Human Resources Development (HRD) as a theory is a framework for the expansion of human capital within an organization through the

development of both the organization and the individual to achieve performance improvement.[1] Adam Smith states, The capacities of individuals depended on their access to education. [2] The same statement applies to organizations themselves, but it requires a much broader field to cover both areas. Human Resource Development is the integrated use of training, organization, and career development efforts to improve individual, group and organizational effectiveness. HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities. Groups within organizations use HRD to initiate and manage change. Also, HRD ensures a match between individual and organizational needs.[3] == Resources ==understanding the foundations of HRD can be found in "Brief Foundations of Human Resource Development"[4] by Richard A. Swanson. A detailed PowerPoint and HTML overview of Foundations of Human Resource Development,[5] a textbook used in graduate courses, may be found at http://textbookresources.net/.
Contents
[hide]

1 Process, Practice and Relation to Other Fields 2 Discussion 3 As a Program of Study in Formal Education 4 Notes

5 References 6 External Links

[edit]Process,

Practice and Relation to Other

Fields
Notably, HRD is not only a field of study but also a profession. [6] HRD practitioners and academia focus on HRD as a process. HRD as a process occurs within organizations and encapsulates: 1) Training and Development (TD), that is, the development of human expertise for the purpose of improving performance, and 2) Organization Development (OD), that is, empowering the organization to take advantage of its human resource capital.[7] TD alone can leave an organization unable to tap into the increase in human, knowledge or talent capital. OD alone can result in an oppressed, under-realized workforce. HRD practicitioners find the interstices of win/win solutions that develop the employee and the organization in a mutually beneficial manner. HRD does not occur without the organization, so the practice of HRD within an organization is inhibited or promoted upon the platform of the organization's mission, vision and values. Other typical HRD practices include: Executive and supervisory/management development, new employee orientation, professional skills training, technical/job training, customer service training, sales and marketing training, and health and safety training. HRD positions in businesses, health care, non-profit, and other field include: HRD manager, vice president of organizational effectiveness, training manager or director, management development specialist, blended learning designer, training needs analyst, chief learning officer, and individual career development advisor.[8]

[edit]Discussion Human Resources Development is not a defined object, but a series of organized processes, with a specific learning objective.[9] Specific interventions, areas of expertise and practice that fall within this definition of HRD are recognized as performance improvement, organizational learning, career management and leadership development.[10] Human Resources Development as a structure allows for individual development, potentially satisfying the organizations goals. The development of the individual will benefit both the individual and the organization. The Human Resources Development framework views employees as an asset to the enterprise whose value will be enhanced by development: Its primary focus is on growth and employee development[] it emphasizes developing individual potential and skills [11] An apprentice will step through the development process to become a tradesman in their field as will a white-collar trainee to become a professional in their field. Training will allow the individual to complete a task within their field today Gutteridge and Hutcheson maintain that, Training provides, maintains and enhances skills to perform the job.[12] Education and training will develop the individual to become a tradesman or a professional in the future. A successful Human Resources Development program will prepare the individual to undertake a higher level of work, organized learning over a given period of time, to provide the possibility of performance change.[13] Human Resources Development is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the

organizations long-term needs and the individuals career goals and employee value to their present and future employers. Human Resources Development can be defined simply as developing the most important section of any business its human resource by, attaining or upgrading the skills and attitudes of employees at all levels in order to maximize the effectiveness of the enterprise. [14] The people within an organization are its human resource. Human Resources Development from a business perspective is not entirely focused on the individuals growth and development, Development occurs to enhance the organization's value, not solely for individual improvement. Individual education and development is a tool and a means to an end, not the end goal itself.[15] Over a decade ago (as of 2011), a discussion in Human Resource Development International's[16] "HRDI special issue: defining HRD" in 2001 made it plain that HRD has existed as a field of study.[17] Compared to other disciplines within Business Economics, Human Resource Professionals have over the years in practize had difficulties in justifying HR investment, especially during recessions. This can in many ways be argued as being based on Human Capital lacking measurability, merely because the field has followed the measurement similar to other disciplines within Business Economics. Systems have arisen such as Learning Management Systems (LMS), Human Resource Management Systems (HRMS) and Enterprise Resource Planning (ERP). LMS has had focus on HRD, but not as an integrated part of Business Economics. Recent innovative studies and development shows that it is possible to encompass HRD as a concept of Business Economics. The concept is called HRD intelligence. HRD intelligence (HRDi) focuses

