Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.

Com H1) BNU

REVISION NOTES AS PER NEP SYLLABUS PRESCRIBED BY BENGALURU NORTH UNIVERSITY AND OTHER UNIVERSITIES
Module: 1
INTRODUCTION TO HRD
PART: A
Human Resource Management (HRM)
Human Resource Management (HRM) is a vital organizational function focused on
maximizing employee performance and well-being. It encompasses activities such as talent
acquisition, training, and development, aligning human resources with overall organizational
goals. HRM plays a key role in fostering a positive workplace culture, managing employee
relations, and ensuring fair and inclusive environments. Additionally, it is integral to
performance management, evaluating and enhancing employee contributions. In the modern
context, HRM addresses challenges like diversity and inclusion, adapting to technological
advancements and global workforce trends. As a strategic discipline, HRM is essential for
optimizing the potential of an organization's human capital and contributing to its overall
success.
MEANING OF HRM
Human Resource Management (HRM) is the study of activities regarding people working in
an organization. It is a managerial function that tries to match an organization’s needs to the
skills and abilities of its employees.
Human Resource Management (HRM) is the strategic management of an organization's
workforce, encompassing activities such as talent acquisition, training, and performance
management. Its primary goal is to align human resources with organizational objectives. HRM
ensures the right individuals are in the right roles, fostering employee development and well-
being. It addresses areas like recruitment, training, and diversity, contributing to a positive
workplace culture. Overall, HRM optimizes an organization's human capital for enhanced
performance and success.
DEFINITION
According to the Invancevich and Glueck, “HRM is concerned with the most effective use
of people to achieve organizational and individual goals. It is the way of managing people at
work, so that they give their best to the organization”.
According to Dessler (2008) “The policies and practices involved in carrying out the “people”
or human resource aspects of a management position, including recruiting, screening, training,
rewarding, and appraising comprises of HRM.”
In short Human Resource Management (HRM) can be defined as the art of procuring,
developing and maintaining competent workforce to achieve the goals of an organization in an
effective and efficient manner.
SCOPE OF HUMAN RESOURCE MANAGEMENT
The scope of HRM is really vast. All major activities n the working life of a worker – from the
time of his or her entry into an organization until he or she leaves it comes under the purview
of HRM. American Society for Training and Development (ASTD) conducted fairly an
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exhaustive study in this field and identified nine broad areas of activities of HRM. These are
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given below:

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

a) Human Resource Planning: The objective of HR Planning is to ensure that the

organization has the right types of persons at the right time at the right place. It prepares
human resources inventory with a view to assess present and future needs, availability
and possible shortages in human resource. Thereupon, HR Planning forecast demand
and supplies and identify sources of selection. HR Planning develops strategies both
long-term and short-term, to meet the man-power requirement.
b) Design of Organization and Job: This is the task of laying down organization
structure, authority, relationship and responsibilities. This will also mean definition of
work contents for each position in the organization. This is done by “job description”.
Another important step is “Job specification”. Job specification identifies the attributes
of persons who will be most suitable for each job which is defined by job description.
c) Selection and Staffing: This is the process of recruitment and selection of staff. This
involves matching people and their expectations with which the job specifications and
career path available within the organization.
d) Training and Development: This involves an organized attempt to find out training
needs of the individuals to meet the knowledge and skill which is needed not only to
perform current job but also to fulfil the future needs of the organization.
e) Organizational Development: This is an important aspect whereby “Synergetic
effect” is generated in an organization i.e. healthy interpersonal and inter-group
relationship within the organization. f) Compensation and Benefits: This is the area of
wages and salaries administration where wages and compensations are fixed
scientifically to meet fairness and equity criteria. In addition labour welfare measures
are involved which include benefits and services.
f) Employee Assistance: Each employee is unique in character, personality, expectation
and temperament. By and large each one of them faces problems every day. Some are
personal some are official. In their case he or she remains worried. Such worries must
be removed to make him or her more productive and happier.
g) Union-Labour Relations: Healthy Industrial and Labour relations are very important
for enhancing peace and productivity in an organization. This is one of the areas of
HRM.
h) Personnel Research and Information System: Knowledge on behavioural science
and industrial psychology throws better insight into the workers expectations,
aspirations and behaviour. Advancement of technology of product and production
methods have created working environment which are much different from the past.
Globalization of economy has increased competition many folds. Science of
ergonomics gives better ideas of doing a work more conveniently by an employee.
Thus, continuous research in HR areas is an unavoidable requirement. It must also take
special care for improving exchange of information through effective communication
systems on a continuous basis especially on moral and motivation.
HRM is a broad concept; personnel management (PM) and Human resource development
(HRD) are a part of HRM.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

HRM OBJECTIVES AND SUPPORTING FUNCTIONS

Social/Societal Objectives: These refer to actions taken in response to the social and ethical
demands or difficulties the business and its staff faces. This covers judicial matters like equal
opportunity and compensation for equal effort.
Organizational Objectives: It includes steps performed to guarantee the effectiveness of the
organization. This involves training, hiring qualified candidates, or maintaining high employee
retention rates.
Functional Objectives: These are requirements for maintaining good HR operations
throughout the whole organization. Making sure that HR's abilities are fully utilized to their
greatest potential is necessary to achieve this.
Personal Objectives: These methods are used to help each employee achieve their individual
goals. This involves preserving employee happiness and providing education or professional
advancement opportunities.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

HUMAN RESOURCE MANAGEMENT PROCESS

1) RECRUITMENT
Internal Recruitment:
Meaning: Internal recruitment refers to the process of filling job vacancies with existing
employees within the organization.
Example: If a company has a vacant managerial position, and they promote a current
supervisor from within the team to fill that position, it's an example of internal recruitment.
The company is selecting a candidate who is already part of its workforce for the new role.
External Recruitment:
Meaning: External recruitment involves the process of seeking and attracting candidates from
outside the organization to fill job openings.
Example: Imagine a company expanding its sales team and deciding to hire a sales
representative who has experience in a similar industry but is not currently an employee. In
this case, the company is engaging in external recruitment by bringing in talent from outside
the organization.
2) SELECTION
In Human Resource Management (HRM), selection refers to the process of choosing the most
suitable candidate from a pool of job applicants to fill a particular job vacancy within an
organization. The selection process is a crucial component of HRM, as it aims to identify and
hire individuals who possess the right skills, qualifications, and characteristics to contribute
effectively to the organization's success.
The selection process typically involves several stages, including:
Application Review: Screening and reviewing job applications and resumes to shortlist
candidates who meet the basic requirements for the position.
Testing: Administering tests or assessments to evaluate candidates' skills, knowledge, abilities,
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or personality traits relevant to the job.

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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Interviews: Conducting one or more interviews to assess candidates' suitability for the
position, including their communication skills, problem-solving abilities, and cultural fit within
the organization.
Background Checks: Verifying the information provided by candidates, such as work history,
educational qualifications, and references, to ensure accuracy and honesty.
Medical Examination: In some cases, organizations may require candidates to undergo a
medical examination to ensure they meet the physical requirements of the job.
Final Selection: Making the final decision on the most suitable candidate based on the
assessments and information gathered during the selection process.
3) TRAINING
Training in Human Resource Management (HRM) refers to the process of providing employees
with the knowledge, skills, and abilities necessary to perform their job tasks effectively. It is a
systematic process that aims to enhance employees' job-related competencies, improve
performance, and contribute to the overall success of the organization.

There are various types of training, and two common categories are on-the-job training and
off-the-job training.
On-the-Job Training:
On-the-job training (OJT) involves employees learning and acquiring new skills or knowledge
within the actual work environment. It takes place while employees are performing their
regular job tasks.
Examples of On-the-Job Training:
Mentoring or Apprenticeships: New employees work closely with experienced colleagues to
learn job responsibilities and gain insights.
Job Rotation: Employees are moved through different roles or departments to develop a broad
set of skills.
Coaching: Supervisors or colleagues provide direct guidance and feedback to improve
performance.
Task Assignment: Employees are given new responsibilities and tasks to learn on the job.
Off-the-Job Training:
Off-the-job training involves employees learning and acquiring new skills or knowledge
outside the regular work environment. It often occurs away from the workplace and may
involve external training programs or educational institutions.
Examples of Off-the-Job Training:
Workshops and Seminars: Employees attend training sessions conducted by external trainers
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or industry experts.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Conferences: Participation in conferences related to the industry or profession to gain insights

into best practices and emerging trends.
Online Courses: Employees take courses or modules offered through online platforms or
educational institutions.
Formal Education: Pursuing degrees, diplomas, or certifications related to the job role
through universities or specialized training institutes.
E-Training Sections in the corporate etc.
4) ASSESSING PERFORMANCE
Assessing performance in Human Resource Management (HRM) involves evaluating and
measuring how well employees are performing their job responsibilities. Performance
assessment is a critical aspect of managing human resources as it helps organizations identify
strengths, areas for improvement, and contributes to making decisions related to rewards,
promotions, training, and development.
Traditional Methods of Assessing Performance:
Annual Performance Reviews: Employees receive a formal evaluation once a year, typically
through a structured meeting with a manager. Ratings are often on a scale, and feedback that
covers the entire year's performance.
Graphic Rating Scales: Managers use predefined scales to rate employees on various
performance criteria such as job knowledge, communication skills, and teamwork.
Checklists: Managers use checklists to mark off specific behaviours or tasks that employees
have or have not demonstrated.
Modern Methods of Assessing Performance:
360-Degree Feedback: Feedback is collected from multiple sources, including peers,
subordinates, supervisors, and the employees themselves. This offers more holistic view of an
employee's performance and development needs.
Continuous Performance Management: Regular, ongoing feedback and discussions between
employees and managers, rather than relying on an annual review. This method will Focuses
on real-time feedback, goal setting, and continuous improvement.
Key Performance Indicators (KPIs): Employees are evaluated based on specific,
measurable, and quantifiable performance metrics aligned with organizational goals. This
method provides a clear link between individual performance and overall organizational
success.
Performance Appraisal Software: Utilization of technology to streamline and automate the
performance appraisal process, making it more efficient and data-driven. It allows Allows for
easy tracking, analysis, and documentation of performance-related information.
Modern approaches to performance assessment often emphasize continuous feedback,
employee development, and the alignment of individual goals with organizational objectives.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

These methods aim to create a more dynamic and responsive system for managing and
improving employee performance.
5) MOTIVATING
Motivating employees in Human Resource Management (HRM) involves creating an
environment and implementing strategies that encourage individuals to perform at their best
and contribute effectively to the organization's goals. Motivation is a key factor in enhancing
employee satisfaction, engagement, and productivity.
Rewards and Benefits Motivation: Rewards and benefits motivation involves using tangible
incentives to encourage and acknowledge employees' efforts and achievements.
Examples of Rewards and Benefits:
Salary and Bonuses: Providing competitive salaries and performance-based bonuses to
recognize and reward high performance.
Health and Wellness Benefits: Offering comprehensive health insurance, wellness programs,
and other benefits to enhance employees' overall well-being.
Retirement Plans: Providing retirement benefits such as 401(k) plans or pension schemes to
secure employees' financial futures.
Incentive Programs: Implementing programs that offer additional rewards for meeting or
exceeding specific targets, fostering a culture of healthy competition.
Rewards and benefits motivate employees by addressing their financial needs, providing a
sense of security, and recognizing their efforts in a tangible manner.
Recognition Motivation: Recognition motivation involves acknowledging and appreciating
employees for their contributions and accomplishments, often through non-monetary means.
Examples of Recognition Motivation:
Employee of the Month Programs: Recognizing and showcasing the achievements of
outstanding employees on a monthly basis.
Verbal Praise and Appreciation: Expressing gratitude and acknowledging employees' hard
work through regular verbal recognition.
Peer Recognition: Encouraging a culture of peer-to-peer recognition where employees
appreciate and acknowledge each other's contributions.
Certificates and Awards: Providing certificates, plaques, or small awards to employees for
reaching milestones or completing projects successfully.
Flexible Work Arrangements: Recognizing employees' work-life balance needs by offering
flexible scheduling or remote work options.
Recognition motivation focuses on the emotional and psychological aspects of motivation,
fostering a positive work environment, building a sense of belonging, and boosting morale. It
complements monetary rewards by creating a culture where employees feel valued and
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appreciated for their unique contributions.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

6) COMPENSATING
In Human Resource Management (HRM), compensating refers to the process of providing
employees with financial and non-financial rewards in exchange for their work, services, and
contributions to the organization. Compensation is a crucial component of HRM as it plays a
significant role in attracting, retaining, and motivating employees.
Components of Compensation:
Salary and Wages: The monetary payment provided to employees in exchange for their time,
skills, and efforts. It is Usually fixed and may be expressed as an annual salary or hourly wage.
Bonuses and Incentives: Additional monetary rewards given to employees for achieving
specific performance goals or exceptional accomplishments. These are Performance-based and
often tied to individual or team achievements.
Benefits: Non-monetary forms of compensation, including health insurance, retirement plans,
vacation days, and other perks. It will Contribute to employees' overall well-being and work-
life balance.
Stock Options and Equity: Providing employees with the opportunity to purchase company
shares at a predetermined price, often as part of executive compensation. It Ties employees'
financial interests to the success of the company.
Perquisites (Perks): Additional benefits or privileges beyond salary and standard benefits,
such as company cars, expense accounts, or memberships. Aimed at enhancing the overall
work experience for employees.
7) MAINTAINING LABOUR RELATIONS
Maintaining labour relations in HRM involves fostering positive interactions between
management and employees to create a harmonious work environment. This includes
addressing grievances, negotiating collective agreements, and ensuring compliance with labour
laws. Effective communication, fair treatment, and resolution of conflicts are essential for
building trust and cooperation between employers and the workforce. Proactive engagement
with labour unions and creating channels for employee feedback contribute to a constructive
and collaborative labour-management relationship. The goal is to balance the interests of both
parties to promote a stable and productive workplace.
8) HEALTH, WELFARE AND SAFETY OF EMPLOYEES
In HRM, ensuring the health, welfare, and safety of employees is paramount. This involves
implementing health and safety policies, providing wellness programs, and offering benefits
such as health insurance. Creating a safe work environment, conducting regular safety training,
and addressing workplace hazards contribute to the overall well-being of employees.
Prioritizing health and safety not only safeguard employees but also enhances morale,
productivity, and organizational reputation. Compliance with regulations and continuous
improvement in occupational health practices are key aspects of this HRM responsibility.
9) COMPLIANCE TO LABOUR LAWS
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Compliance with labour laws in HRM entails adhering to legal regulations governing
employment relationships. This includes fair wage practices, working hours, and conditions
outlined by national and local labour authorities. HR professionals must ensure the
organization's policies align with statutory requirements, covering aspects such as leave
entitlements, workplace safety, and discrimination prevention. Regular updates on evolving
labour laws, timely documentation, and transparent communication with employees are
essential for maintaining compliance. Failing to adhere to labour laws may lead to legal
consequences and harm the organization's reputation.
PART: B
HUMAN RESOURCE DEVELOPMENT (HRD)

MEANING
Human Resource Development (HRD) is a comprehensive process that focuses on enhancing
employees' skills, knowledge, and capabilities to align with organizational goals. It involves
strategic initiatives such as training programs, career development opportunities, and
performance management to foster continuous learning and professional growth. HRD aims to
create a skilled and motivated workforce, increasing individual and organizational
effectiveness. This multifaceted approach not only benefits employees in their career
progression but also contributes to the overall success and adaptability of the organization in a
dynamic business environment.
In other words, Human Resource Development (HRD) is about helping employees learn and
grow in their jobs. It includes things like training, career development, and performance
management to make sure workers have the right skills and knowledge. The goal is to create a
team that is skilled, motivated, and ready to help the company succeed. HRD benefits both
employees and the organization by ensuring people have the tools they need to do well in their
roles and helping the company stay competitive.
DEFINITION
HRD concept was first introduced by Leonard Nadler in 1969 in a conference in US. “He
defined HRD as those learning experience which are organized, for a specific time, and
designed to bring about the possibility of behavioural change”
EVOLUTION OF HRD
The evolution of Human Resource Development (HRD) can be traced through several stages,
reflecting changes in the workplace, organizational priorities, and the understanding of human
resource management.
1) Task-Oriented Training (Taskmaster King Era): Imagine the kings in ancient times
training their soldiers for specific tasks, like using weapons or tactics for battle. The
focus here is on immediate and specific skill development to achieve particular
objectives.

