing defects. After studying the problem, the
company decided that its basic engineering was sound but carelessness and lack of quality consciousness on
the part of production workers, inspectors, and manufacturing supervision were a prime cause of the trouble.
Accordingly, it introduced a quality control programme to solve the problem.
The course was given after working hours, from 7.00 to 9.00 p.m. each Thursday for 10 weeks. Employees
were not paid any additional amount to attend the classes. Technically, attendance was voluntary; however
management intimated that employees who attended sincerely would have the fact recorded in their
personnel records. This fact would be considered in future pay rise and promotions. The course was taught by
a staff engineer from the quality control department. The course methodology mainly consisted of lectures,
and at times movies on quality control and some discussions. The course covered such topics as the need for
high quality, “quality can’t be inspected into a product, it must be built in”, conditions affecting quality, costs
of poor quality, inspection standards, inspection procedures and methods, statistical quality control, sampling
inspection and control chart procedures. The course was open to all interested employees in the plant,
including supervisors. Attendance at the early sessions averaged around fifty. Towards the end of the course it
had declined to about twenty-five.
The training manager made the following comment at the conclusion of the course. “Rajan (the instructor) did
a good job of lecturing. He was interested, informative, and spiced his talks with humour at appropriate times.
It was not his fault that attendance fell off.”
Analysis.
2. Do you think this training programme was organized and administered properly?
3. Are there any other training methods that could properly have been used?
4. Evaluate the merits and demerits of the approach followed in improving product quality.
Question for discussion
1. What is HRD? Explain the feature of HRD.
2. How does HRD differ from HRM?
3. Explain the process of HRD in detail.
4. What are the functions of HRD manager?
5. What are the techniques of HRD?