entirely on the behavior, attitudes, skills and knowledge - Human Capital and processes and activities related hereto - which has an influence on the performance and results of companies. When used as a concept and a system HRD intelligence has the task to collect, structure, provide, promote, pull and document information/data with regard to the different target groups, within or outside the control of the company, which all have the characteristics to have an influence on the success of the strategies of the business, and hereby support better business decision-making. Thus HRD intelligence (HRDi) also can be called a decision support system (DSS). Similar as Business Intelligence (BI). But HRD intelligence both creates and makes relevant data accessible in real time. In practices it should and can interact with other systems such as ERP, HRM and CRM systems to get data about individuals and organizations. This information is the initial platform which is used to structure projects, configure the system, promote knowledge and collect data from and document knowledge about the individuals or organizational units.
. COMPONENTS OF HRD CLIMATE The organizational climate consists of:- Organisational Structure- An organizations structure is actually a snapshot of a work process, frozen in time so that it can be viewed. The structure enables the peoples energy to be focused towards process achievement and goal achievement. Employee must have a clear definition of not only the work structure but also the role used to organize the work. If the structure and the role is not clear, people will not know what the work process is, who is responsible for what, whom to go for help and decision, and who can Assist in solving problems that may arise. Organisational CultureOrganisational culture is the pattern of beliefs, knowledge, attitudes, and customs that exists within an organisation. Organizational culture may result in part from senior

management beliefs or from the beliefs of employees. Organizational culture can be supportive or unsupportive, positive or negative. It can affect the ability or willingness of employees to adapt or perform well within the organisation. The most effective work culture is one that supports the organizations HR strategies by aligning behaviors, processes and methods with the desired results. It is not just achieving results but the methods through which they are achieved that are critical to long-term success. Before any HR strategy is designed there must be a clear understanding of the organisation, its current values, its structure, its people as well as its goals and vision for the future. HR ProcessesThe HR system of an organisation should be comprehensive enough to take care of employees from the time they join till the time they leave HR. Their demands must not beignored, but a feeling of belongingness be created. Process should be very clear and impartial, so that employees faith in organisation. From recruitment to retirement whole process should be according to employees expectation and ability of employer. Importance of looking at the organisation climate are: Looking at the organizational climate, which means taking a closer look at what is happening in and around in the HR scenario of the various organization. It is essential towork on because directly or indirectly this environment affects the organization and the employee. Importances are: Environmental factors of HR are prime influencing elements of change in HR strategy. It gives HR professionals time to anticipate opportunities in HR area and time to plan optional responses to these opportunities. It helps HR professionals to develop an early warning system to prevent threats emerging out from HR scenario, or to develop strategies, which can turn a threat. It forms a basis of aligning the organisation

strengths to the changes in the environment. It enables the entry of the latest national/international HR developments

Functions of HRD Professionals The process of HRD consists of 4 basic functions: Acquisition of human resources

Process of identifying and employing people possessing required level of skills Job Analysis HRP Recruitment Selection Development of human resources

Process of improving, moulding and changing the skills, knowledge and ability of an employee Employee Training Management Development Career Development Motivation of human resources

 Process of integrating people into a work situation in a way that it encourages them to perform / deliver to the best of their ability Understanding needs Designing motivators Monitoring Maintenance of human resources

Process of providing employees the working conditions that help maintain their motivation and commitment to the organisation Satisfaction Levels Retention

THE ROLE OF MANAGER OF HRD (human resource development) consists of five separate but overlapping components referred to as subroles. Each is vital to the development of an efficient and properly managed HRD department. They include: (1) evaluator of the HRD program's impacts and effects on organizational efficiency, (2) management of the organizational learning system, (3) operational manager responsible for the planning, organizing, staffing, controlling, and coordinating of the HRD department, (4) strategist responsible for long-term planning and integrating of HRD into the organization, and (5)

marketing specialist responsible for the advancement of HRD within the organization through well defined and effective networks. HRD FRAMEWORK