2) Training and Development (T&D) Era (1900s-1950s): it Primarily on training

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employees for specific tasks. Example: Factory workers receiving formal training on
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operating machinery to enhance efficiency.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

3) Human Relations Era (1920s-1950s): Shifting emphasis from tasks to relationships

and employee satisfaction. Example: Introduction of employee social events and team-
building activities to improve workplace morale.

4) Training and Development Revisited (1960s-1970s): Renewed emphasis on training,

incorporating behavioural and psychological principles. Example: Implementing
training programs that not only teach technical skills but also address interpersonal
communication and teamwork.

5) Organizational Development (OD) Era (1960s-1980s): Broader approach,

emphasizing organizational effectiveness and change management. Example:
Introducing cultural change initiatives to foster collaboration and innovation within the
organization

6) Strategic Human Resource Development (1980s-2000s): Aligning HRD with

business strategy, contributing directly to organizational goals. Example: Developing
leadership programs to ensure alignment with the organization's strategic objectives
and succession planning for key roles.

7) Learning and Development (L&D) Era (2000s-Present): A shift towards continuous

learning and individualized development. Example: Implementation of online learning
platforms, personalized training plans, and mentorship programs for ongoing skill
enhancement.

8) Digital Transformation and Future Trends (Present and Beyond): Embracing

digital technologies, data analytics, and a focus on the future of work. Example:
Utilizing artificial intelligence for personalized learning recommendations, virtual
reality simulations for skill development, and data analytics to identify future skill
needs.
The evolution of HRD reflects a progression from a narrow focus on specific job skills to a
more holistic and strategic approach considering both individual and organizational
development. Each era introduces new methods and strategies, and in the current era, HRD
continues to adapt to the demands of the digital age and the evolving nature of work.
DIFFERENCE BETWEEN EDUCATION, TRAINING AND LEARNING
Criteria Education Training Learning
Broad knowledge
Continuous process
acquisition and Specific skill
of acquiring
Purpose development of development for a
knowledge, skills,
critical thinking particular job or task.
and experiences.
skills.
Formal and Targeted and task- Informal and can
structured, often oriented, focusing on occur in various
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Scope
leading to degrees or immediate contexts, formal or
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certifications. application. informal.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Varied,
Theoretical and Practical and job-
encompassing both
academic, covering a specific,
Focus theoretical
wide range of emphasizing hands-
understanding and
subjects. on experience.
practical skills.
Typically involves a Shorter duration,
Continuous and
more extended time often focused on
Duration lifelong, occurring
frame, such as years immediate skill
throughout one's life.
of study. acquisition.
Can happen
Can take place in
Mainly in formal anywhere, including
various settings,
institutions like formal classrooms,
Setting including workshops
schools and workplaces, or self-
and on-the-job
universities. directed
training.
environments.
A broader Acquiring
Specific skill
understanding of a knowledge, skills,
development or
Outcome subject, often leading and attitudes that
improvement in a
to degrees or may or may not be
particular area.
diplomas. formally recognized.
Watching tutorial
Attending university Participating in a
videos online to
Example to earn a degree in workshop to learn
enhance
history. software coding.
photography skills.
Diverse,
Varied, including encompassing
Primarily classroom-
hands-on workshops, formal, informal,
Delivery Method based, lectures, and
simulations, and on- online, and
academic settings.
the-job training. experiential learning
methods.
Evaluation through Informal self-
Emphasis on exams,
practical assessment,
Assessment essays, and formal
assessments, tests, reflection, and
evaluations.
and job performance. continuous feedback.
Structured to meet
Typically structured Flexible, adaptable
specific job
in a curriculum with to individual needs,
Structure requirements, often
set courses and and less formalized
with a defined
subjects. in structure.
curriculum.
Mainly provided by Offered by various Can be self-directed,
academic entities, including provided by mentors,
Provider institutions, such as employers, training online platforms, or
schools and centers, and industry through social
universities. associations. interactions.
Costs can vary
May involve costs
widely, including
Involves tuition fees for training
formal education
Cost and associated materials,
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expenses, training
academic expenses. instructors, and
fees, or being
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facilities.
relatively cost-free

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

for self-directed
learning.
Motivation can be
Often driven by the
Motivated by job- intrinsic, stemming
pursuit of
specific needs, skill from personal
Motivation knowledge, personal
enhancement, and interests, or extrinsic,
growth, or career
career progression. tied to external goals
advancement.
or requirements.
Learning
achievements may
Degrees and Certifications and not always come
Institutional certifications are training credentials with formal
Recognition widely recognized may vary in recognition, but
and standardized. recognition. skills gained can be
demonstrated
practically.

THE CONCEPT OF TRANSFER OF LEARNING

The concept of transfer of learning in Human Resource Development (HRD) refers to the
application of knowledge, skills, and competencies acquired in one context to another context.
It involves the ability of an individual to effectively use what they have learned in a training or
educational setting and apply it to their work or other relevant situations.
In simple terms Transfer of learning means the use of previously acquired knowledge and skills
in new learning or problem-solving situations.
Key Aspects of Transfer of Learning:
Generalization: Applying learning to different, but related, situations. Example: Applying
project management skills learned in one department to lead a project in another department.
Maintenance: Sustaining the use of newly acquired knowledge and skills over time. Example:
Continuing to use problem-solving techniques learned in a training program in day-to-day
work.
Specificity: Applying learning to the specific tasks or challenges for which it was intended.
Example: Using software skills learned in a training program to perform specific job-related
tasks.
Adaptation: Modifying learned concepts to fit new situations. Example: Adapting leadership
skills acquired in one team to effectively lead a different team with unique dynamics.
Factors Influencing Transfer of Learning:
Training Design: Well-designed training programs that mirror real-world situations and tasks
enhance the likelihood of successful transfer.
Individual Motivation: Employees who are motivated to apply what they have learned are
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more likely to transfer their learning effectively.

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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Managerial Support: Supportive managers who encourage and provide opportunities for
employees to apply new skills play a crucial role in the transfer of learning.
Organizational Culture: An organizational culture that values learning and provides a
conducive environment for application supports the transfer of learning.
several contemporary realities and emerging trends were shaping the field of Human Resource
Development (HRD). Keep in mind that the landscape can evolve, and it's essential to stay
updated on the latest developments. Here are some key contemporary realities and emerging
trends in HRD:
THE CONTEMPORARY REALITIES AND EMERGING TRENDS IN HUMAN
RESOURCE DEVELOPMENT
1) Remote Work and Digital Learning:
Reality: The increased adoption of remote work due to global events has led to a rise in digital
learning solutions.
Trend: Virtual training, online courses, and digital collaboration tools are becoming integral
to HRD strategies.
2) Skill Development for the Future of Work:
Reality: Rapid technological advancements are transforming job roles and skill requirements.
Trend: HRD is focusing on fostering a culture of continuous learning and upskilling to prepare
employees for future job demands.
3) Data-Driven HRD:
Reality: Increased use of data analytics in HR functions for decision-making.
Trend: HRD is leveraging data analytics to measure the impact of training programs, identify
skill gaps, and personalize learning experiences.
4) Emphasis on Employee Well-being:
Reality: Recognition of the importance of employee well-being for productivity and retention.
Trend: HRD initiatives include well-being programs, mental health support, and work-life
balance strategies.
5) Diversity, Equity, and Inclusion (DEI):
Reality: Growing awareness of the need for diverse and inclusive workplaces.
Trend: HRD is integrating DEI principles into training and development programs to create
more equitable opportunities and environments.
6) Personalized Learning Paths:
Reality: Recognition of diverse learning needs and preferences among employees.
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Trend: HRD is moving towards personalized learning experiences, offering customized

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content and delivery methods.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

7) Agile and Adaptive Learning:

Reality: The need for agility in response to rapidly changing business environments.
Trend: HRD is adopting agile methodologies for training development, allowing for quick
adjustments to meet evolving organizational needs.
8) Leadership Development and Succession Planning:
Reality: Growing importance of leadership in navigating uncertainties.
Trend: HRD focuses on leadership development programs and robust succession planning to
ensure a pipeline of skilled leaders.
9) Continuous Feedback and Performance Management:
Reality: Shift away from traditional annual performance reviews.
Trend: HRD is adopting continuous feedback mechanisms and agile performance management
systems to provide real-time insights.
10) Globalization and Cross-Cultural Competence:
Reality: Increased global collaboration and diverse workforce environments.
Trend: HRD addresses cross-cultural competence and global leadership skills to facilitate
effective collaboration.
11) Environmental, Social, and Governance (ESG) Considerations:
Reality: Growing focus on corporate responsibility and sustainability.
Trend: HRD incorporates ESG principles into training, aligning employee development with
organizational values.
Adapting to these contemporary realities and emerging trends is crucial for HRD professionals
to ensure that their strategies remain effective in a dynamic and evolving workplace landscape.
HUMAN RESOURCE DEVELOPMENT FUNCTIONS AND ROLES
Human Resource Development (HRD) encompasses a variety of functions aimed at enhancing
the skills, knowledge, and abilities of employees within an organization. The primary goal is
to improve individual and organizational performance. Here are some key functions of Human
Resource Development:
1) Training and Development:
Identifying training needs: Assessing the skills and knowledge gaps within the workforce.
Designing training programs: Developing and implementing programs to address specific
skill deficiencies.
Conducting training sessions: Delivering training through various methods such as
workshops, seminars, online courses, etc.
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2) Performance Management:
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Setting performance expectations: Establishing clear performance standards and goals for
employees.
Performance appraisal: Evaluating employees' performance against set standards and
providing feedback.
Performance improvement plans: Developing strategies to help employees improve their
performance.
3) Career Development:
Career planning: Assisting employees in setting and achieving career goals within the
organization.
Succession planning: Identifying and grooming employees for future leadership roles.
Talent management: Attracting, developing, and retaining high-potential employees.
4) Employee Onboarding:
Orientation programs: Introducing new employees to the organization's culture, policies, and
procedures.
Job training: Providing initial training to help employees become productive in their roles
quickly.
5) Organizational Development:
Change management: Assisting employees in adapting to changes within the organization.
Culture building: Fostering a positive and productive work culture that aligns with the
organization's values.
Team building: Facilitating activities to enhance collaboration and communication among
team members.
6) Employee Engagement:
Employee surveys: Gathering feedback to understand employee satisfaction and engagement
levels.
Recognition programs: Implementing initiatives to acknowledge and reward employees for
their contributions.
7) Knowledge Management:
Knowledge management (KM) refers to the systematic process of capturing, organizing,
storing, and disseminating an organization's collective knowledge to enhance its effectiveness
and competitiveness. It involves the creation, identification, collection, and utilization of
knowledge to achieve organizational objectives and improve decision-making.
Creating systems to capture, store, and share knowledge within the organization.
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Encouraging a learning culture: Promoting continuous learning and knowledge-sharing among

employees.
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[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

8) Workforce Planning:
Analysing current and future workforce needs.
Developing strategies to ensure the organization has the right talent to meet its objectives.
9) Employee Relations:
Handling employee grievances and conflicts.
Facilitating communication between employees and management.
10) HR Metrics and Analytics:
Using data to assess the effectiveness of HRD programs.
Making data-driven decisions to improve HRD strategies.
These functions work together to create a comprehensive HRD framework that supports both
individual and organizational growth and development.
ROLE AND COMPETENCIES OF HRD PROFESSIONALS
Human Resource Development (HRD) professionals are individuals who specialize in
facilitating the learning and development of employees within an organization. They play a
crucial role in helping organizations achieve their goals by ensuring that employees have the
necessary skills, knowledge, and abilities to perform their jobs effectively. HRD professionals
work across various industries and sectors, and their roles may encompass a wide range of
functions related to training, development, performance management, and organizational
improvement.
Common titles and roles associated with HRD professionals:
1) Training and Development Specialist/Manager: Designing, implementing, and
evaluating training programs to enhance employee skills and knowledge.
2) Performance Management Specialist/Manager: Managing performance appraisal
processes, setting performance standards, and providing feedback to improve employee
performance.
3) Organizational Development Consultant/Manager: Identifying opportunities for
organizational improvement, facilitating change initiatives, and enhancing team
dynamics.
4) Career Development Advisor/Manager: Assisting employees in setting and
achieving career goals, supporting succession planning, and managing talent
development programs.
5) Employee Engagement Specialist/Manager: Developing strategies to enhance
employee satisfaction, engagement, and overall workplace experience.
6) Knowledge Management Specialist/Manager: Managing knowledge-sharing
platforms, capturing and disseminating organizational knowledge.
7) Workforce Planning Analyst/Manager: Analyzing workforce needs, collaborating
with departments to ensure staffing levels meet organizational goals.
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8) HR Metrics and Analytics Professional/Manager: Using data to assess the

effectiveness of HRD programs and providing insights for strategic decision-making.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

