What is Human Resource Developmet? HRD Deals with development and up gradation of human capital.

HRD is a process for developing and unleashing human expertise through organizat ion development and personnel training and development for the purpose of improving performance. HRD tries to bring about qualitative changes in human capital in accordance with the needs of the organization and corporate objectives. It tries to mould the organi zation as per requirements. HRM vs HRD HRD HRM/Personnel Management 1. continuous process 1.a routine and administrative function 2. sub-system of a large system, more organizational oriented 2. Function more independent with separate roles to play. 3. More proactive; it copes with the changing needs of the people as well as anticipate these needs. 3. Mainly a reactive function responding to the demands which may arise. 4. Developing the whole organization, e.g. OD. 4. Concerned with people Only. 5. involvement of the entire work force from top to bottom is more and a must in most of the cases 5. It is basically the responsibilities of the HR department. HRD Core Beliefs Organizations are human-made entities that rely on human expertise to establish and achieve their goals. Human expertise is developed and maximized through HRD processes and should be done for the mutual long- and/or short-term benefits of the sponsoring organization and the individual involved. HRD professionals are advoc ates of individuals/group, work process, and organizational integrity Beliefs about the Role of HRD ? Helping and facilitating ? Learning is the heart of HRD ? Change is a learning process ? Learning occurs on multiple levels ? Learning and performance are both valued roles of HRD ? Strong commitment to the development of people ? Development of systems is important Field of Practice HRD Discipline ? Training ? T & D ? Employee development ? Technical training ? Management development ? Executive and leadership development ? Organization development ? Organizational learning

HRD Points of Agreement ? Goal of improvement Making things better for the future ? Problem / Opportunity orientation HRD is problem oriented It is going to improvement opportunity thinking ? System Thinking System thinking allows HRD to view things as a system AREAS DISCUSSED UNDER HRD Human Resource Planning Manpower planning and human resource planning are synonyms. The basic idea of manpower planning is, we look at the numbers we are likely to need because of gr owth or contraction, promotion and wastages. In other words, it simply means ensuring availability of right numbers of men , right kinds [types in terms of skill], at the right point of time, at the right places for utilizing the most economically and effec tively and develop their potentials in terms of skills, performance and capacity. Recruitment and Selection Recruitment is the process of generating of applications or attracting applicant s for specific positions through four common sources, viz. Advertisement, state employ ment exchange agencies , present employees and campus recruitment. Having identified the potential applicants the next step is to evaluate their experience and qualifica tion for ascertaining their suitability for a job and make selection. Selection refers to the process of offering job to one or more applicants from the applications. Selection is th us a means of selecting the best-fit for a job by using multiple hurdles such as screening, s hort listing based on marks, tests, interviewing ,and an equal opportunity dispenser. Performance & Potential Appraisal Performance appraisal also called merit rating or employee rating is a means of helping supervisors to evaluate the work of employees. It is the name given to t he regular formalized and recorded review of the way in which an individual performs in his or her job. This is normally carried out by the job holder s immediate boss. Performance appraisal focuses of helping the individual to develop his or her present role c apabilities and to assume more responsibility for that role. Potential appraisal focuses pri marily identifying the employee s future likely roles within the organization. Potential a ppraisal is done for placement as well as for development purposes keeping in mind futuri stic requirement of the organization. Counseling Counseling is helping the employee to recognize his own strengths, weaknesses and potential and potential and helping him to prepare action plans for own developm ent. Giving feedback in a threatening way or correcting the undesirable or unsatisfacto ry behavior of employees by pointing it out the deficiencies or other malfunctionin g and

