HRP & D: Module –5

HRD Concepts

DR A HANS
 Questions for you

1. What is HRD?
2. Is HRD different from HRM ?
3. Which one is more broader?
4. Which one is Larger? How?
5. Career Development and Training is more closer to
……?
 HRD: Concepts & Definitions

 According to Leonard Nadler:

"Human resource development is a series of organized
activities, conducted within a specialized time and
designed to produce behavioral changes."
 HRD: Basic

Prof. T.V. Rao: "HRD is a process by which the employees of an

organization are helped in a continuous and planned way to :

(i) Acquire or sharpen capabilities required to perform various functions

associated with their present or expected future roles
(ii) Develop their general capabilities as individual and discover and
exploit their own inner potential for their own and /or organizational
development purposes.
(iii) Develop an organizational culture in which superior-subordinate
relationship, team work and collaboration among sub-units are strong
and contribute to the professional well being, motivation and pride of
employees.
 HRD: Basic

According to M.M. Khan:

"Human resource development is the a process of
increasing knowledge, capabilities and positive work
attitudes of all people working at all levels in a
business undertaking."
 HRD: Basic

Human resources development is a continuing

process comprising three interdependent
components:
1. Investment in human resources
2. Utilization of those human resources to produce
increased output
3. Enhancement of productive capabilities of
employees
 Features of HRD

HRD is a process of developing and unleashing

human expertise through two broader functions:
1. Organization development (OD) (Organizational
Effectiveness)
2. Personnel training and development(T&D) for the
purpose of improving performance.
 HRD & HRM: Comparison

1. The HRM is mainly maintenance oriented whereas

HRD is development oriented.
2. Organization structure in case of human resources
management is independent whereas HRD creates
a structure, which is interdependent and inter-
related.
 HRD & HRM: Comparison

3. HRM mainly aims to improve the efficiency of the

employees whereas HRD aims at the development
of the employees as well as organization as a whole.
4. Responsibility of human resource Management is
given to the HRM Department and specifically to
HR manager whereas responsibility of HRD is
given to all managers at various levels of the
organization.
 Core HRD Beliefs

1. Organizations are human-made entities that rely

on human expertise in order to establish and
achieve their goals.
2. Human expertise can be developed and maximized
through HRD processes and should be done for the
mutual long-term and/or short-term benefits of the
parent organization and the individuals involved.
 Core HRD Beliefs

3. HRD professionals are advocates of

individual/group, work process, and organizational
integrity.
4. HRM motivates the employees by giving them
monetary incentives or rewards whereas HRD
stresses on motivating and developing people by
satisfying higher-order needs.
 Principles of HRD:

1. HRD systems should help the company to increase

enabling capabilities of employees
2. HRD systems should help individuals to
recognize their potential and help them to
contribute their best towards the various
organizational roles they are expected to perform/
3. HRD systems should help maximize individual
autonomy through increased responsibility;
4. HRD systems should facilitate decentralization
through delegation and shared responsibility;
5. HRD systems should facilitate participative
decision-making
6. HRD system should attempt to balance the
current organizational culture with
changing culture.
7. There should be a continuous review and
renewal of the function.
 Typical HRD Practices

Major activities of HRD include:

1. Executive and supervisory/management
development
2. New-employee orientation
3. Professional-skills training
4. Technical/job training
5. Customer-service training
6. Sales-and-marketing training
7. Health-and-safety training
 HRD Positions in Organization:

HRD Positions/ Designations in businesses, health care, non-

profit, and other fields include:
1. HRD manager
2. Vice-President of Organizational Effectiveness
3. Training Manager or Director
Management Development Specialist
1. Blended Learning Designer
2. Training-Needs Analyst
3. Chief Learning Officer
4. Individual Career-Development Advisor
 
 Pre-requisites of Effective HRD

1. Top Level MGT Support

2. Communication System and Feedback
3. Conditions for Growth and Development
4. Investments in HRD Programme
5. Proper utilization of Human Resource Skills
6. Decentralization
 HRD Matrix

HRD Matrix identifies the interrelationships

between
1. HRD Instruments/Mechanism /Sub system
2. HRD Processes & Climate
3. HRD Outcomes &
4. Organizational effectiveness.
HRD Matrix
 HRD instruments include