9) Change Management Facilitator/Manager: Leading change initiatives,

communicating changes, and assisting employees in adapting to organizational
transitions.
10) Diversity and Inclusion Specialist/Manager: Developing and implementing
strategies to promote diversity and inclusion within the organization.
11) Learning and Development Manager/Director: Overseeing the overall learning and
development strategy, managing the training budget, and aligning development
programs with organizational objectives.
12) HR Business Partner: Collaborating with business leaders, providing HR support, and
aligning HRD initiatives with organizational goals.
13) Talent Management Specialist/Manager: Identifying and developing high-potential
employees, managing talent pipelines, and implementing retention strategies.
These professionals work closely with HR departments, business leaders, and other
stakeholders to create a positive and effective learning and development environment. Their
responsibilities may include designing training programs, conducting needs assessments,
implementing performance management systems, leading change initiatives, and fostering a
culture of continuous learning within the organization. The specific title and scope of
responsibilities can vary depending on the size and structure of the organization.
Competencies of HRD Professionals:
1) Communication Skills: Effectively conveying information and ideas, both verbally
and in writing.
2) Facilitation Skills: Leading and guiding group discussions, workshops, and training
sessions.
3) Analytical Skills: Using data and metrics to assess performance and make informed
decisions.
4) Problem-Solving Skills: Identifying and addressing challenges within the
organization.
5) Change Management Competency: Guiding individuals and teams through
organizational changes.
6) Leadership Skills: Inspiring and influencing others to achieve organizational goals.
7) Interpersonal Skills: Building positive relationships with employees at all levels.
8) Cultural Competence: Understanding and appreciating diverse perspectives and
cultures.
9) Technological Proficiency: Leveraging technology for training, communication, and
data analysis.
10) Strategic Thinking: Aligning HRD initiatives with broader organizational strategies.
11) Learning Agility (ability to move quickly and easily) : Adapting to new information,
technologies, and trends in the field.
12) Ethical Decision-Making: Applying ethical principles in HRD practices.
13) Project Management Skills: Planning, organizing, and executing HRD initiatives
effectively.
14) Collaboration and Teamwork: Working collaboratively with colleagues and cross-
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functional teams.
15) Innovative Thinking: Developing creative solutions to enhance HRD programs.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

16) Customer Focus: Prioritizing the needs and satisfaction of internal and external
customers.
17) Negotiation and Conflict Resolution: Resolving conflicts and negotiating solutions to
achieve consensus.
18) Time Management: Effectively managing time and priorities in a fast-paced
environment.
EMPLOYEE BEHAVIOUR
Employee behaviour refers to the actions, attitudes, and conduct exhibited by individuals in the
workplace. It encompasses a wide range of observable actions, interactions, and reactions
displayed by employees during the course of their work. Employee behaviour can be influenced
by various factors, including organizational culture, leadership style, workplace policies, and
individual personality traits. Positive employee behaviour includes traits such as punctuality,
cooperation, proactiveness, and adherence to ethical standards, contributing to a healthy work
environment. On the other hand, negative employee behaviour may involve absenteeism,
conflict, resistance to change, or violations of company policies, which can impact productivity
and team dynamics. Understanding and managing employee behaviour is a crucial aspect of
effective human resource management and organizational success.
IMPLICATION OF HRD (INTERNAL AND EXTERNAL FACTORS)
Human Resource Development (HRD) is influenced by various internal and external factors,
and understanding these implications is essential for organizations to effectively design and
implement HRD strategies. Here are the implications of HRD in light of internal and external
factors:
Internal Factors:
1) Organizational Culture: The organizational culture significantly affects the approach
to learning and development. An open and learning-oriented culture encourages
employees to engage in development activities.
2) Leadership and Management Support: Strong support from leadership fosters a
culture of continuous learning. Leaders who value development set the tone for
employees to prioritize their own growth.
3) Employee Engagement: Engaged employees are more likely to participate in and
benefit from HRD initiatives. HRD can contribute to increased engagement by
addressing employee development needs.
4) Workforce Diversity: Diverse workforces may have varied learning preferences and
needs. HRD programs should be inclusive and consider diverse learning styles.
5) Organizational Structure: The structure of the organization can impact the ease with
which information and knowledge are shared. HRD initiatives should align with the
organizational structure to facilitate effective learning.
6) Budget Constraints: Limited financial resources may impact the scale and scope of
HRD initiatives. Creativity in designing cost-effective programs becomes crucial.
7) Performance Management Systems: The effectiveness of HRD is closely tied to
performance management. Aligning HRD with performance goals ensures a clear
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connection between development activities and organizational objectives.

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External Factors:

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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

1) Technological Advances: Rapid technological changes require continuous skill

development. HRD needs to adapt to emerging technologies and provide training to
keep the workforce current.
2) Economic Conditions: Economic downturns may lead to budget cuts, impacting the
availability of resources for HRD. During economic upswings, organizations may
invest more in employee development.
3) Labour Market Trends: Labour shortages or surpluses can impact talent acquisition
and retention. HRD strategies should address skill gaps and talent shortages.
4) Globalization: Globalization necessitates cross-cultural competence and international
business acumen. HRD must include training on global perspectives and intercultural
communication.
5) Legislation and Regulations: Changes in labour laws and regulations can impact HRD
practices. Compliance training becomes crucial to adhere to legal requirements.
6) Social and Demographic Trends: Changing demographics and societal expectations
may influence the need for diversity training, flexible learning options, and programs
that cater to different generations.
7) Competitive Landscape: In competitive industries, HRD can be a strategic tool for
attracting and retaining top talent. Organizations need to stay abreast of industry trends
to remain competitive.
8) Social Responsibility: Organizations committed to social responsibility may integrate
HRD programs that focus on sustainability, ethical practices, and corporate social
responsibility.
Understanding and responding to these internal and external factors is critical for HRD
professionals to design relevant, effective, and sustainable development initiatives that
contribute to the overall success of the organization. Continuous monitoring and adaptation to
the dynamic business environment are key for successful HRD strategies.
LEARNING AND HUMAN RESOURCE DEVELOPMENT
Learning and Human Resource Development (HRD) are closely intertwined concepts within
the organizational context. Learning is the process through which individuals acquire
knowledge, skills, attitudes, and competencies, while HRD focuses on systematically
developing and enhancing the capabilities of employees to meet organizational goals.
Here are key aspects of the relationship between learning and HRD:
1) Training and Development:
Learning: Employees engage in various training activities to acquire new skills or enhance
existing ones.
HRD: Training programs are a core component of HRD initiatives, ensuring employees have
the necessary skills to contribute effectively to organizational objectives.
2) Continuous Learning Culture:
Learning: Encouraging a culture of continuous learning fosters individual growth and
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adaptability.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

HRD: HRD strategies often aim to instill a culture of learning within the organization,
promoting ongoing skill development and knowledge acquisition.
3) Career Development:
Learning: Employees engage in learning activities to advance their careers and achieve
personal goals.
HRD: Career development programs are integral to HRD, supporting employees in their career
progression within the organization.
4) Performance Improvement:
Learning: Acquiring new knowledge and skills can directly impact individual and team
performance.
HRD: HRD initiatives, including performance management systems, aim to enhance overall
organizational performance through the development of employees.
5) Knowledge Management:
Learning: Individuals contribute to organizational knowledge through their learning
experiences and insights.
HRD: HRD professionals often play a role in knowledge management, ensuring that valuable
organizational knowledge is captured, shared, and utilized effectively.
6) Adaptation to Change:
Learning: Learning is crucial for individuals and organizations to adapt to changes in the
external environment.
HRD: Change management initiatives are a part of HRD, helping employees navigate and
embrace organizational changes through learning and development activities.
7) Talent Management:
Learning: Learning opportunities are vital for identifying and nurturing high-potential
employees.
HRD: Talent management, including succession planning, is a strategic aspect of HRD,
ensuring that the organization has a pipeline of skilled and capable individuals.
8) Employee Engagement:
Learning: Engaged employees are often more motivated to participate in learning activities.
HRD: HRD initiatives contribute to employee engagement by providing opportunities for
professional growth and development.
9) Technology Integration:
Learning: Technology is a key enabler of learning, providing various platforms for online
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courses, webinars, and e-learning.

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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

HRD: HRD professionals leverage technology to enhance learning experiences, making

training programs more accessible and efficient.
10) Evaluation and Measurement:
Learning: Assessing the effectiveness of learning activities is essential for improvement.
HRD: HRD professionals use metrics and evaluations to measure the impact of development
programs on individual and organizational performance.
LEARNING STRATEGIES AND STYLES IN HRD
Learning strategies in Human Resource Development (HRD) refer to the approach’s
individuals use to acquire and apply knowledge
Learning strategies and styles play a crucial role in Human Resource Development (HRD) as
they influence how individuals absorb, process, and apply information. Understanding these
strategies and styles helps HRD professionals design effective training and development
programs.
LEARNING STRATEGIES IN HRD:
1) Active Learning: it Involves hands-on experiences, discussions, and problem-solving
activities.
Application in HRD: Incorporating group discussions, simulations (a situation or event that
seems real but is not real), and real-world projects in training programs.
2) Reflective Learning: It Focuses on introspection and analysis of experiences for
deeper understanding.
Application in HRD: Including reflection exercises, case studies, and journaling to encourage
thoughtful learning.
3) Collaborative Learning: It Emphasizes group interaction and cooperative activities.
Application in HRD: Encouraging teamwork, group projects, and peer learning in training
sessions.
4) Experiential Learning: Learning through direct experiences and practical
applications.
Application in HRD: Using role-playing, on-the-job training, and simulations to enhance
practical skills.
5) Self-directed Learning: Individuals take responsibility for their learning, setting goals
and managing their progress.
Application in HRD: Providing resources, e-learning platforms, and personalized
development plans.
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LEARNING STYLES IN HRD:

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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

1) Visual Learners: here the learners prefer visual aids such as charts, graphs, and
diagrams for effective learning.
Application in HRD: Incorporating visual elements in presentations, infographics, and
multimedia materials.
2) Auditory Learners: Learners who Learn best through listening and verbal
communication.
Application in HRD: Including discussions, lectures, podcasts, and verbal explanations in
training sessions.
3) Kinaesthetic Learners: Learners here Learn through physical activities and hands-on
experiences.
Application in HRD: Providing interactive activities, practical exercises, and simulations (a
situation or event that seems real but is not real).
4) Reading/Writing Learners: Learners here prefer written materials and enjoy reading
and writing activities.
Application in HRD: Offering written materials, manuals, and encouraging note-taking.
5) Multimodal Learners: Learners here Adapt well to various learning styles depending
on the context.
Application in HRD: Designing diverse training programs that incorporate visual, auditory,
and kinesthetic elements.

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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

MODULE 2
FRAMEWORK OF HUMAN RESOURCE DEVELOPMENT
Framework of Human Resource Development
Human Resource Development (HRD) is a comprehensive framework that encompasses the
processes and practices aimed at enhancing the skills, knowledge, and capabilities of
individuals within an organization. The framework of Human Resource Development typically
includes the following key components:
a) Training and Development:
Training Programs: Structured activities that aim to improve an individual's skills,
knowledge, and abilities related to their current job responsibilities.
Development Programs: Activities designed to prepare individuals for future responsibilities
and career advancement.
b) Career Development:
Career Planning: Involves helping employees set and achieve career goals within the
organization.
Succession Planning: Identifying and developing employees who have the potential to move
into key positions as part of the organization's long-term strategy.
c) Performance Management:
Performance Appraisals: Regular assessments of an individual's job performance and
contributions.
Feedback and Coaching: Providing constructive feedback and coaching to help individuals
improve their performance.
d) Organizational Development (OD):
Change Management: Supporting individuals and teams through organizational changes.
Culture Building: Fostering a positive organizational culture that aligns with the company's
values and goals.
e) Leadership Development:
Leadership Training: Programs to develop leadership skills at various levels of the
organization.
Mentoring and Coaching: Pairing experienced leaders with individuals who have growth
potential.
f) Knowledge Management:
Learning Management Systems (LMS): Platforms for organizing, tracking, and managing
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training and development activities.

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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Knowledge Sharing: Encouraging the exchange of knowledge and expertise among

employees.
g) Employee Engagement:
Employee Surveys: Gathering feedback on job satisfaction, work environment, and
organizational culture.
Recognition and Rewards: Acknowledging and rewarding employees for their contributions.
h) Workforce Planning:
Talent Acquisition: Identifying and attracting the right talent to meet the organization's current
and future needs.
Skills Gap Analysis: Assessing the skills and competencies required for future organizational
success.
i) Human Resource Information Systems (HRIS):
Technology and Analytics: Using technology to streamline HRD processes and leveraging
data analytics for informed decision-making.
j) Ethical and Legal Considerations:
Compliance: Ensuring HRD practices adhere to legal and ethical standards.
Diversity and Inclusion: Promoting a diverse and inclusive work environment.
k) Evaluation and Measurement:
Key Performance Indicators (KPIs): Metrics to assess the effectiveness of HRD initiatives.
Return on Investment (ROI): Calculating the value generated by HRD programs in relation
to the resources invested.
This framework is dynamic and should be adapted to the specific needs and context of each
organization. Continuous assessment and adjustment of HRD strategies are essential for
staying responsive to evolving business requirements and industry trends.
HRD Processes
Human Resource Development (HRD) processes refer to the systematic and strategic activities
and initiatives undertaken by organizations to enhance the skills, knowledge, and capabilities
of their workforce. The primary goal of HRD processes is to align individual and organizational
needs, ensuring that employees acquire the competencies necessary to contribute effectively to
the achievement of organizational objectives. These processes encompass various stages,
including needs assessment, training and development, performance management, career
development, leadership development, organizational development, and more. HRD processes
are designed to foster a learning culture, support employee growth, and ultimately contribute
to the overall success and competitiveness of the organization in a dynamic and evolving
business environment.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

The Human Resource Development (HRD) processes involve a series of systematic and
strategic steps aimed at enhancing the skills, knowledge, and capabilities of individuals within
an organization. Here are the key HRD processes:
Needs Assessment:
 Identify organizational goals and objectives.
 Assess the current and future skills and competencies required.
 Conduct a gap analysis to identify discrepancies between current and desired
capabilities.
Individual Development Planning:
 Collaborate with employees to set personal and professional development goals.
 Identify specific areas for improvement and skill development.
 Create individual development plans outlining activities, timelines, and resources.
Training and Development:
 Design training programs and initiatives based on identified needs.
 Implement various learning methods, such as classroom training, e-learning,
workshops, and on-the-job training.
 Deliver training to employees and provide resources for continuous learning.
Performance Management:
 Establish performance standards and expectations.
 Conduct regular performance appraisals and assessments.
 Provide constructive feedback to employees on their performance.
Career Development:
 Support employees in creating and managing their career paths.
 Provide opportunities for career advancement and skill development.
 Implement succession planning to identify and groom employees for future roles.
Leadership Development:
 Identify high-potential individuals for leadership roles.
 Provide leadership training programs and opportunities.
 Foster a culture that encourages leadership at all levels.
Organizational Development:
 Implement strategies to enhance organizational effectiveness.
 Manage change effectively through communication, training, and support.
 Foster a positive organizational culture.
Employee Engagement:
 Monitor employee satisfaction and engagement levels.
 Implement initiatives to improve workplace morale and job satisfaction.
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 Recognize and reward employees for their contributions.

