- 1. Human Resource Development
2. Definition of HRD
- "organized learning activities arranged within an organization
in order to improve performance and/or personal growth for the
purpose of improving the job, the individual, and/or the
organization"
- HRD includes the areas of training and development, career
development, and organization development
3. OBJECTIVES
- Develop human resource of the company continuously for better
performance to meet objectives.
- Provide opportunity for development of different level of
employees.
- suitable need based training programs
- Prepare newly inducted staff to perform their work with high
level of competency and excellence.
- Meet social obligations of industry to contribute towards the
excellence of technical and management education.
4. OBJECTIVES
- Assist the existing and potential customers in the better use
of our equipments by training the employees.
- Promote a culture of creativity, innovation, human development,
respect and dignity.
- Achieve excellence in every aspect of working life.
- Create environment for the trainees conducive to their
character building.
5. HRM Vs HRD
- HRD is a sub section of HRM, i.e. HRD is a section with the
department of HRM.
- HRM deals with all aspects of the human resources function
while HRD only deals with the development part.
6.
- HRM is concerned with recruitment, rewards among others while
HRD is concerned with employee skills development.
- HRM functions are mostly formal while HRD functions can be
informal like mentorships.
7. HRD Functions
- Providing skill input to apprentices and trainees
- Identifying training needs and imparting training
- Outside deputation for competency enhancement
- Organisational development activities
- Conducting sessions and workshops
- Training and development (T&D)
8. THE NEED FOR HRD: BUSINESS AND ECONOMICS CHANGES
- HRD can be a platform for organisationaltransformation ,
- a mechanism for continuous organisational and
individualrenewal
- and a vehicle for global knowledge transfer.
9. THE NEED FOR HRD
- Effecting organisationalchange
- Changing an organisationsculture
- Meeting changes in the externalenvironment
- Solving particularproblems
10. THE NEED FOR HRD: TECHNOLOGICAL CHANGES
- Technological changecreatesrequirements for training and
development
11. THE NEED FOR HRD: ORGANISATIONAL CHANGE
- Organisations that work inless timewill have a competitive
advantage.
- Acustomerandqualityfocus will permeate tomorrows superior
organisation.
- The arena for an organisations planning and action will
beglobal .
- Business strategies now depend onquality and versatilityof the
human resource.
- Work structureanddesignwill change dramatically.
12. THE NEED FOR HRD :SOCIAL,LEGAL & OTHER CHANGES
- Social attitudes , legal requirements, industrial relations and
so on generate training and development needs.
- They demandnew skillsin the workplace
13. Training and Development (T&D)
- Trainingimproving the knowledge, skills and attitudes of
employees for the short-term, particular to a specific job or
taske.g.,
-
- Skills & technical training
14. Training and Development (T&D)
- Developmentpreparing for future responsibilities, while
increasing the capacity to perform at a current job
15. Benefits of Training and Development
- Training and development helps the employees to achieve their
personal goals which in turn help to achieve the overall
organizational objectives.
- Thus, we can bifurcate the benefits of training and development
into two broad heads:
16. Organizational benefits :
-
-
- Improves the morale of the workforce.
-
-
- Leads to improve profitability and more positive attitudes
towards profit orientation
-
-
- Improves the job knowledge and skills at all levels of the
organization.
-
-
- Aids in organizational development
-
-
- Improves relationship between superior and subordinate.
17. Personal benefits
-
- Helps the individual in making better decisions and effective
problem solving.
-
- Aids in encouraging and achieving self-development and
self-confidence.
-
- Provides information for improving leadership, knowledge,
communication skills and attitudes.
-
- Helps a person handle stress, tension, frustration and
conflicts.
-
- Helps a person develop speaking and listening skills.
-
- Helps eliminate fear in attempting new tasks.
18. Impact on Training
- Training practicesrapidly changing in response to
pressures
- Impacting instruction design, delivery, and evaluation
processes
- Global interest in E-learning is growing
19. Training & HRD Process Model 20. Needs Assessment
Phase
- Establishing HRD priorities
- Defining specific training and objectives
- Establishing evaluation criteria
21. Design Phase
- Selecting who delivers program
- Selecting and developing program content
- Scheduling the training program
22. Implementation Phase
- Implementing or delivering the program
23. Evaluation Phase
- Determining program effectivenesse.g.,
- Keep or change providers?
- Can we do it another way?
24. Critical HRD Issues
- Strategic management and HRD
- The supervisors role in HRD
- Organizational structure of HRD
25. Strategic Management & HRD
- Strategic management aims to ensure organizational
effectiveness for the foreseeable futuree.g., maximizing profits in
the next 3 to 5 years
- HRD aims to get managers and workers ready for new products,
procedures, and materials
26. Supervisors Role in HRD
- Implements HRD programs and procedures
- On-the-job training (OJT)
- Coaching/mentoring/counseling
- Career and employee development
- A front-line participant in HRD
27. Organizational Structure of HRD Departments
- Depends on company size, industry and maturity
- Depends in large part on how well the HRD manager becomes an
institutional part of the company i.e., a revenue contributor, not
just a revenue user
28. HR Manager Role
- Integrates HRD with organizational goals and strategies
- Promotes HRD as a profit enhancer
- Tailors HRD to corporate needs and budget
- Institutionalizes performance enhancement
29. HR Strategic Advisor Role
- Consults with corporate strategic thinkers
- Helps to articulate goals and strategies
- Develops strategic planning education and training
programs
30. Challenges for HRD
- Changing workforce demographics
- Competing in global economy
- Eliminating the skills gap
- Need for lifelong learning
- Need for organizational learning
31. Summary
- HRD is too important to be left to amateurs.
- HRD should be a revenue producer, not a revenue user.
- HRD should be a central part of company.
32.