warning them not to repeat these behaviors are all integral parts of a manager s r ole and are not the same as counseling. Career Planning Career planning involves identifying the right potential well in time, for devel opment to take over higher responsibilities. This includes promotion and planned job rotat ion under various conditions and environments of challenge. In this process, attention is focused on individual s style of working than his current performance results. Current result s can provide reasonable clues of future potential, but they are not the sole criterio n; current results only, could be misleading in judging one s potential. A person s achievement s are invariably affected by the forces outside his control. Similarly, a person may b e highly successful in one situation, but he may not continue to be a high achiever when transferred to another job or situation. Succession Planning Succession planning entails in identifying the key jobs in an organization and e nsuring that , if anything, planned or unplanned were to remove the present job holder f rom his post, there would be some one ready to take the place. This benefits the company by ensuring that there are no expensive gaps, or panic measures to fill them. It be nefits the individual by providing him with opportunities for advancement. Three broad step s are required in this context (I) to decide which are the key jobs in the organisatio n; (ii) to identify the potential incumbent who can fit the position; & (iii) to make neces sary records in the organization chart. Therefore, a succession plan to indicate who can succeed whom in the hierarchy. Training Training comprises an integral part of HRD process. The purpose of training is t o improve the capabilities of the human resources in order to increase their effic iency and effectiveness on the job. Training is expected to indicate positive changes in k nowledge, skill and attitudes. Training is job oriented and fulfills the current needs of an individual to overcome job difficulties. Training won t solve all problems, not all problems are training problems. As we all know Training aims at development of the people in an organization. HR Department analyses and develops various Training programs Job Evaluation Job evaluation is concerned with establishing the relative worth of a job compar ed to other jobs within an organization. In job evaluation one attempts to consider an d measure the inputs required of employees (know-how, accountability and problem solving e tc.) for minimum job performance and to translate such measures into specific monetary re

turns. Transfer, Promotion & demotion. Transfer is a lateral movement within the same grade, from one job to another. A transfer may result in changes in duties and responsibilities, supervisory and working conditions, but not necessarily salary. Promotion is the advancement of an employee from one job level to a higher one, with increase in salary. Demotion is the opposite of promotion. It is a downward movement from one job level to another, leading to a reduction in rank, status, pay and responsibility Job Analysis Job analysis is the process of studying and collecting department information re lating to operations and responsibilities of a specific job. The immediate products of thi s analysis are job description and job specification. Job description is an organized factu al statement of duties and responsibilities of a specific job, whereas, job specification is a statement of the minimum acceptable qualities necessary to perform a job properly. Rewards Rewards are the positive reinforcements given by the organization. Rewards act a s effective motivators and help people to increase productivity and efficiency. Re wards include: Promotion Incentives Increments, etc PHASES FOR ADOPTING HRD Learning and HRD ? Maximizing learning and creating a learning environment is essential for build ing HRD in organization ? Individual differences in the learning process should be recognized and treate d differently accordingly. Making full use of individual skills and knowledge is t he core essence of HRD ? Learning strategies and styles. Adopting strategic planning and adopting leadership according to the situation so to have effective decision making Assessing HRD needs ? Strategic organizational analysis. Conducting a strategic analysis and assessing what organization needs are and how they are to be dealt with. Keeping in focus the external pressure that may effect the organization such as: Political pressure Technology Economic factor competition ? Task analysis This involves the task and guidelines needed to manage HRD practices. The organization must follow SOP s to effective implement HRD practices. Must evaluate each alternative so to have a better view of how to manage. ? Person analysis. Conducting a persosn analysis of individuals who are responsible for implementing HRD. Evaluating whether they would be able to manage and implement practices. ? Prioritizing HRD needs.

Giving priority to HRD resource as to when which practice is to be focused first. In case of technological change it would be necessary to provide effective training first. Similarly in case of increasing performance conducting performance appraisal and provided incentives would be the first priority. Designing Effective HRD Programs ? Defining the objectives of HRD interventions. ? Creating or purchasing HRD programs. ? Selecting the trainer. ? Preparing a lesson program. ? Scheduling the HRD program. Implementing HRD Programs ? Training delivery methods. o On the job training method. o Classroom training approach. o Self-Paced/computer-based training. o Media and methods. ? Some final Issues concerning training. o Post-training evaluation