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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Knowledge Management:
 Establish systems to capture, organize, and share organizational knowledge.
 Utilize learning management systems (LMS) for efficient training and development
tracking.
 Encourage knowledge sharing and collaboration among employees.
Evaluation and Measurement:
 Use key performance indicators (KPIs) to measure the effectiveness of HRD programs.
 Gather feedback from participants and stakeholders.
 Analyse data to assess the impact of HRD initiatives on organizational goals.
Continuous Improvement:
 Regularly review and update HRD strategies based on organizational needs.
 Stay informed about industry trends and best practices.
 Foster a culture of continuous learning and improvement.
Ethical and Legal Considerations:
 Ensure that HRD practices adhere to ethical standards and legal requirements.
 Promote diversity, equity, and inclusion in all HRD activities.
These HRD processes are interconnected and require ongoing evaluation and adjustment to
align with the organization's changing needs and the external business environment.
Assessing HRD Needs
Assessing Human Resource Development (HRD) needs is a crucial step in the HRD process,
helping organizations identify gaps in skills, knowledge, and capabilities that need to be
addressed to meet organizational objectives. Here are key steps in assessing HRD needs:
Organizational Analysis:
 Strategic Goals and Objectives: Understand the overall goals and objectives of the
organization.
 Skills and Competencies: Identify the skills and competencies required to achieve
organizational success.
 Workforce Analysis: Assess the current workforce in terms of size, structure, and
capabilities.
Task Analysis:
 Job Analysis: Examine specific job roles to determine the skills and knowledge
needed.
 Task Identification: Break down tasks associated with each job role to identify
required competencies.
 Critical Incident Technique: Analyze critical incidents that highlight key
competencies needed for job performance.
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Person Analysis:
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 Performance Appraisals: Review individual and team performance evaluations.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

 Skills Inventory: Assess the current skills and competencies of employees.

 Feedback Mechanisms: Gather input from employees and managers regarding areas
for improvement.
Environmental Analysis:
 Industry Trends: Stay informed about trends, changes, and innovations in the industry.
 Technological Advances: Consider how technology changes may impact workforce
skills.
 Legal and Regulatory Changes: Be aware of any changes in laws or regulations
affecting the workforce.
SWOT Analysis:
 Strengths and Weaknesses: Identify strengths and weaknesses within the current
workforce.
 Opportunities and Threats: Consider external factors that may present opportunities
or threats to the organization's human capital.
Employee Surveys and Feedback:
 Surveys: Conduct surveys to gather information on employee satisfaction, engagement,
and perceived development needs.
 Focus Groups: Facilitate discussions with employees to gain qualitative insights.
 One-on-One Interviews: Conduct individual interviews to understand personal
development aspirations.
Skills Gap Analysis:
 Compare Current and Desired Skills: Identify the gap between the skills employees
currently possess and the skills required for future success.
 Future Workforce Needs: Anticipate the skills and competencies needed in the future.
Benchmarking:
 Compare with Industry Standards: Benchmark the organization's workforce against
industry standards.
 Best Practices: Learn from the HRD practices of high-performing organizations.
Review of Organizational Performance:
 Business Metrics: Analyse key performance indicators (KPIs) related to human capital
and organizational performance.
 Linkage to HRD: Assess how HRD initiatives can positively impact business
outcomes.
Alignment with Organizational Culture:
Cultural Assessment: Consider the organization's values, beliefs, and culture.
Alignment with HRD Goals: Ensure that HRD initiatives align with the overall organizational
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culture.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

By conducting a thorough needs assessment, organizations can identify specific areas for
development, tailor HRD initiatives to address these needs, and ultimately enhance the
capabilities of their workforce to meet both current and future challenges.
HRD Model:
Human Resource Development (HRD) models are frameworks that organizations use to plan
and implement strategies for the training, development, and overall growth of their employees.
HRD models aim to enhance the skills, knowledge, and abilities of individuals within an
organization, aligning their development with the organization's goals
Below are some of the HRD Models:
1) ADDIE Model:
The ADDIE Model is a systematic instructional design framework widely used in Human
Resource Development (HRD) and educational settings. ADDIE stands for Analysis, Design,
Development, Implementation, and Evaluation. Each phase of the model represents a key step
in the process of creating effective training and development programs. The model is iterative,
meaning that feedback gathered in the later stages can inform adjustments in the earlier stages.
Here's a breakdown of each phase:
Analysis: The first step involves a comprehensive analysis of the training or development
needs. This includes identifying the goals and objectives of the training, understanding the
target audience, and assessing their existing knowledge and skills. The goal is to determine the
gap between the current state and the desired state.
Design: Based on the analysis, the design phase focuses on developing a blueprint for the
training program. This includes defining learning objectives, content, instructional methods,
and assessment strategies. The design phase aims to create a plan that aligns with the identified
needs and supports effective learning.
Development: In this phase, the actual training materials and resources are created. This can
involve developing presentations, writing training manuals, creating multimedia content, and
designing any other materials needed for the training program. The goal is to bring the
instructional design plan to life.
Implementation: The implementation phase involves the actual delivery of the training
program. This can include conducting training sessions, workshops, or other learning activities.
Trainers or facilitators follow the plan created in the design phase to ensure that the training is
delivered effectively and efficiently.
Evaluation: The evaluation phase assesses the effectiveness of the training program.
Evaluation occurs at multiple levels:
 Reaction: Gathering feedback from participants on their satisfaction and perceptions
of the training.
 Learning: Assessing the extent to which participants have acquired new knowledge
and skills.
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 Behaviour: Observing changes in behaviour or performance in the workplace resulting

from the training.
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 Results: Measuring the impact of the training on organizational goals and outcomes.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

The feedback obtained during the evaluation phase is used to make improvements to the
training program for future iterations.
It's important to note that the ADDIE Model is not strictly linear; rather, it is an iterative
process. Feedback from the evaluation phase may prompt a return to earlier phases (Analysis,
Design, or Development) to make necessary adjustments. This iterative nature allows for
continuous improvement and ensures that the training program remains relevant and effective
over time. The ADDIE Model provides a structured and systematic approach to instructional
design and is widely recognized for its versatility and applicability in various learning and
development contexts.
2) Kirkpatrick's Four-Level Training Evaluation Model
Kirkpatrick's Four-Level Training Evaluation Model is a widely used framework for assessing
the effectiveness of training programs. Developed by Donald Kirkpatrick, the model consists
of four levels, each representing a different aspect of evaluation. The levels are hierarchical,
with each subsequent level building on the information gathered from the previous level. Here
are the four levels of Kirkpatrick's model:
Level 1: Reaction - "How did participants react to the training?"
Purpose: This level focuses on gathering feedback on participants' reactions and perceptions
of the training experience. It assesses the immediate response of participants to the training,
including their satisfaction, engagement, and perceptions of the training's relevance.
Methods: Feedback can be collected through surveys, interviews, or informal discussions
immediately following the training session.
Level 2: Learning - "What knowledge and skills were acquired during the training?"
Purpose: Level 2 evaluates the extent to which participants have acquired new knowledge,
skills, or attitudes as a result of the training. It measures the learning outcomes and the
effectiveness of the instructional methods used.
Methods: Assessment tools such as tests, quizzes, skill demonstrations, or observations are
used to measure the participants' learning.
Level 3: Behaviour - "To what extent are participants applying what they learned on the job?"
Purpose: This level assesses the transfer of knowledge and skills from the training environment
to the workplace. It evaluates whether participants are applying what they learned and making
changes in their behaviour or performance.
Methods: Surveys, interviews, observations, or performance reviews may be used to gather
information on changes in behaviour or job performance.
Level 4: Results - "What impact did the training have on the organization's goals?"
Purpose: The highest level of evaluation focuses on the overall impact of the training on
organizational outcomes. It examines whether the training has contributed to achieving specific
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business objectives or improving key performance indicators.

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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Methods: Data collection methods may include analysing organizational metrics, comparing
performance data before and after training, and conducting cost-benefit analyses.
It's important to note that each level of the Kirkpatrick model represents a more comprehensive
and challenging form of evaluation. While Level 1 and Level 2 focus on individual reactions
and learning, Level 3 and Level 4 assess the broader organizational impact of the training.
Additionally, the model emphasizes the importance of demonstrating a clear link between
training efforts and organizational success.
Kirkpatrick's Four-Level Training Evaluation Model is a valuable tool for organizations to
assess the effectiveness of their training programs, identify areas for improvement, and
demonstrate the return on investment in training initiatives.
3) Career Development Model
The Career Development Model is a framework that organizations and individuals use to plan
and manage career growth. It focuses on the process of self-assessment, goal setting, skill
development, and career planning. Different models may have varying steps, but a common
approach includes the following stages:
Self-Assessment: Individuals assess their interests, values, skills, and strengths to gain a better
understanding of themselves and their preferences.
Career Exploration: Individuals research and explore different career options, industries, and
job roles that align with their skills and interests.
Goal Setting: Based on self-assessment and career exploration, individuals set short-term and
long-term career goals. These goals may include acquiring specific skills, gaining experience,
or reaching certain positions.
Skill Development: Individuals identify the skills and competencies required for their chosen
career path and work on developing or enhancing those skills through training, education, or
on-the-job experiences.
Action Planning: Individuals create a plan outlining the steps they need to take to achieve
their career goals. This may involve setting milestones, timelines, and identifying potential
obstacles.
Implementation: Individuals execute their action plans, taking the necessary steps to achieve
their career goals. This may involve seeking additional education, networking, applying for
promotions, or making strategic job moves.
Feedback and Adjustment: Individuals periodically assess their progress, seek feedback from
mentors or supervisors, and adjust their career development plans as needed.
The Career Development Model emphasizes continuous learning, adaptability, and proactive
career management.
4) Mentoring and Coaching Model
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Mentoring and coaching are strategies used to support individuals in their personal and
professional development. While mentoring and coaching have some overlap, they generally
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serve different purposes:

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Mentoring:
Definition: Mentoring involves a more experienced individual (mentor) providing guidance,
advice, and support to a less experienced individual (mentee).
Models: There are various mentoring models, including traditional one-on-one mentoring,
group mentoring, and peer mentoring. The relationship can be formal or informal.
Coaching:
Definition: Coaching focuses on helping individuals improve specific skills, achieve goals,
and enhance performance. Coaches provide structured guidance and feedback.
Models: GROW (Goals, Reality, Options, Will) is a commonly used coaching model that helps
individuals clarify their goals, understand their current reality, explore options, and commit to
specific actions.
Both mentoring and coaching models share common elements:
 Establishing Goals: Identifying and clarifying the mentee's or coacher’s goals and
objectives.
 Building Relationships: Establishing a positive and trusting relationship between the
mentor or coach and the mentee or coachee.
 Feedback and Reflection: Providing constructive feedback, facilitating reflection, and
encouraging self-discovery.
 Action Planning: Collaborating on action plans to address developmental areas and
achieve goals.
 Continuous Improvement: Emphasizing continuous learning, growth, and
improvement over time.
Mentoring and coaching models are flexible and can be adapted to various contexts, whether
in the workplace, academia, or personal development. They contribute to individual and
organizational success by fostering learning, skill development, and career advancement.
5) Performance Improvement Model
The Performance Improvement Model is a systematic approach to analysing and improving
performance within an organization. It focuses on identifying and addressing the root causes
of performance issues to enhance individual and organizational effectiveness. The model
typically involves several key stages:
Identify Performance Gaps: Assess and identify discrepancies between current performance
levels and desired performance standards or organizational goals.
Analyse Causes: Conduct a thorough analysis to determine the root causes of performance
gaps. This may involve examining factors such as skills, knowledge, motivation, resources, or
organizational systems.
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Design Interventions: Develop targeted interventions or solutions to address the identified

causes of performance gaps. This may involve training, process improvement, changes in
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policies or procedures, or other initiatives.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Implement Solutions: Put the designed interventions into action. This could involve
implementing training programs, making changes to work processes, providing additional
resources, or adjusting organizational policies.
Monitor and Evaluate: Continuously monitor the impact of interventions on performance.
Evaluate the effectiveness of the implemented solutions and adjust as necessary.
Sustain Improvement: Establish mechanisms to sustain the improvements in performance
over the long term. This may involve ongoing training, regular performance reviews, and
continuous improvement initiatives.
The Performance Improvement Model provides a structured and systematic approach to
addressing performance issues by focusing on underlying causes rather than simply treating
symptoms.
6) Training Needs Assessment Models
Training Needs Assessment (TNA) models are used to identify the specific training and
development needs of individuals or groups within an organization. Conducting a TNA helps
ensure that training programs are targeted and address the most critical areas for improvement.
Several models exist for conducting Training Needs Assessments, and they generally involve
the following steps:
Identify Objectives: Clearly define the goals and objectives of the organization or specific
departments. Understanding organizational objectives helps align training with broader
strategic goals.
Define Job Roles and Competencies: Identify the key job roles within the organization and
the competencies required for success in those roles. This involves understanding the skills,
knowledge, and abilities necessary for effective performance.
Assess Current Competencies: Evaluate the current competencies of employees in relation to
the identified job roles. This may involve surveys, interviews, performance appraisals, or skill
assessments.
Identify Performance Gaps: Analyse the difference between the current competencies and
the desired competencies. This identifies the specific areas where training is needed.
Prioritize Training Needs: Prioritize training needs based on factors such as the criticality of
skills, the impact on organizational goals, and the feasibility of addressing specific gaps.
Develop Training Programs: Design and develop training programs that target the identified
needs. This could involve in-house training, external workshops, e-learning, or other learning
methods.
Implement and Evaluate: Implement the training programs and continuously evaluate their
effectiveness. This step involves collecting feedback, monitoring participant progress, and
adjusting as needed.
By following a Training Needs Assessment model, organizations can ensure that their training
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efforts are strategic, focused, and aligned with the development needs of their workforce.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Designing Effective HRD Program:

An effective Human Resource Development (HRD) program is one that successfully addresses
the learning and development needs of employees, contributes to organizational goals, and
enhances overall performance and productivity. Several key elements contribute to the
effectiveness of an HRD program:
Alignment with Organizational Goals: An effective HRD program is closely aligned with
the strategic objectives and goals of the organization. It addresses specific skills, knowledge,
and competencies that are crucial for achieving organizational success.
Needs Assessment: Before designing an HRD program, a thorough needs assessment should
be conducted. This involves identifying the skills and competencies required by employees to
meet their job responsibilities and contribute to organizational objectives.
Clear Learning Objectives: The program should have clear and specific learning objectives
that outline what participants are expected to know or be able to do upon completion. These
objectives should align with the identified needs.
Appropriate Design and Delivery Methods: The program should use effective instructional
design principles and employ suitable delivery methods. This could include a mix of classroom
training, e-learning, on-the-job training, workshops, mentoring, and coaching, depending on
the nature of the content and the preferences of the participants.
Engagement and Interactivity: An effective HRD program engages participants actively and
fosters interactivity. This could involve group discussions, case studies, simulations, role-
playing, and other interactive activities that enhance the learning experience.
Relevance to Participants: The content of the program should be relevant to the participants'
roles and responsibilities. It should address real-world challenges and provide practical
solutions that participants can apply in their daily work.
Measurement and Evaluation: An effective HRD program includes mechanisms for
measuring and evaluating its impact. This involves assessing participants' learning outcomes,
as well as monitoring the application of new skills and knowledge in the workplace.
Continuous Improvement: The HRD program should be flexible and open to continuous
improvement. Feedback from participants and evaluations should be used to refine and enhance
the program for future iterations.
Supportive Learning Environment: Creating a positive and supportive learning environment
is essential for effective HRD. This includes providing resources, addressing any barriers to
learning, and fostering a culture that values continuous development.
Integration with Talent Management: An effective HRD program is integrated with broader
talent management initiatives. This involves linking learning and development efforts with
performance management, career development, and succession planning.
Accessibility and Inclusivity: The program should be accessible to all employees and
designed to accommodate diverse learning styles and preferences. Inclusivity ensures that a
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broad range of employees can benefit from the program.