HRD PROCESS

A STRATEGIC HUMAN RESOURCE DEVELOPMENT plan ensures that you can achieve your training and employee development objectives. Employee training and development is one of the critical HR responsibilities. Productivity improvement is one of the main objectives. Training, determined by way of a Training Needs Analysis (TNA), is required to equip employees with new skills and provide them with enhanced knowledge having relevance to their jobs. These are in response to various changes and new technological development and ways of doing things, among other reasons. When we say "strategic" we are referring to the effectiveness of the training and development programs in improving the ability of employees to perform their jobs well, thus increasing productivity. The better they perform their jobs the higher the organization's productivity. Continuous strategic human resource development involves a continuous stream of necessary actions to maintain or enhance their skills. People need to have their skills updated all the time. Determine how good your training initiatives are by conducting training evaluation. Aim for the improvement of the competencies of HR people, line managers and supervisors and other employees. Competency profiling can help you in doing this. New Employees When newly-appointed employees report for duty, induct them into your organization. This assists them to quickly identify with your organization, its structure, systems and procedures, and the business that it carries out. This eases them to fit faster into your work environment. Executive Development Program Strategic human resource development also means identifying and preparing capable employees to take up more responsible positions whether fairly soon or in the near future. Employees so identified are provided with adequate training of the right type. One of the more effective ways

that is becoming more popular is to provide coaching sessions. This involves more than just sending people for training. Develop your executives to become effective leaders. Manage the effectiveness of your training programs by ensuring the standard of your training management is always up to expectation. The right leadership qualities of corporate leaders ensure that the various matters relating to effective people development are attended to without fail. But What is Strategic Human Resource Development? This means providing your people with training and development programs of various types that are relevant to their respective role, duties and responsibilities.

The use of strategy in training and development requires that these are aligned to your organizational needs in order to achieve its mission and objectives. For example, you provide counter staff with communication and public relations skills. This is in addition to training in the roles that they must play such as promoting products or services. Organizational expansion requires employment of new employees. The same is true in restructuring exercises which can result in the creation of new positions. If you have plans to promote certain people to fill new executive positions, it is reasonable to assume that you have an effective executive development program. This is an essential part of succession planning. It is not enough that employees are required to attend courses. Willingness and readiness to learn are important conditions for effective learning and thus the effectiveness of training. TASK ANALYSIS Systematic identification of the fundamental elements of a job, and examination of knowledge and skills required for the job's performance. This information is used in human resource management for developing institutional objectives, training programs, and evaluation tools. See also activity analysis, job analysis, and performance analysis. DESIGNING EFFECTIVE HRD PROGRAM Once the first phase of effective HRD processes i.e. the Needs Assessment phase is completed, the organization has an access to data like: Where in the Organization training is needed? What kind of Training is needed? Who needs to be trained?

 What are the conditions under which the training should be provided? In addition to having an access to these data, the management would also have prioritized the needs so as to know which programs or issues need immediate attention. Thus, starts the second phase of the HRD process i.e. designing effective HRD Program. Now, this process involves six important activities: Setting Objectives Selecting the Trainer/Vendor Developing a lesson plan Selecting program methods and techniques Preparing materials Scheduling the program In addition to these six activities which are of prime importance, the other big picture responsibilities are also described by Prof. RonaldSims. He argues that Training and Development initiatives must emphasize employee competencies or KSAOs. What are Objectives? Robert Mager defines objectives as a description of performance you want learners to be able to exhibit before you consider them competent i.e. the training program objectives describe the intent and the desired result of the HRD program. Three important aspects of Objectives: Performance: An objective always says what a learner is expected to be able to do and/or produces to be considered competent; the objective sometimes describes the product or result of doing. Conditions: An objective defines the important conditions (if any) under which the performance is to occur. Criteria: Wherever possible, an objective identifies the criteria of acceptable performance by describing how well the learner must perform in order to be considered acceptable.

Why is it important to clarify objectives of training? y Objectives are the basis for determining a training strategy y Objectives help to determine the necessary outputs and contents of the training y Objectives provide a direction for all training activities y Objectives help give a structure to the training y Objectives help trainers and participants to stick to their common goal. TRAINING OBJECTIVE PLANNING MATRIX Outputs: (the results which your training has to produce) Topics: (the problems which must be addressed in order to have the desired effects) Contents: (the exact information you want to provide during the training) Training Input: (the form in which you want to transport the information) Helping questions: Which steps do you have to introduce to the trainee? What does he have to know for that? Which details do you want to give him? How do you provide this information? 1. 2. This model was first used by the

