Introduction to Human

Resource Development
Lamia Farha
Management Counsellor
BIM.

Emergence of HRD
Employee needs extend beyond the training
classroom
Includes coaching, group work, and problem
solving
Need for basic employee development
Need for structured career development
ASTD changes its name to the American Society
for Training and Development .

Relationship Between HRM and

HRD
Human
resource
management
(HRM)
encompasses many functions
Human resource development (HRD) is just one of
the functions within HRM

Primary Functions of HRM

Human resource planning

Equal employment opportunity
Staffing (recruitment and selection)
Compensation and benefits
Employee and labor relations
Health, safety, and security
Human resource development

Secondary HRM Functions

Organization and job design
Performance management/ performance
appraisal systems
Research and information systems

Definition of HRD
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.
It may be defined as "an organized learning experience
within a given period of time with the objective of
producing the possibility of performance change.
HRD is more concerned with the training and
development of employees. HRD develops or traps
hidden qualities in people in order to make them
accomplish new functions leading to organizational and
individual goals.
HRD
aims
at
overall
development
of human
resources.

Contd
HRD is a process in which the employees of an
organization are helped/motivated to acquire
and
develop
technical,
managerial
and
behavioral knowledge, skills and abilities, and
mould the values, beliefs, attitude necessary to
perform present and future roles by realizing
highest human potential with a view to contribute
positively to the organizational, group, individual
and social goals.

HRD Process leads to

acquire or sharpen capabilities
develops general capabilities &
develops an organizational culture

Features of HRD
HRD is a systematic and planned approach for the
developments of individuals in order to achieve
organizational, group and individual goals.
HRD is a continuous process for the development
of
technical,
managerial,
behavioral
and
conceptual skills and knowledge .
HRD is a multidisciplinary.
HRD is embodied with techniques and process.
HRD develops skills and knowledge not only at
the individual level but also at group level and
organizational level.

HRD Objectives

To enhance the organizational capabilities

To aid total quality management
To provide comprehensive framework for HRD
To prevent employee obsolescence
To develop creative ability and talents
To prepare employee for higher level jobs
To promote individual and collective morale, a
sense of responsibility, cooperative attitudes and
good relationship.

Importance of HRD
Human resource development (HRD) is an essential
component for growth and economic development.
HRD of a country is dependent on the government
and national policies, while at the firm or micro level
HRD can happen through training and efficient
utilization of resources
The level of performance of two organizations also
depends on utilization value of human resources.
Moreover, the efficiency of production process and
various areas of management depend to a greater
extent on the level of human resources development.
Knowledge, skills, creative abilities, talents, aptitude,
values and beliefs of an organizations work force.

Contd
The more important aspects of human resources
are aptitude, values, attitudes and beliefs. The
vitality of HR to a nation and to an industry
depends upon the level of its development.
Human resources
to
be dynamic acquire
capabilities continuously adopt the values and
beliefs
and
aptitude
in accordance
with
changing requirements of the organization.
The organization can develop, change and excel,
only if it possess developed human resources.
Thus, HRD plays significant role in making the
human resources vital, useful and purposeful

HRD Functions
Training and development (T&D)
Organizational development
Career development

Training and Development

(T&D)
Training improving the knowledge, skills and
attitudes of employees for the short-term,
particular to a specific job or task e.g.,
Employee orientation
Skills & technical training
Coaching
Counseling

Contd
Development

preparing
for
future
responsibilities, while increasing the capacity to
perform at a current job
Management training
Supervisor development

Organizational Development
The process of improving an organizations
effectiveness and members well-being through
the application of behavioral science concepts.
Focuses on both macro- and micro-levels
HRD plays the role of a change agent

Career Development
Ongoing process by which individuals progress
through series of changes until they achieve their
personal level of maximum achievement.
Career planning
Career management

Organizational Structure of
HRD Departments
Depends on company size, industry and maturity.
No single structure used.
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.

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

HRD Jobs/Roles

Executive/Manager
HR Strategic Advisor
HR Systems Designer/Developer
Organization Change Agent
Organization Design Consultant
Learning Program Specialist
Instructor/Facilitator
Individual Development and Career Counselor
Performance Consultant (Coach)
Researcher

System and Subsystem of HRD

HRD functions are carried out through its systems and
sub systems. HRD has five major systems and each of
the systems has sub systems as elaborated below:
1. Career system: Career system ensures attraction
and
retention
of human resources through the
following sub-systems.
Manpower planning
Recruitment
Career planning
Succession planning
Retention

System
2.Work system: Work-planning system ensures that
the attracted and retained human resources are
utilized in the best possible way to obtain
organizational objectives. Following are the sub
systems of the work planning system.
Role analysis
Performance plan
Performance feedback and guidance
Performance appraisal
Promotion
Job rotation
Reward

System
3.Development system: The human resources within
the organization have to raise up to the occasion and
change accordingly if the organization wants to be in
business.
Induction
Training
Job enrichment
Self-learning mechanisms
Potential appraisal
Succession Development
Counseling
Mentor system

System
4. Self-renewal system: It is not enough to
develop individuals and teams
in the
organizations but occasionally there is a need
to renew the organization itself. Following are
some of the sub systems that can be utilized
to renew the organization.
Survey
Action research
Organizational Development interventions
Organizational Retreats

System
5. Culture system: It is the culture that will give a
sense of direction, purpose, togetherness, and teamwork.
Some of the culture building subsystems are given below:
Vision, Mission and Goal
Values
Communication
Get-togethers and celebrations
Task forces
Small Groups
In addition to the above system the Reinforcement System
can be considered that is related with the important
motivating factor for people joining and continuing in an
organization in the work they get. Some of the building
subsystems are given below:
Reward
High performance

HRD Processes
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
emphasizes
the behavioral and interactional
dimensions.
Hence HRD systems and HRD processes are
closely linked.
Their relationships are described as follows:

Process
1. Individual: Individual is the basic constituent of
an organization. All the behavioral 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

Process
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
behavioral patterns and dynamism in organizations
are centered 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.

Process
3. Teams: Work in organizations are performed through
teams or groups. When individuals begin to work in
team, behavioral 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

Process
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 Development

Challenges for HRD

Changing workforce demographics

Competing in global economy
Eliminating the skills gap
Need for lifelong learning
Need for organizational learning