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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Communication and Marketing: Effective communication about the HRD program is

crucial. Employees should be aware of the program, understand its benefits, and be motivated
to participate.
By incorporating these elements, organizations can develop and implement HRD programs that
contribute to employee development, enhance organizational capabilities, and ultimately
support the achievement of strategic goals.
Key activities in Designing HRD Programme
1) Setting objectives
2) Selecting the trainer or vendor
3) Developing a lesson plan
4) Selecting program methods and techniques
5) Preparing materials
6) Scheduling the programme
HRD Intervention:
Human Resource Development (HRD) intervention refers to planned and purposeful activities
or programs designed to enhance the skills, knowledge, abilities, and overall development of
individuals and groups within an organization. These interventions are strategically
implemented to address specific developmental needs, improve performance, and contribute to
the achievement of organizational goals.
The primary objectives of HRD interventions include:
a) Skill Enhancement: Improve employees' skills and competencies to meet the demands
of their roles and responsibilities.
b) Knowledge Development: Facilitate continuous learning and knowledge acquisition
to keep employees updated on industry trends, technologies, and best practices.
c) Performance Improvement: Enhance individual and team performance to achieve
higher levels of productivity and efficiency.
d) Leadership Development: Nurture leadership qualities and capabilities among
employees at various levels within the organization.
e) Career Growth and Advancement: Support employees in their career development
by providing opportunities for growth, advancement, and skill diversification.
f) Employee Engagement: Foster a positive work environment, increase job satisfaction,
and promote employee engagement.
g) Succession Planning: Identify and prepare individuals for key roles to ensure a smooth
transition in leadership and critical positions.
h) Organizational Effectiveness: Improve overall organizational effectiveness by
addressing issues related to communication, collaboration, and culture.
Different HRD Interventions:
1) Training Programs: Organized learning experiences designed to impart specific skills,
knowledge, and competencies to employees.
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2) Coaching and Mentoring: One-on-one guidance provided by a coach or mentor to

help individuals improve skills, overcome challenges, and achieve personal or
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professional goals.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

3) Leadership Development Programs: Initiatives focused on developing leadership

skills and qualities among employees at different organizational levels.
4) Performance Management Systems: Systems and processes for setting expectations,
providing feedback, and conducting performance appraisals.
5) Succession Planning: Identifying and preparing individuals for key roles to ensure a
smooth transition in leadership.
6) Job Rotation and Job Enrichment: Programs that involve moving employees through
different roles or redesigning jobs to make them more challenging.
7) Team Building: Activities and interventions aimed at improving communication,
collaboration, and cohesion among team members.
8) Organizational Development (OD) Interventions: Efforts to improve overall
organizational effectiveness, including change management programs and culture
change initiatives.
9) Employee Wellness Programs: Initiatives addressing the well-being of employees,
including fitness programs, stress management, and mental health support.
10) Career Development Programs: Activities that help employees plan and manage their
careers within the organization.
11) Diversity and Inclusion Initiatives: Efforts to create a more inclusive and diverse
workplace, including training programs and awareness campaigns.
12) Employee Engagement Surveys and Action Planning: Surveys and interventions to
assess and improve employee engagement levels.
Each HRD intervention is chosen based on the specific needs, goals, and challenges of the
organization. The combination of these interventions contributes to the holistic development
of the workforce and the organization as a whole.
Creating HRD Programs:
Creating Human Resource Development (HRD) programs involves designing and
implementing systematic and purposeful initiatives to enhance the skills, knowledge, and
overall development of individuals within an organization. HRD programs are strategically
crafted to align with organizational goals, address specific developmental needs, and contribute
to the growth and success of both individuals and the organization. Here's a breakdown of key
aspects involved in creating HRD programs:
Meaning
HRD programs encompass a range of structured activities and interventions aimed at fostering
continuous learning, skill development, and performance improvement among employees.
These programs are designed to meet the current and future needs of the organization by
aligning individual and team capabilities with strategic objectives.
The objectives of creating HRD programs include:
a) Skill Enhancement: Develop and improve the specific skills and competencies
required for effective job performance.
b) Knowledge Development: Facilitate continuous learning and knowledge acquisition
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to stay abreast of industry trends and best practices.

c) Career Development: Provide opportunities for employees to advance in their careers
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within the organization.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

d) Leadership Development: Nurture leadership qualities and capabilities at various

organizational levels.
e) Performance Improvement: Enhance individual and team performance to achieve
higher levels of productivity and efficiency.
f) Employee Engagement: Foster a positive work environment, increase job satisfaction,
and promote a sense of engagement and commitment among employees.
Steps in Creating HRD Programs:
1) Needs Assessment: Identify and analyse the specific developmental needs of
individuals and teams within the organization. This involves conducting surveys,
interviews, performance appraisals, and other assessments to understand the skills and
knowledge gaps.
2) Set Clear Objectives: Clearly define the objectives of the HRD program based on the
identified needs. Objectives should be specific, measurable, achievable, relevant, and
time-bound (SMART).
3) Design the Program: Develop the structure, content, and delivery methods of the
program. Consider a mix of training, coaching, mentoring, workshops, e-learning, and
other learning methodologies based on the nature of the content and the preferences of
the participants.
4) Implementation: Roll out the HRD program according to the designed plan. Ensure
that resources, materials, and support systems are in place to facilitate a smooth
implementation.
5) Monitoring and Evaluation: Continuously monitor the progress of the program.
Collect feedback from participants, assess learning outcomes, and make any necessary
adjustments to improve effectiveness.
6) Integration with Organizational Goals: Ensure that the HRD program is closely
aligned with the overall strategic goals of the organization. The program should
contribute to the achievement of organizational objectives and address critical business
needs.
7) Sustainability and Continuous Improvement: Establish mechanisms to sustain the
impact of the HRD program over time. Encourage continuous improvement by
incorporating feedback, staying abreast of evolving needs, and updating the program as
necessary.
Key Components of HRD Programs:
Training Modules: Develop structured training sessions or modules to impart specific skills,
knowledge, and competencies.
Coaching and Mentoring Programs: Establish programs to provide one-on-one guidance and
support for individual development
Leadership Development Initiatives: Create programs to identify and nurture leadership
potential within the organization.
Career Development Plans: Offer resources and guidance to help employees plan and manage
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their careers.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Performance Management Systems: Implement systems for setting expectations, providing

feedback, and conducting performance appraisals.
Employee Engagement Initiatives: Develop activities and interventions to boost employee
engagement, satisfaction, and retention.
Succession Planning: Identify and groom individuals for key positions to ensure
organizational continuity.
Wellness Programs: Implement initiatives to promote employee health and well-being.
Diversity and Inclusion Training: Foster a diverse and inclusive workplace through training
programs and awareness campaigns.
Creating effective HRD programs requires a thoughtful and strategic approach, considering the
unique needs and context of the organization. The programs should be dynamic, adaptive, and
responsive to changes in the business environment and the workforce.
Implementing HRD Programmes:
HRD programs are systematic and purposeful initiatives designed to enhance the skills,
knowledge, and overall development of individuals within an organization.
The major purpose of HRD programs is to Aligned with organizational goals, HRD programs
contribute to continuous learning, skill development, and improved performance.
Steps in Implementing HRD Programs:
a) Needs Assessment:
- Identify and analyse specific developmental needs through surveys, interviews,
and assessments.
- Understand skills and knowledge gaps to inform program design.
b) Set Clear Objectives:
- Define program objectives that are Specific, Measurable, Achievable, Relevant,
and Time-bound (SMART).
- Objectives should align with organizational goals and address identified needs.
c) Design the Program:
- Develop the program structure, content, and delivery methods.
- Consider a mix of training, coaching, mentoring, workshops, and e-learning.
d) Implementation:
- Roll out the program according to the designed plan.
- Ensure resources, materials, and support systems are in place for a smooth
implementation.
e) Monitoring and Evaluation:
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- Continuously monitor program progress.

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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

- Collect participant feedback, assess learning outcomes, and make adjustments

as needed.
f) Integration with Organizational Goals:
- Ensure alignment with the overall strategic goals of the organization.
- Programs should contribute to organizational objectives and address critical
business needs.
g) Sustainability and Continuous Improvement:
- Establish mechanisms to sustain the impact of the program over time.
- Encourage continuous improvement by incorporating feedback and updating
the program.
Key Components of HRD Programs:
1. Training Modules: Structured sessions or modules to impart specific skills and
knowledge.
2. Coaching and Mentoring Programs: One-on-one guidance and support for individual
development.
3. Leadership Development Initiatives: Programs to identify and nurture leadership
potential.
4. Career Development Plans: Resources and guidance for employees to plan and
manage their careers.
5. Performance Management Systems: Systems for setting expectations, providing
feedback, and conducting appraisals.
6. Employee Engagement Initiatives: Activities and interventions to boost engagement,
satisfaction, and retention.
7. Succession Planning: Identifying and grooming individuals for key positions to ensure
organizational continuity.
8. Wellness Programs: Initiatives to promote employee health and well-being.
9. Diversity and Inclusion Training: Training programs and awareness campaigns to
foster a diverse and inclusive workplace.
Employee Orientation
Employee orientation is the process of introducing new hires to their jobs, co-workers,
responsibilities, and workplace. It allows employees the chance to feel comfortable within their
new teams, departments, and roles within the company.
In simple terms Employee Orientation is the process of introducing newly hired employees to
the organization, its culture, policies, procedures, and their roles and responsibilities.
Purpose of Employee Orientation:
a) Integration: Helps new employees feel integrated into the organizational culture and
environment.
b) Information: Provides essential information about the company, job expectations, and
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work policies.
c) Expectation Setting: Establishes clear expectations for performance, conduct, and
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career development.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

d) Socialization: Facilitates socialization and networking among new employees and

existing staff.
e) Retention: A positive orientation experience contributes to employee satisfaction and
retention.
Key Components of Employee Orientation:
Welcome and Introduction: Warm welcome, introduction to colleagues, and an overview of
the organization's values and culture.
Company Overview: Information about the company's history, mission, vision, and key
business operations.
Policies and Procedures: Explanation of workplace policies, rules, and procedures, including
those related to attendance, leave, and code of conduct.
Job Responsibilities: Detailed overview of the employee's specific job responsibilities, tasks,
and expectations.
Benefits and Compensation: Explanation of employee benefits, compensation structure, and
relevant HR policies.
Training and Development Opportunities: Overview of available training and development
programs to enhance skills and career growth.
Safety and Security Guidelines: Information about workplace safety measures, emergency
procedures, and security protocols.
Introduction to Team and Department: Introduction to team members, supervisors, and key
personnel in the department.
Organizational Structure: Overview of the organizational structure, including reporting lines
and key departments.
Q&A Session: Opportunity for new employees to ask questions and seek clarification on any
aspect of the orientation.
Implementation Best Practices:
a) Personalized Approach: Tailor orientation sessions to the specific needs and roles of
different employee groups.
b) Interactive Methods: Use interactive methods such as group activities, role-playing,
and discussions to engage new employees.
c) Documentation: Provide written materials, including employee handbooks, to
reinforce key information.
d) Feedback Mechanism: Establish a feedback mechanism to continuously improve the
orientation process based on employee input.
e) Follow-Up: Conduct follow-up sessions to address any additional questions or
concerns that may arise after initial orientation.
f) Technology Integration: Leverage technology, such as online platforms or e-learning
39

modules, to enhance the orientation experience.

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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

g) Evaluation: Assess the effectiveness of the orientation program through feedback

surveys and metrics like employee satisfaction and retention rates.
h) Ongoing Development: Recognize that orientation is just the beginning; ongoing
development and support are crucial for long-term employee success.
Employee orientation is a vital component of HRD, setting the foundation for a positive
employee experience, engagement, and productivity within the organization. It serves as the
first step in the continuous learning and development journey for new hires.
Fundamental Concepts of Socialization
Socialization is the process of learning the values, beliefs, rules, and regulations of society. It
prepares people to participate in a social group by teaching them its norms and expectations.
Socialization is a critical aspect of Human Resource Development (HRD) that involves the
process of introducing individuals to the norms, values, practices, and expectations of a
particular social group or organization. In the context of HRD, socialization plays a key role in
helping new employees integrate into the workplace culture and facilitates their ongoing
development within the organization. Here are some fundamental concepts of socialization in
HRD:
Definition of Socialization in HRD:
Socialization is the systematic process through which individuals learn and internalize the
values, behaviours, and cultural norms of an organization, contributing to their effective
integration and adaptation.
Importance of Socialization in HRD:
a) Cultural Integration: Socialization helps new employees assimilate into the
organizational culture, promoting a sense of belonging.
b) Effective Communication: It facilitates the transmission of information about
organizational values, expectations, and communication norms.
c) Reduced Uncertainty: Socialization reduces the uncertainty that new employees may
feel by providing clarity on roles, responsibilities, and organizational processes.
d) Employee Engagement: Proper socialization contributes to higher levels of employee
engagement, job satisfaction, and commitment.
e) Performance Improvement: Well-socialized employees are better equipped to
perform effectively in their roles and contribute to organizational success.
Stages of Socialization in HRD:
a. Anticipatory Socialization:
- Occurs before an individual formally joins the organization.
- Involves gathering information about the organization through sources like interviews,
company websites, and social networks.
b. Encounter:
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- The initial phase of joining the organization.

