WELCOME

TO POWERPOINT PRESENTATION ON

HUMAN RESOURCE DEVELOPMENT

GROUP : 9

MEMBERS NAME: 1.ABIR PRAMANIK 2. DEV KUMAR 3. NEERAN KUMAR 4. RASHMI KUMARI 5.PANKAJ KUMAR

CONTENTS
Introduction Need of HRD Objectives of HRD Functions of HRD Need for HRD Challenges for HRD Conclusion

INTRODUCTION
Human Resource Development is concerned with developing the skill, knowledge and competencies of people and it is people oriented concept. Through HRD activities at the organization level , it is possible to sustain the competitive advantage rationalizing the human resources.

DEFINITION
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.

FEATURES OF HRD
HRD is a system. HRD is the planned process. HRD involves development of competencies. HRD is an interdisciplinary concept. HRD improves quality of life. HRD aims at offering a motivating environment.
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OBJECTIVES
Develop human resource for better performance to meet objectives. Provide opportunity for development of employees. Suitable need based training programs. Prepare employees to perform their work with high level of competency and excellence. Create environment for the trainees conducive to their character building

RELATION BETWEEN HRM & HRD

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

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

HRD FUNCTIONS
Providing skill input to apprentices and trainees Identifying training needs and imparting training Outside deputation for competency enhancement Competency mapping Organisational development activities Conducting sessions and workshops Training and development (T&D)

Training & Development

Training improving the knowledge, skills and attitudes of employees for the shortterm, particular to a specific job or task e.g.,
Employee orientation Skills & technical training Coaching Counseling

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Training & Development

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

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Benefits of Training & Development

Training and development helps the employees to achieve their personal goals which in turn help to achieve the overall organizational objectives. Thus, we can bifurcate the benefits of training and development into two broad heads: Organizational benefits Personal benefits

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Organizational benefits
Improves the morale of the workforce. Leads to improve profitability and more positive attitudes towards profit orientation Improves the job knowledge and skills at all levels of the organization. Aids in organizational development Improves relationship between superior and subordinate.

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Personal benefits
Helps the individual in making better decisions and effective problem solving. Aids in encouraging and achieving selfdevelopment 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 develop speaking and listening skills. Helps eliminate fear in attempting new tasks. 14

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

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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

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Needs Assessment Phase

Establishing HRD priorities Defining specific training and objectives Establishing evaluation criteria

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Design Phase
Selecting who delivers program Selecting and developing program content Scheduling the training program

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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?

THE NEED FOR HRD

Implementing a new policy Implementing a strategy Effecting organisational change Changing an organisations culture

Meeting changes in the external environment

Solving particular problems

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The Need For HRD

Technological Changes
Technological change creates requirements for training and development

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The Need For HRD

Organisational Change
Organisations that work in less time will have a competitive advantage. A customer and quality focus will permeate tomorrows superior organisation. The arena for an organisations planning and action will be global. . Business strategies now depend on quality and versatility of the human resource. Work structure and design will change dramatically 22

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

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HRD Matrix
The HRD matrix shows the interrelationship between HRD instruments, processes, outcomes and organizational effectiveness.

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HRD Instruments
These include performance appraisal, counseling, role analysis, potential development, training, communication policies, job rotations, rewards, job enrichment programmes, etc. These instruments may vary depending on the size of the organization, the internal environment, the support and commitment of the top management, the competitive policies etc. 25

HRD Processes
The HRD instruments lead to the generation of HRD processes like role clarity, performance planning, development climate, risk-taking, dynamism in employees. Such HRD processes should result in more competent, satisfied and committed people that would make the organization grow by contributing their best to it.

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Organizational Effectiveness
The HRD outcomes influence the organizational effectiveness, which in turn, depends on a number of variables like environment, technology, competitors, etc.

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HRD Outcomes
HRD instruments and processes make people more committed and satisfied, where they tend to give their best to the organization .

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Critical HRD Issues

Strategic management and HRD The supervisors role in HRD Organizational structure of HRD

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Strategic Management & HRD

Strategic management aims to ensure organizational effectiveness for the foreseeable future e.g., maximizing profits in the next 3 to 5 years HRD aims to get managers and workers ready for new products, procedures, and materials

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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

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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

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HR Manager Role
Integrates HRD with organizational goals and strategies Promotes HRD as a profit enhancer Tailors HRD to corporate needs and budget Institutionalizes performance enhancement

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HR Strategic Advisor Role

Consults with corporate strategic thinkers Helps to articulate goals and strategies Develops strategic planning education and training programs

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Challenges for HRD

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

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CONCLUSION
As HRD is part of HRM same as Training & Development is part of HRD. It is a continuous process run with the organizations & with its people. Today's business climate is full of challenges & competition, there is more & more technology up gradation & to cope up with this business climate the HRD is necessary. Thats why there is a department in most of organizations called Human Resource Development.

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