American Red Cross Society. It is now also followed at IBM. The Make versus Buy Decision Once the training objectives are set, the organization has to make a series of decisions as to whether they would develop the program in-house or purchase the program (or parts of it) from an outside vendor or consultants. Factors to consider before purchasing an HRD program Expertise: Whether the organization has the desired expertise to develop and implement a program in-house. Timeliness: When it is timelier to hire an outside agency to facilitate the process. Number of Trainees: Generally, the larger the number of trainees, the greater the likelihood that the organization would be willing to design the program itself. Subject Matter: If the subject matter is sensitive or proprietary the HRD department would conduct the program in-house. Cost: The HRD department always considers the costs, but only in concert with other factors. Size of HRD: The size is again an important factor. X-Factor: Some other extraneous conditions that would make it preferable that an outside agency be used to conduct the skills training. Other factors to be considered are: Vendors Credentials: including the certificates, degrees, and other documents of the vendors expertise. Background: Number of years in business and experience in the particular content area. Experience: Vendors prior clients, success with them, references Philosophy: Comparison of the vendors philosophy with that of the organization. Delivery Method: Training methods and techniques used. Still some other factors are: Content, Actual product, Results, Support, and Request for Proposal Human Resource Management (HRM), a relatively new term, that emerged during the 1930s. Many people used to refer it before by its traditional titles, such as Personnel Administration or Personnel Management. But now, the trend is changing. It is now termed as Human Resource Management (HRM). Human Resource Management is a management function that helps an organization select, recruit, train and develops.

HUMAN RESOURCE MANAGEMENT

Human Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles that are applied to retaining, training, developing, and compensating the employees in organization. It is also applicable to non-business organizations, such as education, healthcare etc. Human

Resource Management is defined as the set of activities, programs, and functions that are designed to maximize both organizational as well as employee effectiveness

Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM. The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is training and development.

TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format. TRADITIONAL AND MODERN APPROACH OF TRAINING AND DEVLOPMENT Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.

Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness.

Functional Objectives maintain the departments contribution at a level suitable to the organizations needs.

Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

TRAINING VS DEVELOPMENT Every organization needs to have well-adjusted, trained, and experienced people to perform the activities that must be done. As jobs in todays dynamic organizations have become more complex, the importance of employee education has increased. When jobs were simple, easy to learn, and influenced to only a small degree by technological changes, there was little need for employees to upgrade or alter their skills. But that situation rarely exists today. Instead, rapid job changes are occuring, requiring employee skills to be transfomed and frequently updated. In organizations, this takes place through what we call employee training.

Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve the ability to perform on the job. We typically say training can involve the changing of skills, knowledge, attitudes, or behavior. It may mean changing what employees know, how they work, their attitudes toward their work, or their interaction with their coworkers or supervisor.

Although employee training and employee development are similar in the methods used to affect learning, their time frames differ. Training is more present-day oriented; its focus is on individuals current jobs, enhancing those specific skills and abilities to immediately perform their jobs.

Employee development, on the other hand, generally focuses on future jobs in the organization. As your job and career progress, new skills and abilities will be required. As you are groomed for positions of greater responsibility, employee development efforts can help prepare you for that day.

Irrespective of whether we are involved in employee training or employee development, the same outcome is requirewd. That is, we are attempting to help individuals learn. Learning is critical to everyones success, and its something that will be with us throughout our working lives. But learning for learnings sake does not happen in a vacuum. Rather, it is a function of several events that occur, with the responsibility for learning being a shared experience between the teacher and the learner.

Career planning

Career development

The potential appraisal refers to the appraisal i.e. identification of the hidden talents and skills of a person. The person might or might not be aware of them. Potential appraisal is a future oriented appraisal whose main objective is to identify and evaluate the potential of the employees to assume higher positions and responsibilities in the organizational hierarchy. Many organisations consider and use potential appraisal as a part of the performance appraisal processes. Potential appraisal can serve the following purposes: To advise employees about their overall career development and future prospects Help the organisation to chalk out succession plans Motivate the employees to further develop their skills and competencies. To identify the training needs.

Techniques of potential appraisal:

Self appraisals Peer appraisals Superior appraisals

MBO

Psychological and psychometric tests Management games like role playing Leadership exercises etc.

Potential appraisal helps to identify what can happen in future so that it can be guided and directed towards the achievement of individual and organizational growth and goals. Therefore, potential should be included as a part of the Performance appraisal in organisations.