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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

- New employees start to understand the organizational culture and begin to align their
behaviours with its norms.
c. Change and Acquisition:
- Employees gradually adapt to the organization's culture, values, and work practices.
- This stage involves learning job tasks, socializing with colleagues, and becoming part of the
organizational network.
Agents of Socialization in HRD:
Peers: Colleagues play a crucial role in socialization by providing support, guidance, and
informal knowledge about the organization.
Supervisors and Managers: Leaders contribute to socialization by setting expectations,
providing feedback, and modelling organizational values.
Organizational Policies and Documents: Employee handbooks, policies, and other written
materials serve as formal sources of information for new employees.
Organizational Culture: The broader organizational culture, including rituals, ceremonies,
and symbols, influences the socialization process.
Socialization Tactics in HRD:
1) Formal Orientation Programs:
- Structured programs to introduce new employees to the organization's culture, policies, and
procedures.
2) Onboarding Processes:
- Comprehensive onboarding processes that extend beyond the initial orientation and help
employees adapt over time.
3) Mentorship Programs:
- Pairing new employees with experienced mentors to provide guidance and support during the
socialization process.
4) Training Initiatives:
- Including training on organizational values, communication norms, and job-specific skills.
Role of Socialization in Organizational Change:
Socialization is crucial during periods of organizational change to help employees adapt to new
structures, processes, and ways of working.
Measurement and Evaluation:
Assessing the success of socialization through employee surveys, turnover rates, and
performance metrics.
41
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Socialization is a fundamental concept in HRD, influencing the integration, development, and

engagement of individuals within an organization. A well-designed socialization process
contributes to positive organizational outcomes and employee success.
Realistic Job Preview
A Realistic Job Preview (RJP) is a recruitment and selection strategy that provides job
candidates with an accurate and balanced preview of both positive and negative aspects of a
job. It aims to give candidates a realistic understanding of the demands, challenges, and
opportunities associated with a specific role.
Objectives of Realistic Job Previews:
a) Informed Decision-Making: To enable candidates to make well-informed decisions
about whether the job aligns with their skills, values, and expectations.
b) Reduce Turnover: By presenting an honest portrayal of the job, RJPs help reduce
turnover rates as candidates are less likely to be surprised or dissatisfied after joining.
c) Enhance Job Satisfaction: Candidates who are well-informed about the job are more
likely to have realistic expectations, leading to higher job satisfaction.
d) Align Expectations: RJPs help align candidate expectations with the actual work
environment, fostering a better fit between the individual and the organization.
Components of Realistic Job Previews:
Job Responsibilities: Clear presentation of the day-to-day tasks and responsibilities associated
with the job.
Work Environment: Description of the physical work environment, including potential
challenges or unique aspects.
Team Dynamics: Insights into the team structure, collaboration expectations, and the overall
workplace culture.
Performance Expectations: Clear expectations regarding performance standards, goals, and
any associated metrics.
Career Development Opportunities: Information on potential career paths, growth
opportunities, and advancement within the organization.
Potential Challenges: Open discussion about potential challenges or stressors associated with
the job.
Testimonials and Experiences: Sharing real-life testimonials or experiences of current
employees in similar roles.
Benefits of Realistic Job Previews:
a) Reduces Turnover: Candidates who have a realistic understanding of the job are less
likely to leave shortly after joining.
b) Increased Job Satisfaction: Candidates are more likely to be satisfied with their job
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when their expectations align with the actual work environment.

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[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

c) Enhanced Organizational Reputation: Providing honest and transparent information

contributes to a positive organizational reputation.
d) Better Employee Fit: RJPs help ensure that candidates who accept job offers are a
good fit for the organization.
Considerations:
Balanced Information: Ensure that both positive and challenging aspects of the job are
presented in a balanced manner.
Consistency: Consistency in presenting RJPs to all candidates for fairness and transparency.
Legal Compliance: Ensure that the RJP process complies with legal and ethical standards.

Training Methods
Training is a systematic process of developing knowledge, skills, and competencies in
individuals to improve their performance in a specific job or role. It involves organized and
purposeful activities designed to enhance an individual's capabilities, ensure they acquire
relevant information, and enable them to perform tasks effectively. Training can take various
forms, including classroom instruction, hands-on exercises, on-the-job learning, and
technology-enabled methods.
In a broader context, training is not only about acquiring technical skills but also includes the
development of soft skills, such as communication, teamwork, problem-solving, and leadership
abilities. Effective training programs contribute to employee growth, job satisfaction, and
overall organizational success by aligning individual capabilities with the strategic objectives
of the organization.
Self Paced/Computer Based/Company Sponsored Training
1) Self-Paced Training: Self-paced training refers to a learning approach where individuals
have the flexibility to set their own learning pace. Learners can progress through the training
materials and modules at their own speed, allowing for a personalized learning experience.
Examples for Self-Paced Training: Online courses, self-study modules, learning management
system (LMS)-based training.
Characteristics:
 Learner autonomy and control over the learning process.
 Access to learning materials at any time, allowing flexibility in scheduling.
2) Computer-Based Training (CBT): Computer-Based Training involves the use of computer
technology, software, and multimedia resources to deliver training content. It can include
interactive modules, simulations, e-learning courses, and other digital tools.
Examples of Computer-Based Training: Interactive software tutorials, e-learning modules,
simulations.
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Characteristics:
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

 Utilizes computer programs and applications for training delivery.

 Can incorporate multimedia elements, such as videos, animations, and quizzes.
3) Company-Sponsored Training: Company-sponsored training refers to training programs
or initiatives that are funded and organized by the employer. The company takes responsibility
for providing resources, materials, and often the training environment to facilitate employee
development.
Examples of Company-Sponsored Training: In-house workshops, external seminars,
certification programs funded by the company.
Characteristics:
 Financial support from the company for training initiatives.
 Alignment with organizational goals and priorities.
 Can include a variety of training methods, such as workshops, seminars, or online
courses.
Benefits of the above Trainings:
Flexibility: Self-paced and computer-based training offer flexibility for learners to access
materials at their convenience, often using digital platforms.
Cost-Effective: Computer-based training can be cost-effective as it eliminates the need for
traditional classroom setups and printed materials.
Customization: Learners can tailor their learning experience in self-paced training, focusing
on areas where they need improvement.
Organizational Investment: Company-sponsored training demonstrates an organization's
commitment to employee development and skill enhancement.
Adaptability: Learners can adapt the training pace to their own learning styles and preferences.
Consistency: Computer-based training ensures consistent delivery of content.
Strategic Alignment: Company-sponsored training aligns with organizational goals and skill
requirements.
On the Job and Off the Job Training
On-the-Job Training (OJT):
On-the-Job Training (OJT) is a training approach where employees learn and acquire new skills
while performing their actual job tasks and responsibilities. It involves hands-on experience
and practical learning within the real work environment.
Key Characteristics:
a) Learning by Doing: Employees learn through direct involvement in the tasks and
activities related to their job roles.
b) Immediate Application: Knowledge and skills acquired during OJT are immediately
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applied to the job context.

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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

c) Supervision: Often involves close supervision and guidance from experienced

colleagues, mentors, or supervisors.
d) Real-World Relevance: Training is directly related to the specific requirements and
challenges of the job.
Examples of On-the-Job Training:
 Apprenticeships
 Shadowing experienced employees
 Coaching and mentoring programs
 Job rotation
 Cross-training within the same department
Advantages: Disadvantages:

 Direct application of skills to the job.  Variability in the quality of training

 Real-world relevance and contextual depending on the expertise of the
learning. supervisor.
 Cost-effective as it utilizes existing  Potential disruption to regular work
workplace resources. activities during training.
 Immediate feedback and support  Limited exposure to different
from supervisors. perspectives and practices.

Off-the-Job Training: Off-the-Job Training involves training activities conducted away from
the actual work environment. Employees are taken out of their regular job duties to participate
in training programs that focus on specific skills, knowledge, or competencies.
Key Characteristics:
a) Dedicated Learning Environment: Training occurs in a separate and dedicated
setting, such as classrooms, workshops, or external training facilities.
b) Focused Curriculum: Curriculum is designed to address specific learning objectives
and may not be directly related to the employee's daily tasks.
c) Trainer Expertise: Training is often facilitated by external experts or trainers.
d) Structured Programs: Programs are organized and structured, following a planned
schedule.
Examples of Off-the-Job Training:
 Workshops and seminars
 Conferences and conventions
 Online courses and e-learning programs
 Vocational or technical schools
 Degree programs and certifications
Advantages: Disadvantages:
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 Exposure to a broader range of  Limited immediate application of

knowledge and perspectives. skills to the job.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

 Dedicated focus on learning without  Potential disconnect between training

workplace distractions. content and job requirements.
 Access to specialized expertise and  Higher costs associated with external
resources. trainers and resources.
 Structured and organized curriculum.  Potential disruption to regular work
schedules.

Choosing Between On-the-Job and Off-the-Job Training:

The choice between on-the-job and off-the-job training depends on factors such as the nature
of the skills being developed, the organization's resources, the level of expertise required, and
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the preferred learning styles of employees. Often, a combination of both approaches is used to
create a well-rounded training program that addresses various learning needs.
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[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Case Studies
A case study is a detailed analysis of a real or hypothetical situation, event, or problem. In the
context of training and development, case studies are used to present participants with a specific
scenario that requires analysis, decision-making, and problem-solving.
Example: An HR case study could involve a scenario where an organization is facing
challenges in employee morale and engagement. Participants analyse the case to identify the
root causes, propose solutions, and develop strategies for improving employee satisfaction. The
case might include information about organizational culture, leadership practices, and previous
HR interventions.
Corporate Example: A multinational corporation is facing challenges in retaining its top talent.
The HR department develops a case study analysing factors such as workplace culture, career
development opportunities, and employee engagement. HR professionals use this case study to
identify areas for improvement and implement strategies to enhance the overall employee
experience.
Characteristics:
 Real or Hypothetical Scenarios: Cases can be based on actual events or created for
educational purposes.
 Decision-Making Focus: Participants are often required to make decisions or
recommendations based on the information provided.
 Multifaceted Learning: Participants gain insights into various aspects of a situation,
such as organizational dynamics, interpersonal relationships, and ethical
considerations.
Application:
 Business and management training
 Ethical decision-making scenarios
 Problem-solving exercises
 Team collaboration and analysis
Advantages:
 Encourages critical thinking and analytical skills.
 Provides a bridge between theory and real-world application.
 Facilitates discussion and interaction among participants.
Disadvantages:
 Potential lack of real-time dynamics.
 Dependent on the quality of the case presented.
 Limited to the information provided within the case.
Role Plays: Role play involves participants taking on assigned roles to simulate real-life
scenarios. Participants act out specific situations, interactions, or problems to practice and
develop their interpersonal and communication skills.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Example: In a role-playing scenario, HR professionals could simulate a performance review

meeting. Participants take on the roles of the manager and employee and practice conducting
the review, providing constructive feedback, and addressing potential challenges. This role
play helps enhance communication and interpersonal skills in the context of performance
management.
In Corporate a customer service team undergoes role-playing exercises to simulate interactions
with challenging customers. The team practices effective communication, problem-solving,
and conflict resolution skills. This training helps them handle real-life customer interactions
more confidently and professionally.
Key Characteristics:
 Acting Out Scenarios: Participants assume assigned roles and interact as they would
in a real-life situation.
 Realistic Simulations: Focus on replicating authentic workplace interactions or
challenges.
 Feedback and Reflection: Participants often receive feedback and have an opportunity
to reflect on their performance.
Application:
 Communication skills training
 Customer service scenarios
 Conflict resolution exercises
 Leadership and management development
Advantages:
 Provides practical experience in a controlled environment.
 Enhances communication and interpersonal skills.
 Encourages empathy and perspective-taking.
Disadvantages:
 May feel artificial to some participants.
 Requires skilled facilitation to ensure effective debriefing.
 Dependent on participants' willingness to engage in the role-play.
Simulation: Simulation involves creating a model or imitation of a real-world process, system,
or situation. Participants interact with the simulated environment, making decisions and
experiencing consequences in a controlled setting.
Example: A leadership development simulation could involve participants taking on roles as
members of a leadership team navigating a merger. The simulation presents challenges such as
decision-making, team collaboration, and strategic planning. Participants experience the
consequences of their decisions in a risk-free environment, promoting leadership skills
development.
Corporate Example: An aviation company uses flight simulation for pilot training. Pilots
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experience various scenarios, including emergency situations and challenging weather

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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

conditions, in a controlled environment. This simulation training enhances their decision-

making skills and preparedness for real-world flying conditions.
Key Characteristics:
a) Replication of Real-World Conditions: Simulations mimic real-life scenarios with a
focus on specific skills or tasks.
b) Decision-Making and Consequences: Participants make decisions and experience
outcomes within the simulation.
c) Skill Development: Used to enhance technical, procedural, or strategic skills.
Application:
 Business strategy simulations
 Flight simulators for pilot training
 Medical simulations for healthcare professionals
 Virtual reality simulations
Advantages:
 Provides a safe environment for learning from mistakes.
 Enhances decision-making skills.
 Can be adapted for a wide range of industries and contexts.
Disadvantages:
 Cost and resource-intensive to develop and implement.
 May lack the unpredictability of real-world situations.
 Requires technical expertise for certain types of simulations.

