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Human Resource Development

UNIT-1
BY SOL-MATES

Introduction
Human resources are the people who work for an organization. They bring valuable qualities like
knowledge, skills, creativity, talents, values, and beliefs. These qualities are super important for
how well an organization performs.

When these qualities stay the same, they can help the organization do its job effectively. But it's
also crucial to keep improving these qualities to match the changing needs of the organization,
groups, and society.

Human Resource Development (HRD) is all about making sure people keep getting better at what
they do. By investing in the skills, knowledge, creativity, and talents of employees, organizations
can make better use of their human resources.

Think of it like this: just having access to resources isn't enough. They need to be top-notch and
able to meet the organization's needs as they change. The quality of human resources can even
make a big difference between how well different countries or organizations perform.

As the world keeps changing, organizations need to adapt quickly. That's where HRD comes in. It
helps organizations keep up with new strategies and changes in the environment, especially with
things like economic changes.
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characteristics of Human Resource

Development (HRD);
• Learning/Training: HRD is all about learning. Training helps employees and the
organization achieve their goals by improving skills and knowledge.
• Career Development: HRD focuses on helping employees grow in their careers. Training
programs encourage employees to develop, benefiting both them and the organization.
• Upgrading Manpower: HRD aims to improve the skills and performance of employees, which
also boosts overall organizational performance.
• Organizational Development: HRD works on making the organization better by improving
communication and relations. This helps solve issues like absenteeism and conflicts,
making the organization more effective.
• Team Spirit: HRD promotes teamwork and cooperation by integrating different departments
and management levels.
• Integrated Use of Sub-systems: HRD uses various systems together, like training, career
development, and performance appraisal, to make sure everyone performs well individually,
in teams, and as an organization.

Scope of Human Resource Development

(a) Performance Appraisal: This is about evaluating how well an employee is doing their job. It
helps identify strengths and weaknesses so the employee can improve. It's not just about pointing
out mistakes, but also helping them build on their strengths. This process also helps build a team
of skilled employees and supports their personal growth.

(b) Potential Appraisal: This involves assessing the abilities and potential of employees. It helps in
placing employees in roles where they can excel and grow. By understanding their unique qualities,
the company can utilize them effectively, especially as the company expands.

(c) Career Planning and Development: HRD provides guidance to employees for their career growth.
They are informed about opportunities within the organization and encouraged to develop
themselves. Superiors play a role in guiding their subordinates in this aspect, as career development
is crucial for both individuals and the organization's long-term success.

(d) Training and Development: This is all about helping employees learn and improve their skills.
Training can happen on the job or through specialized programs. It focuses on developing the
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necessary skills for current or future roles, ensuring employees are well-equipped to handle their
responsibilities.

(e) Employee Welfare: HRD also includes taking care of employees' well-being. Facilities like
medical care, recreation, and subsidized canteens contribute to a happy and satisfied workforce.
These amenities not only boost morale but also support training and other HRD initiatives.

(f) Rewards and Incentives: To motivate employees, HRD offers rewards and incentives for their
efforts. These can be promotions, salary raises, or recognition for good work. Such rewards
encourage employees to learn and grow, boosting morale in the workplace.

(g) Organizational Development: HRD aims to create a harmonious work environment within the
organization. It prepares strategies to address issues like absenteeism, turnover, and low
productivity. By fostering a positive work culture, HRD ensures smooth operations and resolves
conflicts effectively.

In simple terms, HRD focuses on evaluating and improving employee performance, supporting their
career growth, providing training opportunities, taking care of their well-being, rewarding their
efforts, and fostering a conducive work environment within the organization.