EMPLOYEE EMPOWERMENT Many managers are reluctant to fully accept and apply employee empowerment as they feel they have to" let go" of their power. Empowerment is not about "letting go, it's about sharing your power with the ones below you. However, employee empowerment will change processes and their impacts: as decision making, problem solving etc. Empowerment is a further step from participation; it's about action and autonomous decisions and analysis.Employees have full authority to not only participate in decision making processes but to make decisions based on their own findings and expertise. Successful empowerment involves trust, respect and openness.

In your role as manager it's imperative to believe in your team's ability to operate and make decisions autonomously. At the same time it is also important to be there as a a facilitator and a coach. The best approach to start the empowerment process is to discuss with your team and design a plan that makes empowerment a practice without overwhelming them. And as Guy Kawasaki writes in his wonderful book Enchantment " Want to change the world? Change caterpillers into butterflies? This takes more than run-of-the-mill relationships. You need to convince people to dream the same dream that you do. That's a big goal, but one that's possible for all of us.

Where to start? Start with yourself: Embrace PARTICIPATORY Management and the empowering process as a natural outcome. The most important principle guiding Participatory Management is the utilization of skills at different levels and in different ways. When staff are involved in the process that leads to generate ideas, share skills, take active lead, the likelihood increases that they will also embrace the share of power. PARTICIPATORY MANAGEMENT taps into the creative potential and the knowledge of people and further builds their capacity to direct their own development. Prepare and Train for empowerment: Explain to your team the meaning and benefits of empowerment. Take the time to describe the change in their roles " from decisioncarriers to decision -makers" .Train them in techniques that generate ideas as brainstorming and other participatory methods.

Create opportunities for crosslearning: Have members of a team who has gone through the empowering process to share their experience. Your team will not only have a chance to learn about the benefits and challenges, but to also know that the real empowerment exists and it works. One step at a time: In the beginning chose assignments and projects they easily led themselves to participatory efforts. Gradually tackle to the point which team members tackle all projects collaborately. What are the benefits? Employee empowerment is a process that benefits individuals, managers and the overall productivity of companies. Employees become more involved, feel valued and stimulated to overdeliver. People who work on a job develop their skills daily. They know exactly what works efficiently and what doesn't. They also have very creative ideas on improving situations and solving problems. They become experts without the power of exercising their expertise. Empowerment makes it possible and takes it a step further by creating opportunities to gain experience, learn new skills and generate knowledge. When people are given the authority to plan and implement a project it gives them "ownership" and it makes them more committed to make it successful. Indicators of Employee Empowerment: Empowerment is hard to measure. There are no statistics and number to determine percentages or amount of empowerment. t is important to identify qualitative criteria to

measure the positive impact of empowerment without forgetting that the change does not happen overnight. Indicators to success are: Open management - team members participate actively in meetings, diagnose issues, analyze and identify solutions. Managers believe in their capacity and have less or no control in processes that involve finding of solutions, decision making etc. Team spirit - high morale, enthusiasm Decentralized control: each team member functions relatively autonomously: interlinking job descriptions; clarity on individual roles.

The Quality of Worklife department implements programs and practices that encourage a positive and productive work experience at Penn. QOWL services address the key

areas of Work-Life Balance, Health Promotion and Wellness, and Staff Appreciation and Recognition. More information on the history of QOWL programs at Penn is available here.

Worklife Balance Manage the competing demands of home and work. Adoption Assistance allows eligible faculty and staff to be reimbursed for qualified adoption expenses. Backup Care provides opportunities for alternative care arrangements for your dependents so you can go to work. New child benefits give you access to a wealth of resources when you bring home a new child. Penn's Nursing Mothers Program can help you make a smoother transition back to work when you're nursing your newborn. Flexible Work Options offer creative solutions to help you balance work and family demands. Snow Day Child Care is available when Philadelphia public schools close due to inclement weather (pre-enrollment required). Worklife Resources is an important tool for finding child care, school-age care, and/or elder care services to meet your familys needs and preferences. Youll also find information to address a wide range of dependent care challenges, such as learning issues, applying for college, preparing a parent for group care and more. School Strike Guidance provides resources to help parents in the event of a school strike. Health Promotion and Wellness Improve your physical and emotional health and wellbeing. Penn's Employee Assistance Program provides free, 24/7 resources for you and your family, including counseling, referrals and information about personal or professional concerns. Annual Health Fairs held each year in April feature free health screenings and a wealth of information. Flu shots are available to faculty and staff every fall.