T-Groups (Training Groups): T-Groups, or Training Groups, are small groups of individuals
who come together to explore and understand group dynamics, interpersonal relationships, and
communication patterns. T-Groups are often used in organizational development and
leadership training.
Example: A technology company forms T-groups to improve cross-functional collaboration.
Employees from different departments participate in facilitated discussions and activities to
understand each other's perspectives, enhance
Key Characteristics:
 Experiential Learning: Participants learn through their direct experiences within the
group.
 Facilitated Reflection: Participants reflect on group interactions and dynamics.
 Open Communication: Emphasis on open and honest communication within the
group.
Application:
 Team building
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 Leadership development
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 Communication skills training

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

 Conflict resolution
Advantages:
 Fosters self-awareness and interpersonal skills.
 Provides real-time feedback on communication styles.
 Encourages collaboration and empathy.
Disadvantages:
 May be emotionally challenging for some participants.
 Requires skilled facilitators.
 Limited to the scope of the group dynamics explored.
Transactional Analysis
Transactional Analysis (TA) is a powerful psychological theory developed by Eric Berne in
the mid-20th century. It focuses on understanding human behaviour, communication, and
relationships. At the core of TA are the three stages that help individuals analyse and improve
their interactions with others.
In simple terms Transactional Analysis (TA) in HRD is a psychological theory that examines
human interactions and relationships, categorizing behaviour into ego states (Parent, Adult,
Child).
Application: Applied in communication skills training, conflict resolution, and leadership
development.
Benefits: Provides a framework for understanding and improving communication, enhances
self-awareness, and fosters effective interpersonal interactions.
Stage 1: The Parent Ego State
The first stage of Transactional Analysis is the Parent Ego State. This stage represents the
influence of external authority figures on an individual's behaviour, thoughts, and beliefs.
Stage 2: The Adult Ego State
The second stage of Transactional Analysis is the Adult Ego State. This stage represents an
individual's ability to think, analyse, and make decisions rationally and objectively, free from
the influence of the Parent and Child Ego States.
Stage 3: The Child Ego State
The third stage of Transactional Analysis is the Child Ego State. This stage represents an
individual's emotions, feelings, and behaviours rooted in their childhood experiences.
.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Module: 3
EVALUATING HRD PROGRAMMES

INTRODUCTION
Evaluating HRD programs is an important task in understanding their effectiveness and impact
on organizations. With the constantly evolving business landscape and the need to adapt to
changing technologies and trends, organizations invest significant resources in HRD programs
to enhance the knowledge, skills, and competencies of their workforce. However, it is crucial
to critically assess these programs to determine whether they achieve the desired outcomes and
deliver value to the organization. In this essay, I will argue that evaluating HRD programs is
essential for organizations to make informed decisions regarding their investment in employee
development. I will support this argument by examining the benefits of evaluation, discussing
the challenges and limitations, and exploring strategies for effective evaluation. By doing so,
we can gain insights into how HRD programs can be improved and contribute to organizational
success.
EVALUATING HRD PROGRAMMES
Evaluating Human Resource Development (HRD) programs is a critical aspect of ensuring
their effectiveness and impact on organizational goals. HRD programs are designed to enhance
the skills, knowledge, and abilities of employees, ultimately contributing to the overall success
of an organization.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Importance of Evaluating HRD Programs:

1. Strategic Alignment: Evaluation ensures that HRD programs align with the strategic
goals of the organization, contributing directly to its overall success.
2. Resource Optimization: Efficient use of resources is crucial. Evaluation helps
organizations identify where resources are best allocated for maximum impact.
3. Employee Development: HRD programs are designed to enhance employee skills.
Evaluation ensures these programs effectively contribute to individual and team
development.
4. Competitive Advantage: Well-evaluated HRD programs can give organizations a
competitive edge by ensuring their workforce possesses the latest skills and knowledge.
5. Adaptability to Change: Evaluation supports organizations in adapting HRD
programs to changing market conditions, technological advancements, and industry
trends.
6. Employee Engagement and Satisfaction: Regular evaluation helps maintain high
levels of employee engagement and satisfaction by addressing gaps in training and
development.
7. Succession Planning: Evaluation aids in identifying potential leaders and key talent
within the organization, supporting effective succession planning.
8. Innovation and Creativity: HRD programs, when evaluated, foster a culture of
innovation and creativity by ensuring employees are equipped with the necessary skills
for problem-solving.
9. Retention of Top Talent: Effective HRD programs contribute to the retention of top
talent, as employees are more likely to stay with organizations that invest in their
professional development.
10. Organizational Culture: Evaluation helps shape and reinforce the desired
organizational culture by ensuring that HRD programs align with the values and goals
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of the organization.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Evaluation Methods
1) Quantitative Methods:
Quantitative methods involve the use of numerical data to measure the impact and effectiveness
of HRD programs.
key aspects involved Quantitative Methods:
a) Key Metrics for Measurement: Quantitative methods rely on specific metrics that can
be measured objectively. For example, if the goal is to enhance sales performance,
metrics might include revenue growth, the number of successful deals closed, or
customer satisfaction scores.
Example: For a leadership development program, key metrics might include the percentage
increase in leadership effectiveness scores based on assessments, the number of leadership
positions filled internally, or the rate of successful completion of leadership projects.
b) Statistical Analysis: Statistical tools and methods are used to analyse quantitative data.
This could involve techniques such as regression analysis, t-tests, or correlation
analysis to identify patterns, relationships, and statistical significance.
Example: Using statistical analysis, you could examine the correlation between training hours
and subsequent performance metrics, determining if there's a statistically significant
relationship between the two.
c) Objective and Measurable Outcomes: The focus is on outcomes that can be
objectively measured. This provides a clear picture of the tangible impact of the HRD
program, making it easier to draw conclusions and make data-driven decisions.
Example: If the HRD program focuses on enhancing technical skills, measurable outcomes
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could include the percentage increase in participants passing a certification exam or completing
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[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

d) Benchmarking: Comparing quantitative results to industry benchmarks or internal

benchmarks can provide context and help assess the program's performance relative to
established standards.
Example: Benchmarking could involve comparing the productivity gains of employees who
underwent a specific skills development program with industry benchmarks to assess the
program's effectiveness.
e) Efficiency and Productivity Metrics: Metrics related to efficiency and productivity,
such as time saved on certain tasks or increased output per employee, can be used to
measure the program's impact on work processes.
Example: If the goal is to improve workflow efficiency, quantitative metrics might include the
reduction in the time taken to complete a specific task or the increase in the number of tasks
completed within a given timeframe.
2) Qualitative Methods:
Qualitative methods provide a deeper understanding of the experiences, perceptions, and
qualitative aspects of the HRD program. Here are some details:
a) Interviews: In-depth interviews with participants can reveal their personal experiences,
opinions, and the impact of the program on their professional development. These
insights provide a richer understanding beyond quantitative data.
Example: Conducting interviews with program participants might reveal qualitative insights
into how the leadership development program positively influenced their confidence,
communication skills, and ability to handle challenging situations.
b) Focus Groups: Group discussions allow participants to share their experiences and
perspectives, fostering interaction and uncovering collective insights. This method is
valuable for exploring shared themes and diverse viewpoints.
Example: A focus group discussion could uncover collective perceptions about the impact of a
diversity and inclusion training program, exploring how it has influenced team dynamics and
collaboration.
c) Case Studies: Detailed case studies can provide a holistic view of how the HRD
program has influenced individuals or teams over time. They often include narratives,
anecdotes, and real-life examples.
Example: A case study could narrate the journey of an employee who participated in a project
management training program, detailing how the acquired skills were applied to successfully
manage a complex project.
d) Observation: Direct observation of participants during and after the program can offer
insights into behavioural changes, team dynamics, and the application of newly
acquired skills in real-world scenarios.
Example: Observing team interactions before and after a team-building workshop can provide
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qualitative insights into changes in communication patterns, collaboration, and overall team
dynamics.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

e) Open-ended Surveys: Surveys with open-ended questions allow participants to

express their thoughts in their own words, providing qualitative data that complements
quantitative survey results.
Example: Including open-ended questions in a survey could allow participants to express, in
their own words, how a communication skills training program has impacted their ability to
convey ideas and collaborate with colleagues.
3) Return on Investment (ROI) Analysis:
ROI analysis involves assessing the economic benefits derived from HRD programs relative to
the costs incurred. It includes the following considerations.
a) Cost Identification: Identify all costs associated with the HRD program, including
direct costs (training materials, facilitator fees) and indirect costs (employee time away
from work).
Example: Identifying costs for a customer service training program would include expenses
such as training materials, facilitator fees, and the time employees spend away from their
regular duties.
b) Benefits Measurement: Quantify the benefits resulting from the HRD program. This
might include increased revenue, cost savings (e.g., reduced turnover costs), or
improved employee performance.
Example: The benefits could be measured in terms of increased customer satisfaction scores,
reduced customer complaints, and a higher number of positive customer reviews attributed to
the improved customer service skills of employees.
c) Monetary Valuation: Assign monetary values to the benefits to enable a direct
comparison with the costs. This step often involves estimating the financial impact of
improved employee performance on organizational outcomes.
Example: Assigning a monetary value to benefits might involve estimating the financial impact
of improved employee performance on customer retention, calculating the potential revenue
generated from retained customers.
d) Calculation of ROI:
Calculate the ROI using the formula:
Where: Net Benefits = Benefits – Costs
Example: Suppose a company invested $20,000 in a Human Resource Development (HRD)
program aimed at enhancing employee skills. As a result of the program, the company
experienced benefits totalling $100,000, including increased productivity and improved
employee performance. Calculate the Return on Investment (ROI) for the HRD program and
express it as a percentage.
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[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

The Return on Investment (ROI) for the HRD program is calculated to be 400%. This implies
that for every dollar invested in the program, the company gained four dollars in benefits. A
positive ROI of 400% indicates a substantial return relative to the initial investment, suggesting
that the HRD program has been highly successful in delivering measurable value to the
organization. The significant percentage reflects the efficiency and effectiveness of the
program in achieving its intended outcomes, such as increased productivity and improved
employee performance. This positive ROI reinforces the strategic importance of investing in
employee development through HRD initiatives for the overall success of the company.
Benchmarking and Comparison: Compare the calculated ROI to industry benchmarks or
internal benchmarks to assess the program's effectiveness relative to established standards.
Example: Comparing the calculated ROI for the customer service training program with
industry benchmarks can help assess whether the organization's investment in training is above
or below industry standards.
MODELS AND FRAMEWORK OF EVALUATION
Training evaluation models are systematic frameworks for investigating and analyzing the
effectiveness of training or learning journeys. Different models target different things but in
general, they look at things such as:
 Was the training successful?
 What did the participants learn?
 Did the participants use what they learned on-the-job?
 What was the impact on the organization?
 Was the training a good investment?
 Did the training offer value for money?
 Could the training be improved?
As we’ll see, each training evaluation model takes a slightly different approach and may or
may not answer some or all of these questions.
Below are several recognised models and frameworks used for the evaluation of programs,
including Human Resource Development (HRD) initiatives
1) The Kirkpatrick Model
The Kirkpatrick Model is by far the most popular and widely-used training evaluation model
in use today. It was developed and introduced by Don Kirkpatrick in 1959 through a series of
articles that were published in the Journal of the ASTD. Kirkpatrick’s innovative model
provided a way for any organization to evaluate any course or training program with ease. The
model quickly achieved global recognition and its use became widespread among organizations
of all sizes throughout the 1970s and 1980s.
Kirkpatrick continued to refine his model, leading to the publication of Evaluating Training
Programs: The Four Levels, in 1993. This book represented the first time that a training
evaluation model had been made available in an easy-to-use reference guide, and use of
Kirkpatrick’s model grew rapidly.
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[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

The four levels of the Kirkpatrick model are:

Level 1: Reaction
This level helps you determine how the participants responded to the training. This helps
identify whether the conditions for learning were present in the training.
Level 2: Learning
Through the use of short quizzes or practical tests, this stage helps you determine what, if
anything, the participants learned from the training.
Level 3: Behaviour
The third stage takes place a while after the training has finished. Using various assessment
methods, you try to assess whether the course participants put what they learned into practice
on-the-job.
Level 4: Results
The Kirkpatrick model measures results against stakeholder’s expectations. This is known as
ROE (Return on Expectations).
The Kirkpatrick Model is the most common training evaluation model in use worldwide today.
As we’ll see, it has provided the base for many other training evaluation models.
2) The CIRO Model
In 1970, Peter Warr, Michael Bird, and Neil Rackham and published their book, Evaluation of
management training. Their framework for evaluating training became known as the ‘CIRO
model’ and offers businesses a way of evaluating training needs and results.
Unlike other models such as Kirkpatrick’s Model that can be applied to a broad range of
training and evaluation programs, the CIRO model is specifically aimed at evaluating
management training.
CIRO is an acronym that stands for the four levels which make up this approach to learning
evaluation. They are:
C - Context
I - Input
R - Reaction
O - Output
The CIRO model is hierarchical, meaning that practitioners must start by studying ‘Context’,
before moving through ‘Input’, ‘Reaction’ and ‘Output’.
Stage 1: Context Evaluation
In the CIRO Model, you must first collect performance-deficiency information, ie. what is the
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organization lacking? This stage assesses the operational situation that an organization finds
itself in.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Stage 2: Input Evaluation

During the second stage of the CIRO Model, practitioners must gather information about
possible training techniques and methods.
Stage 3: Reaction Evaluation
The third stage of the CIRO Model involves gathering participant views and recording any
suggestions they make about the training they received.
Stage 4: Outcome
This stage of the CIRO Model involves presenting information about the results of the training.
The CIRO Model is a practical way of evaluating management training and has found favor
with many organizations the world over.
3) The Phillips ROI Model
As the Kirkpatrick Model grew in popularity during the 1970s, many academics and business
practitioners wanted to build and expand on it. Among them was Jack Phillips, who published
his own book, Return on Investment in Training and Performance, in 1980. Phillips wanted to
build on Don Kirkpatrick’s work and address several of what he perceived to be its
shortcomings. Over time, Phillip’s approach to training evaluation became known as the
Phillips ROI Model.
The most commonly quoted aspects of the Phillips ROI Model is the addition of a fifth level.
This expands upon the Kirkpatrick Model and offers organizations a way of calculating the
ROI of their training. The Phillips model has five levels that broadly follow the scope and
sequence of the Kirkpatrick model.
The five levels of the Phillips ROI Methodology are as follows:
Level 1: Reaction
In common with the Kirkpatrick Model, the Phillips ROI Model begins by evaluating the
participants’ reaction to the training they received.
Level 2: Learning
The second level of the Philips ROI Model evaluates what, if any, learning took place during
the training.
Level 3: Application and Implementation
Like the Kirkpatrick Model, the Phillips ROI Model looks at whether the participants used
what they learned during the training when they returned to the workplace. However, Phillips
approach helps an organization determine whether an issue (if there is one) lies with the
application of the learning or its implementation. This represents a subtle but crucial
improvement over the Kirkpatrick Model.
Level 4: Impact
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

While the fourth level of the Kirkpatrick taxonomy focuses purely on results, the Phillips ROI
model is much broader and looks at the impact of the training. This helps identify whether
factors other than training were responsible for delivering the outcomes.
Level 5: Return on investment (ROI)
Unlike the Kirkpatrick Model that simply measures training results again stakeholder
expectations (ROE), the Phillips ROI model contains a fifth level. This is designed to measure
‘return on investment’, or ROI. This level uses cost-benefit analysis to determine the value of
training programs.
The Phillips ROI Model found favour with organizations who wanted to assign a monetary
value to the results of the training. Given the cost and complexity of applying an ROI analysis,
however, only around five to ten percent of training courses actually require a full, five-level
evaluation.
4) The Brinkerhoff model
In 2003, Robert O. Brinkerhoff introduced an entirely new way of evaluating training
effectiveness, called the Success Case Method (SCM). The SCM is a methodology that helps
an organization understand how a training or coaching program works well, or why it is not
working. However, there are two big differences between the SCM and other training
evaluation programs.
Firstly, the SCM isn’t simply limited to evaluating training and can be applied to a wide variety
of events or activities. For example, it could be applied to a new type of machinery or a new
facility in which a company has invested.
Secondly, unlike other training evaluation models (such as the Kirkpatrick Model) SCM isn’t
concerned with finding the average performance of training participants. Instead, it deliberately
studies the most successful participants and the least successful ones. In other words, it looks
at the extreme cases.
The two most important questions asked by the SCM are:
 “How well does a program work in a best-case scenario?”
 “When a program doesn’t work, what’s the reason for this?”
The SCM has five different steps that an organization must go through to evaluate a training
course.
a) Plan a Success Case study.
b) Write an “Impact Model” that defines what success should look like.
c) Write a survey that identifies best-case and worst-case scenarios.
d) Document success cases and conduct interviews.
e) Draw conclusions, make recommendations and communicate findings to stakeholders.
As we’ve noted, what sets SCM apart from all other training evaluation models is that it can
be applied to a range of situations and events. In general, the SCM is simpler and cheaper to
apply than other types of training evaluation models such as the Kirkpatrick Model, adding
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greatly to its appeal.

