HUMAN RESOURCE

DEVELOPMENT

Presented by

Shafat Nazir
Pinak Gupta
Rhythm
Deepak kaushal
Vineet Gictu
 DEFINITION OF HRD
A set of systematic and planned
activities designed by the organization
to provide its members with the
necessary skills to meet current and
future job demands.
 OBJECTIVES
Develop human resources continuously for
better performances to meet objectives.
Provide opportunity for development of
different level of employees.
Suitable need based training programs.
Prepare newly staff to perform their work
with competency and excellence.
Meet social obligations of industry to
contribute towards the excellence of technical
and management education.
 Cont…
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.
 Evolution Of HRD
Early apprenticeship programs.
Early vocational education programs.
Early factory schools.
Early training for unskilled/ semiskilled
Human relations movement
Establishment of training profession.
Emergence of hrd.
 HRD Functions
Providing skill input to apprentice and trainees
Identifying training needs and imparting training
Outside deputation for competency enhancement
Competency mapping
Organizational development activities
Conducting sessions and workshops.
Training and development( t&d)
 The need for hrd:
business and economics changed
HRD can be a platform for organizational
transformation.
A mechanism for continuous organizational and
individual renewal.
And a vehicle for global knowledge transfer.
 THE NEED FOR HRD
Implementing a new policy
Implementing a strategy
Effecting organizational change
Changing an organization's culture
Meeting changes in the external
environment
Solving particular problems
 The need for hrd
technological changes
Technological changes creates
requirements for training and
development
 THE NEED FOR HRD:
ORGANIZATIONAL CHANGE
Organizations that work in less time will have a
competitive advantage.
A customer and quantity focus will permeate
tomorrow’s superior organization.
The arena for an organization’s planning and action
will be global.
Business strategies now depend on quality and
versatility of the human resource.
Work culture and design will change dramatically.
 THE NEED FOR HRD:
SOCIAL,LEGAL & OTHER CHANGES
Social attitudes, legal requirements,
industrial relations and so on
generate training and development
needs.
They demand new skills in the
workplace
 Training and Development (T&D)
Training – improving the knowledge,
skills and attitude of employee for the
short term, particular to a specific job or
task – e.g.
*Employee orientation
*Skill & technical training
*coaching
*counseling
 Cont…
Development – preparing for future responsibilities,
while increasing the capacity to perform at a
current job.
*Management training
*Supervisor development
 BENEFITS OF TRAINING AND
DEVELOPMENT
 Training And development helps the employee to
achieve their personal goals which in turn help to
achieve the overall organization objectives .
 Thus we can bifurcate the benefits of training
and development into two broad heads

 Organizational benefits
 Personal benefits
 Organizational benefits:
Improve the morale of the workforce.
Leads to improve profitability and more postive
attitudes towards profit orientation
Improves the job knowledge and skills at all levels of
the organization
Aids in organizational development
Improve relationship between superior and
subordinate.
 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 development speaking and listening
skills.
Helps eliminate fear in attempting new tasks.
 Impact On Training
Training practices Global interest in E-
rapidly changing in learning is growing
response to pressures
Impacting instruction
design, delivery, and
evaluation processes
Training & HRD process Model
 Needs Assessment Phase
Establishing HRD priorities
Defining specific training and
objectives
Establishing evaluation criteria
 Design Phase
Selecting who delivers program
Selecting and developing program
content
Scheduling the training program
 Implementation Phase
Implementing or delivering the program
 Evaluation Phase
Determining program effectiveness-e.g.,
Keep or change providers?
Offer it again?
What are the true costs?
Can we do it another way?
Learning & Performance
The Learning Curve
 Critical HRD Issues
Strategic management and HRD
The supervisor’s role in HRD
Organizational structure of HRD
Strategic management & HRD
Strategic management aims to ensure
organizational effectiveness for the
foreseeable future- e-g maximizing profile
in the next 3 to 5 years
HRD aims to get managers and workers
ready for new products, procedures, and
materials
 Supervisor’s 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
 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 manger becomes an institutional
part of the company – i.e., a revenue
contributor, not just a revenue user
 HR Manager Role
Integrates HRD with Tailors HRD to
organizational goals and corporate need and
strategies budget
Promotes HRD as a Institutionalizes
profit enhancer performance
enhancement
 HR Strategic Advisor Role
Consults with corporate strategic
thinkers
Helps to articulate goals and strategies
Develops HR plans
Develops strategic planning education
and training programs
 Challenges for HRD
Changing workforce demographics
Competing in global economy
Eliminating the skills gap
Need for lifelong learning
Need for organizational learning
 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
You need to be able to talk MONEY
Thank you