Wellness workshops explore nutrition, lifestyle, exercise and other health-related topics. Penn's Recreation Department provides group exercise classes, personal training, gym membership and more at attractive rates. The Penn Walking Program makes walking, jogging or running a part of your routine by tracking your progress and keeping you motivated. Weight Watchers helps members shed excess pounds with on-campus meetings. Maintain, Don't Gain gives you the support you need to avoid gaining weight during the holiday season. Quit smoking resources can help you kick the habit. Staff Recognition and Appreciation Enjoy Penn's recognition and appreciation of your contributions to Penn's mission. Length of Service Awards reward long-standing commitment to Penn. Models of Excellence Awards honor achievements by individuals or teams who go above and beyond the call of duty. Penn Family Day is an annual celebration of the Penn community, featuring food, fun and football. Take Our Daughters and Sons to Work Day gives girls and boys 9-15 years old an up close and personal look at their parent/sponsor's workplace. Quality of Worklife programs are constantly evolving. If you have a suggestion for a new program, or feedback on existing programs, please contact Marilyn Kraut, Human Resources Director, Quality of Worklife Programs, at kraut@upenn.edu or 215-8980380.

STATEGIC HRD

A strategic human resource planning model There is no single approach to developing a Human Resources Strategy. The specific approach will vary from one organisation to another. Even so, an excellent approach towards an HR Strategic Management System is evident in the model presented below. This approach identifies six specific steps in developing an HR Strategy:1. 2. 3. 4. 5. 6. Setting the strategic direction Designing the Human Resource Management System Planning the total workforce Generating the required human resources Investing in human resource development and performance Assessing and sustaining organisational competence and performance

Source: A Strategic Human Resource Management System for the 21st Century. Naval Personnel Task Force, September 2000 The six broad interconnected components of this system consist of three planning steps and three execution steps. The top three components represent the need for planning. Organizations must determine their strategic direction and the outcomes they seek. This is usually accomplished with some form of strategic planning. Classic strategic planning is a formal, top-down, staff-driven process. When done well, it is workable at a time when external change occurs at a more measured pace. However as the pace and magnitude of change increases, the approach to strategic planning changes substantially:

First, the planning process is more agile; changes in plans are much more frequent and are often driven by events rather than made on a predetermined time schedule.

Second, the planning process is more proactive. Successful organizations no longer simply respond to changes in their environment, they proactively shape their environment to maximize their own effectiveness. Third, the planning process is no longer exclusively top-down; input into the process comes from many different organizational levels and segments. This creates more employee ownership of the plan and capitalises on the fact that often the most valuable business intelligence can come from employees who are at the bottom of the organizational hierarchy. Lastly, the strategic planning process less reactive and more driven by line leadership.

Once strategic planning is under way, a process must be undertaken by the organization to design and align its HRM policies and practices to provide for organizational success. The remaining step in planning is to determine the quality and quantity of human resources the organization needs for its total force. The rest of the HR strategic system exists for and is guided by these plans, policies, and practices. These execution components contain mechanisms that generate the correct skill sets, invest in staff development and performance, and productively employ them in the organisation. The last component provides a means to assess and sustain the competence and performance of the organization and the people in it with regard to outcomes that the organization seeks. _____________

Strengthen HRD Role: The human problems associated with the takeovers require humane handling. A smoothtransition means that people perceive the change as desirable, and not as threatening. Thechanges which follow a M&A, for example, create career dilemmas for people, change the rolealignment between people and departments, make demands for adjustments to new routines andculture. Helping people to cope with these changes necessitates strengthening the role of HRD inM&A planning and implementation.There are many ways in which HRD interventions can make people comfortable with thesechanges.- Career counseling,-stress reduction workshops,-inter-role negotiations,training for developing new skills and-competencies,etc.