Need for HRD

• Updating Manpower Quality: HRD ensures that employees' skills match the changing needs
of the organization. This prevents skills from becoming outdated and allows for internal
promotion to fill higher-level positions.
• Meeting Future Manpower Needs: HRD prepares a pool of competent employees to fill
future vacancies caused by retirements or resignations, ensuring continuity in operations.
• Filling Vacancies at Higher Levels: As experienced employees retire, HRD identifies and
trains successors to fill vacant managerial positions, preventing disruptions in leadership.
• Employee Self-Development: HRD caters to employees' aspirations for self-development
and career advancement through training, promotions, and career guidance.
• Adapting to Market Conditions: HRD equips employees with the necessary skills to navigate
changing market conditions and face competition effectively.
• Developing Strength for Survival: In a competitive market environment, HRD is essential
for enterprises to improve quality, reduce costs, and enhance efficiency, thereby ensuring
survival and success.
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In essence, HRD is vital for updating skills, preparing for future needs, filling leadership positions,
supporting employee growth, adapting to market changes, and strengthening organizational
survival in a competitive landscape.

Difference Between HRM and HRD

• Definition and Full Form:

o HRM (Human Resource Management): It's about managing employees effectively
using management principles.
o HRD (Human Resource Development): It's about continuous development efforts to
improve employee performance.
• Concerns:
o HRM: Focuses on people-related activities like recruitment and rewards.
o HRD: Concentrates on developing the entire organization.
• Dependency:
o HRM: It's an independent function comprising various sections like recruitment,
retention, compensation, etc.
o HRD: It's a sub-system of HRM, drawing functions and processes from it.
• Nature:
o HRM: Seen as a management function, dealing with day-to-day employee
management.
o HRD: Viewed as a developmental function, focusing on enhancing employee skills
and knowledge.
• Goal:
o HRM: Aims to improve overall employee performance.
o HRD: Aims for development, knowledge enhancement, and increasing employee
competency.
• Process:
o HRM: Occurs occasionally as needed.
o HRD: A continuous process, ongoing to enhance employee skills and performance.

In essence, while HRM focuses on managing people and their day-to-day activities, HRD
concentrates on developing employees and improving the organization over time.
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Role of HR Manager
- administrative roles

• Policy Maker: The HR manager helps create company policies on hiring, salaries, benefits,
and working conditions. They also explain these policies to employees.
• Administrative Expert: They handle paperwork and records, like maintaining employee files
and databases, processing benefits, and answering questions about leave.
• Advisor: While not directly in charge, HR managers support other managers by giving advice
on issues like conflicts, grievances, and employee training.
• Housekeeper: They manage various administrative tasks like recruitment, testing, reference
checks, surveys, and payroll.
• Counselor: HR managers listen to employees' problems at work, home, or personal life,
offering advice and support to help them overcome challenges.

In short, HR managers handle administrative tasks, advise other managers, and support employees
through counseling, all aimed at maintaining a smooth and productive work environment.

- operational roles of an HR manager:

• Recruiter: HR managers play a crucial role in attracting and hiring talented individuals. They
must use their expertise to create appealing career opportunities for new hires while
managing costs effectively.
• Trainer, Developer, Motivator: In addition to recruiting, retaining talent is important. HR
managers identify skill gaps, provide relevant training, and motivate employees to enhance
their performance.
• Linking Pin: HR managers act as a bridge between different departments within the
organization. They build relationships with department heads, utilizing communication and
public relations skills to foster collaboration.
• Mediator: When conflicts arise between employees, groups, or between employees and
management, HR managers step in to resolve issues and maintain a harmonious work
environment.

In summary, HR managers are responsible for recruiting and retaining talent, facilitating
communication between departments, and resolving conflicts to ensure a productive and
harmonious workplace.
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- strategic roles of an HR manager:

• Building Core Competency: HR managers play a key role in developing the unique strengths
of an organization, known as core competency. This could include strengths in human
resources, marketing, or technology. Organizing the business around these core
competencies can give the organization a competitive edge.
• Providing Purposeful Direction: HR managers must lead the organization and its people
towards a common goal. It's essential for every employee to understand and internalize the
organization's mission, which defines its purpose and reason for existence.
• Creating Competitive Advantage: In today's competitive global market, maintaining an edge
is crucial. HR managers contribute to this by fostering a highly committed and skilled
workforce. This allows the organization to compete based on factors like cost leadership or
differentiation, offering unique products or services valued by customers.
• Facilitation of Change: HR managers act as change agents, driving organizational
adaptation to evolving environments. They monitor industry trends, plan for development,
and actively promote changes within the organization. This may involve shifting focus from
maintaining the status quo to embracing innovation and progress.