Also known as HRD mechanism or sub-systems

1. Performance appraisal, counseling, role analysis,
potential development, training, communication
policies, job rotations, rewards, job enrichment
programmes
2. These mechanisms may vary depending upon the
size of the organization, the commitment of the top
management, the environment, the culture and
climate, the perception of the people, technology
used, methods employed by the competitors, etc.
 HRD Process/ Climate

HRD instruments lead to generation of HRD processes

1. Role clarity
2. Development planning,
3. Development climate,
4. Risk-taking and dynamism in employees.
HRD (Human resource development) processes &
climate facilitate the development of an HRD
(Human Resource Development) culture in the
organization.
 HRD Process/ Climate

In the words of T.V Rao “ Human resource

development climate is the overall present
perception, of the employees about the
organizational elements”
The general HRD climate deals with the importance
given to human resources development in general by
the top management and line managers. It is the
supportive climate that is essential for proper
implementation of HRD initiatives.
 OCTAPACE

Human resource development experts use the term’

OCTAPACE” to express the important features of
human resource development climate.

OCTAPACE : Openness, Confrontation, Trust,

Autonomy, Pro-Activity, Authenticity,
Collaboration, Experimentation
 OCTAPACE

1. Openness is present when employees feel free to

discuss their ideas, activities, and feelings with each
other
2. By Confrontation problems and issues are brought
out into the open with a view to solving them rather
than hiding them for fear of hurting or getting hurt.
3. Trust is taking people at their face value and
believing what they say. Mutual trust at all level
4. Autonomy is giving freedom to let people work
independently with responsibility.
 OCTAPACE

5. Pro-activity is encouraging employees to take

initiative and risk. Create such culture.
6. Authenticity is the tendency on the part of the
people to do what they say.
7. Collaboration is to accept interdependencies, to
be helpful to each other, and work as teams (Rao &
Abraham 1986).
8. Experimentation.
 HRD Process/ Climate

HRD climate and processes are dependent on

personnel policies, top management style,
investments on HRD, top management
commitments.
HRD mechanism and personnel policies should be
periodically reviewed to create/develop desired
human resources development climate.
 HRD Climate Contributors

(a) Using delegation of authority as an opportunity for

developing juniors.
(b) Helpful nature of people in the organizations.
(c) When employees are sponsored for training, they
take it seriously and try to learn from the
programmes they attend.
(d) Top management believes that human resources
are an extremely important resource and that they
have to be treated more humanly.
 HRD Climate Contributors

(e) Employees are sponsored for training programmes

based on identification of training needs.
(f) When any employee makes a mistake his
supervisors treat it with understanding and help him
to learn from such mistakes rather than punishing
him or discouraging him.
(g) Seniors guide their juniors and prepare them for
future responsibilities/roles they are likely to take
up.
 HRD Climate Contributors

(h) Employees are not afraid to express or discuss their

feelings with their subordinates and
(i) Team spirit
 HRD Outcomes

HRD processes should result in:

1. More competent ,satisfied and dynamic people.
Such people are always is likely to do better
2. Their contributions would make the organization
grow.
 HRD Effectiveness

1. HRD outcomes influence organizational

effectiveness ( Subjective & objective)in the long-
run.
2. It may be noted that organizational effectiveness
also depends on a number of other variable like
environment, technology, competitors, etc.
 Potential Appraisal

1. Potential appraisal means assessment and identification

of inherent capabilities & Behaviors of employees (SKA)
in the organization
2. Potential appraisal provides necessary data which helps in
preparing career plans for individuals.
3. It aims at development of latent abilities of individuals.
 Potential Appraisal

4. The HRD function has a long way to go in

introducing a streamlined potential appraisal
system which ensures a good match between the
employees and the job.
5. PA consider the dynamic nature of the business,
development of new technology, diversification
and other external factors.
 Potential Development

1. Potential Development relates to enhancing the

employee’s potential to accept challenges and
responsibility to handle higher position in future.
2. Potential development aims at identification and
development of the potential of employees to
occupy key position future and accept
responsibility.
Thank You!