HRD ACTIVITIES IN MERGERS AND AQUISITIONS Designing teams Creating new structure Retain key employees Motivating employees Managing the change process Deciding HR policiesThe implications for the HRD manager in this stage are many but one of the most important oneis to decide who will stay and who will be leaving. The HRD department should be veryselective in their task, because the selection of the employees is one of the critical issues at thetime of any merger. Many other actions should also be performed by the HRD department. Selecting the appropriate candidate Creating new teams Communicating is essential Establishing the new culture and structure Solidify leadership and staffing Assessing new culture Assessing new strategies and structures Assessing new employees cultureSome of the actions and implications of the HR department under this stage are as follow. Creating and evaluating new structure is important Molding the 2 new cultures into each other The concern of the stakeholder should be taken under consideration.There are numerous conclusions that can be made while talking about the HR issues andactivities in mergers and acquisitions. Some conclusions are as follow. HR issues should not be neglected while having any merger or acquisition because Humanresources are the real assets of any organization. Many organizations failed due to negligence of HR issues while their mergers. Keep track of the Human issues in all the 3 phases of the M&A, so that no issue remainsunfocused. Employee communications, retention of key employees and cultural integration are the mostimportant activities in the HR area for successful M&A integration.Here are some recommendations for those companies which are looking to have any sort of merger and acquisitions keeping in mind the human issues. Companies should put their best people in charge while implementing M&A HR department should be included in all decision making right from the start to the end The integration manager should be selected very carefully Retain your key personnel CHALLENGES AND ISSUES OF HRD Changing workforce demographics The workforces nature and compositions has undergone significant changes in terms of employee qualification, skills and other personal characteristics. With increased spread of education, on one hand, more and more young people with higher qualification and skills arejoining the ever increasing workforce. They have higher aspirations and are highly career minded and want to achieve excellence in short span of time. And on the other hand ,increasing number of women employees is making up significant proposition of theworkforce. Competing in global economy Globalization has transformed the way organization used to do business earlier. Highlycomplex, complicated and competitive environment has made the organization to

focus ontheir last reliable source of competitive advantage i.e. human resources. Newer andinnovative human resource development programmes, strategies and processes are requiredto continuously develop human competencies and enable people to adapt to a uncertain andcomplex business environment in order ensure the competitiveness and survival of theorganization. Eliminating the skills gap Increasing customer orientation, fast changing technology, increased competition, etc. hasresulted in fast obsceneness of skills of the employees. Organizations in their bid to stayafloat have to continuously develop and upgrade skills of their employees through humanresource development programmes. Need for lifelong learning Organizational learning has become a vital to continuously develop employee skills andcompetencies for value addition to the organization. Employees themselves have to takecharge of their learning themselves. Self directed learning is more effective, meaningful andgoal oriented. Learning provides knowledge, knowledge provides wisdom and wisdomprovides direction.

Need for organizational learning Every organization intending to say competitive and agile needs to become a learningorganization, where all employees are learners. Organizational learning is necessary to sayprovide the tool to employees to adapt to fast changes in internal and external environment of the organization such as competitor strategies, customer expectations etc. HRD SCENARIO IN INDIAN ORGANIZATION: ITS PROBLEMS ANDPROSPECTS The company introduced a system of work plan and review for all the class I officers of theorganization at all levels in all its offices. Through the instrument of WPR, an attempt wasmade to integrate the individual growth and the organizational growth through a process of SWOT Analysis, role scanning, job survey and periodic review of result areas andmonitoring of performances as per work plan drawn by each individual officer for aparticular financial year. HRD Function needs to focus on: 1.Mangers should fulfill a key role in changing HRD practices but it has been foundthat it is sometimes difficult to get them to fulfill this active role, either because of their workload, lack of affinity with HRD tasks or a lack of skills in this field.Therefore in the

short run, it is necessary to find strategies to involve managers inHRD, by changing their views on learning and increasing their motivation to supportlearning. In the long run, consideration should be given to incorporating HRD skillsin all management training programmes.2. HRD functions should be more precisely defined and recognized by top managementas a major part of the global development strategy of the organization and seen as aninvestment rather than a cost.3. Professional associations from different organizations and countries should organizeevents where HRD professionals can reach a common terminology, exchange ideasand collectively try to solve difficult challenges.4. There is a need to change the view that learning is just a classroom, teacherbasedactivity. 5 .Organizations should seek cooperation with institutions for vocational education andwith universities in order to assist in the creation of an infrastructure for lifelonglearning.The human resource development refers to a range of actions that can be taken by theorganization to strengthen the contributions of all the employees to the success of theorganization.It essentially refers to: y The work and career development of all employees. y

Increasing productivity, annual sales turnover and profits.