In summary, HR managers strategically build core competencies, provide direction, create

competitive advantages, and facilitate organizational change to ensure long-term success and
growth.

HRD Culture and Climate -

• Strong Learning Culture: In an HRD atmosphere, there's a strong emphasis on continuous

learning and skill development. The organization values growth, innovation, and knowledge
sharing, encouraging employees to always seek improvement.
• Leadership Support: Organizational leaders play a crucial role in establishing an HRD
culture. They need to actively support HRD efforts, participate in them, allocate resources,
and provide guidance to promote development initiatives.
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• Clearly Defined Objectives and Expectations: Employees should understand what is

expected of them in terms of their growth and development. Clear objectives, goals, and
performance standards aligned with organizational priorities help employees know what is
expected of them.
• Opportunities for Training and Development: An HRD environment provides various training
programs, workshops, and professional development activities for employees to enhance
their skills and knowledge. The organization supports employee development by providing
access to relevant resources and support.
• Feedback and Performance Management: Regular feedback and performance management
are essential in an HRD environment. Employees receive constructive criticism to identify
areas for improvement and track their progress. Performance reviews and development
conversations play a significant role in shaping employee development plans.

In summary, an HRD culture fosters continuous learning, has leadership support, sets clear
expectations, provides ample training opportunities, and emphasizes feedback and performance
management to promote employee growth and development.

contemporary issues of HRD-

(i) Economic Policies Change: Many governments around the world have shifted from socialist to
capitalist economic policies. This change brings both threats and opportunities for businesses. To
benefit from these opportunities, businesses need to invest in their human resources. Therefore,
developing human resources becomes crucial for the successful implementation of capitalist
economic policies.

(ii) Job Requirements Changing: Organizations are constantly evolving, leading to changes in job
structures and requirements. As a result, job descriptions and specifications also change. This
dynamic nature of organizations requires employees to adapt to new roles and tasks.

(iii) Need for Multi-skilled Human Resources: With the changing nature of industries and
organizational structures, employees are expected to perform a variety of tasks. This shift towards
flexible organizations and work arrangements requires employees to possess multiple skills. HRD
efforts aim to equip employees with diverse skill sets to meet these demands.

(iv) Organizational Viability and the Transformation Process: Environmental factors constantly
pose threats to organizational viability. Organizations need to adapt to these changes to remain
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competitive and maintain market share. Human resources development plays a vital role in
facilitating organizational change and ensuring adaptability to evolving environments.

In summary, HRD needs to address the challenges posed by changing economic policies, evolving
job requirements, the demand for multi-skilled employees, and the need for organizational
transformation to maintain viability in dynamic environments.

Problems of Human Resource Development

in India -
• Problems of Management: Many Indian organizations lack a professional approach to HRD.
They view HRD programs as unnecessary expenses and don't invest in training their
employees. This leads to a lack of performance appraisal, career development, and training
opportunities for employees.
• Problems of Employees: Employees in India are often resistant to change and reluctant to
participate in training programs. They are accustomed to traditional work environments and
may not be willing to accept new ideas or undergo skill development initiatives. This negative
attitude hinders the implementation of HRD programs.
• Problem of Trainers: Those responsible for conducting training programs may lack the
necessary experience and knowledge. There is often a lack of planning and preparation on
their part to deliver effective training. Trainers may also lack practical knowledge, impacting
the quality of training sessions.
• Poor Quality of Training Programs: The quality of training programs in India is often subpar.
Sometimes, the timing, content, and selection of trainers for these programs are decided
by individuals who may not have practical experience or realistic expectations. This leads to
ineffective training outcomes.
• Problems of Trade Unions: Some trade union leaders in India prioritize their own interests
over the development of workers. They may discourage employees from participating in
training programs, viewing them as a threat to their authority. This negative attitude from
trade unions can impede the success of HRD initiatives.
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