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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

5) Kaufman's Model of Learning Evaluation

Roger Kaufman and John M. Keller published Levels of evaluation: Beyond Kirkpatrick in the
winter 1994 edition of Human Resource Development Quarterly. This work became known as
Kaufman’s Five Levels of Evaluation and is commonly referred to as Kaufman’s Model of
Learning Evaluation.
Like the Phillips ROI Model, Kaufman’s model was closely based on the Kirkpatrick Model
and made a few changes and modifications.
These are:
Kaufman divided Kirkpatrick’s Level 1 (Reaction) into two parts: 1a, “Input”, and 1b,
“Process.”
Kaufman introduced a fifth level that evaluates the impact of the training on both the
organization’s customers and on society.
Kaufman’s Model takes the following approach:
Level 1a: Input
Were the training resources and materials suitable and appropriate?
Level 1b: Process
Was the training well delivered?
Level 2: Acquisition
To what extent did participants acquire new knowledge and skills?
Level 3: Application
To what degree did participants utilize their learning or training in their on-the-job roles?
Level 4: Organizational Results
In what ways did the organization benefit from the training?
Level 5: Societal/customer consequences
How did the training impact on the organization’s customers and society at large?
Kaufman’s model is often praised for separating ‘input’ and ‘process’ as this makes it simpler
to assess whether the training materials or the delivery were the cause of the success or failure
of a training course. However, the fifth level of Kaufman’s Model – Societal/customer
consequence – is often deemed infeasible to implement for the majority of businesses.
6) Anderson Model of Learning Evaluation
The last training evaluation model that we’ll discuss is the Anderson model of learning
evaluation. This unique model was first published by the Chartered Institute of Personnel and
Development in 2006 as the ‘Anderson’s Value of Learning Model’. This model differs from
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other training evaluation models in two significant respects.

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Firstly, the primary focus of the Value of Learning Model is on aligning an organization’s
training programs with its strategic priorities. Whereas other training evaluation models focus
closely on the learner and whether they derived benefit from the training, the Anderson Model
is designed to be implemented at a management level and cover the whole organization.
Secondly, this model is unique as it doesn’t focus on the outcome of individual programs.
Instead, it looks at an organization's strategic goals and examines whether the training programs
are aligned or whether they should shift focus.
Anderson’s model is a three-stage cycle that helps an organization determine the best training
strategy for their needs. The three stages are:
Stage 1: Determine the current alignment of training against strategic priorities for the
organization.
Stage 2: Use a range of methods to assess and evaluate the contribution of learning.
Stage 3: Establish the most relevant approaches for your organization.
The Anderson model of learning evaluation is harder to compare and contrast with other types
of training evaluation models as it takes such a unique approach. While the cost and complexity
of data collection are lower using this model, the second stage – evaluation of learning – still
requires care and expertise to implement effectively.
General steps for HRD evaluation:

ASSESSING THE IMPACT OF HRD PROGRAMMES

Assessing the impact of Human Resource Development (HRD) programs is a critical aspect of
determining their effectiveness and value to an organization. This process involves evaluating
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how well the program meets its objectives, contributes to employee development, and aligns
with overall organizational goals. Here's a detailed explanation for your notes:
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Importance of Assessing HRD Program Impact:

a) Strategic Alignment: Explanation: Assessing impact ensures that HRD programs are
aligned with the strategic goals and objectives of the organization. It helps in
determining whether the programs contribute directly to the overall success and growth
strategy.
b) Employee Development: Explanation: Impact assessment evaluates the extent to
which HRD programs contribute to the development of employees. It provides insights
into whether participants acquire the skills and knowledge needed to perform their roles
effectively.
c) Organizational Performance: Explanation: By assessing impact, organizations can
gauge the influence of HRD programs on overall performance indicators. This may
include increased productivity, reduced turnover, and improved employee morale.
d) Continuous Improvement: Explanation: Regular impact assessments support a
continuous improvement cycle. Feedback from assessments can be used to refine and
enhance HRD programs, ensuring they remain relevant and effective in a dynamic
business environment.
e) Resource Optimization: Explanation: Organizations invest resources in HRD
programs. Impact assessments help in optimizing these resources by identifying
programs that deliver the highest value and impact on organizational goals.
Key Steps in Assessing HRD Program Impact:
1. Define Objectives and Outcomes: Clearly define the objectives of the HRD program
and the expected outcomes. This forms the basis for assessing impact against predefined
goals.
2. Select Appropriate Metrics: Choose relevant quantitative and qualitative metrics to
measure the impact. Metrics may include performance indicators, skills assessments,
and participant feedback.
3. Baseline Data Collection: Collect baseline data before the program begins to establish
a benchmark. This data will serve as a reference point for measuring changes and
impact after program implementation.
4. Post-Program Assessment: Conduct assessments after the program is completed to
measure changes in participant behaviour, skills, and overall performance.
5. Compare and Analyse Data: Analyse the post-program data and compare it with
baseline data. Look for trends, patterns, and significant changes that indicate the impact
of the HRD program.
6. Consider Both Short-Term and Long-Term Impact: Assess the immediate impact
as well as long-term effects. Some benefits may be evident immediately, while others
may take time to manifest.
7. Collect Participant Feedback: Gather feedback from participants about their
perception of the program's impact. This qualitative data adds depth to the assessment
process.
8. Feedback from Stakeholders: Seek input from key stakeholders, including managers
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and leaders, to understand the broader organizational impact and alignment with
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

9. Cost-Benefit Analysis: Evaluate the costs incurred against the benefits gained. This
includes not only monetary costs but also the investment of time and resources.
10. Document and Communicate Findings: Document the assessment findings and
communicate them to relevant stakeholders. Use the information to make informed
decisions about program improvements and future investments.
HUMAN RESOURCE DEVELOPMENT APPLICATIONS
Human Resource Development (HRD) encompasses a range of applications and practices
aimed at enhancing the skills, knowledge, and capabilities of individuals within an
organization. These applications play a crucial role in fostering employee development,
improving organizational performance, and supporting strategic goals.
Key applications of Human Resource Development are as follows:
1. Training and Development: Designing and implementing training programs to enhance
employees' skills and knowledge, whether related to job-specific tasks, leadership, or
interpersonal skills.
Benefits: Improved employee performance, increased job satisfaction, and a more skilled and
adaptable workforce.
2. Career Development: Providing opportunities for employees to advance in their careers
through skill-building, mentorship, and career planning.
Benefits: Higher employee engagement, improved retention, and a talent pool with the skills
necessary for future roles.
3. Leadership Development: Identifying and developing individuals with leadership potential
through training, coaching, and mentoring programs.
Benefits: Stronger leadership pipeline, improved organizational culture, and effective
succession planning.
4. Performance Management: Establishing processes to assess, measure, and improve
employee performance, often including goal-setting, feedback, and performance appraisals.
Benefits: Enhanced individual and team performance, alignment with organizational goals, and
informed decision-making.
5. Succession Planning: Identifying and preparing individuals to fill key roles within the
organization in the event of retirements, promotions, or unexpected departures.
Benefits: Reduced disruption during leadership transitions, continuity in organizational
functions, and a proactive approach to talent management.
6. Employee Onboarding: Implementing effective onboarding programs to welcome and
integrate new employees into the organization.
Benefits: Faster integration, increased employee engagement, and reduced turnover among
new hires.
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7. Knowledge Management: Creating systems and processes to capture, share, and leverage
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Benefits: Improved decision-making, enhanced problem-solving, and a more learning-oriented

culture.
8. Workforce Planning: Identifying current and future workforce needs and developing
strategies to address gaps through recruitment, training, or other interventions.
Benefits: Alignment of workforce with organizational goals, agility in responding to changes,
and optimization of human capital.
9. Organizational Culture Development: Cultivating a positive and supportive organizational
culture that aligns with the company's values and goals.
Benefits: Improved employee morale, increased teamwork, and a more resilient and adaptable
organization.
10. Employee Engagement: Implementing initiatives to foster a sense of commitment,
satisfaction, and connection among employees.
Benefits: Higher productivity, lower turnover, and a positive impact on organizational
performance.
11. Diversity, Equity, and Inclusion (DEI) Programs: Initiatives that promote diversity,
equity, and inclusion within the workplace, addressing bias and fostering a more inclusive
environment.
Benefits: Enhanced innovation, better decision-making, and a more positive employer brand.
12. Employee Well-being Programs: Offering programs that focus on the physical, mental,
and emotional well-being of employees, including health initiatives and work-life balance.
Benefits: Increased job satisfaction, reduced absenteeism, and improved overall employee
health.
13. Technology Integration for Learning (E-Learning): Leveraging technology for online
learning platforms, webinars, and other digital tools to facilitate continuous learning and
development.
Benefits: Flexible learning options, cost-effective training delivery, and accessibility for
remote or global teams.
14. Change Management: Providing support and resources to employees during
organizational changes, ensuring a smooth transition.
Benefits: Reduced resistance to change, faster adaptation to new processes, and minimized
disruptions.
15. Human Resource Information Systems (HRIS): Implementing technology solutions to
streamline HR processes, manage data, and facilitate analytics for better decision-making.
Benefits: Improved HR efficiency, data-driven insights, and enhanced overall HR
management.
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Human Resource Development applications are integral to creating a dynamic, adaptable, and
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high-performing workforce. These practices contribute to organizational success by ensuring

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
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that employees have the skills, knowledge, and support needed to excel in their roles and
contribute to the achievement of strategic objectives. The holistic approach to HRD
applications strengthens both individual and organizational capabilities, fostering a culture of
continuous learning and improvement.
CAREER MANAGEMENT AND DEVELOPMENT – STAGES AND PROCESS
Aspect Career Management Career Development
Planning, coordination, and Lifelong process of managing one's
Definition control of an individual's career learning, work, and leisure towards
within an organizational context. personal career goals.
Organizational alignment, Personal growth, goal setting,
Focus succession planning, performance networking, learning, and education
evaluation, talent management. for individual enrichment.
Often initiated by the organization Primarily initiated by the individual,
Initiation as part of human resources and driven by personal aspirations,
talent management practices. interests, and goals.
Short-term and operational,
Longer-term perspective,
focusing on immediate
Timeframe acknowledging that an individual's
organizational needs and
career is a lifelong journey.
performance.
Individual-centric, considering the
Organization-centric, optimizing
entire career trajectory, including
Scope individual contributions within the
potential changes in industries and
current organizational context.
roles.
Primarily the responsibility of the
Shared responsibility between the
Responsibility individual, with organizational
individual and the organization.
support.

Career Management
Career management is an ongoing, conscious & step-by-step process of an individual to
manage their career to meet their personal goals, aspirations and ambitions. Career
management is when an individual plan in advance how they want their career to shape up in
future.
This includes career planning and career development as critical elements, where an individual
plans short-term, medium-term and long-term career goals and develop his or her skills
accordingly at every stage.
Objectives of Career Management
Career management defines certain objectives for every individual, employee or business
person. A few of them can be defined as below:
a) Growth: Every person wants to manage their career because they want personal growth
for themselves. Career management helps a person define their personal growth goals
and ambitions.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

b) Aspirations: Career management helps people understand where they want to be in

their career in 5, 10 and 20 years. Different people can have different aspirations based
on what they expect from their career.
A person with certain qualifications may look for sales role in future but at the same
time a person with same qualifications may look at management or consulting as future
role for oneself.
c) Skill Development: If a person has certain career goals and aspirations in place, they
can develop their skills and competencies accordingly.
Skills can have a very important impact on one's career path and overall management.
In current market scenario, the right skills are the key to success in career. Skill
development and management can help get the right skills through right training and
planning leading to better opportunities in career.
d) Ambition: Having a short, medium- and long-term plan enables a person to evaluate
the wealth one wants to have in their life. Wealth can include house, car, savings,
investments etc. and how their job and career can help fulfil those goals
Factors in Career Management
Market Trends: An individual can use market trends in managing once career. Growing
industry and current market trends can help achieve a person his or her goals and aspirations
in different ways as there may be more opportunities.
Individual Situation: For some individuals, career path can be totally different from other
people in similar roles with same qualifications. Some people may need to get experience from
the job and some may see benefits like compensation and relevant skills
Motivation: Each individual is different in terms of self motivation. Based on the the
motivation and aspiration, a person may manage one's career differently
Evaluation: Constant evaluation is very important. If the current career path is not going
according one's ambition or plan after evaluation, changes can be done through upskilling or
changing roles.
Example of Career Management
Consider a young employee who starts his or her career as a marketing executive, with an
ambition to becoming the Chief Marketing Officer eventually. For short term 5-year goals, the
employee must develop technical skills to become a marketing manager and execute marketing
activities efficiently. For medium term 10-year goals, the employee must plan to become a
leader managing a team at regional level with expertise in several marketing domains.
For long term 20-year goals, the employee must focus on developing leadership skills, plan
macro level strategies and help the organization define long term business roadmaps. This is
how career management can help an individual grow at every stage of their career with careful
planning and skill development.
Career Development
Career development is the series of activities in an on-going/lifelong process of developing
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one’s career which includes defining new goals regularly and acquiring skills to achieve them.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Career development usually refers to managing one’s career in an intra-organizational or inter-

organizational scenario.
Career development is directly linked to an individual’s growth and satisfaction and hence
should be managed by the individual and not left to the employer. Career development helps
an individual grow not only professionally but also personally. Learning new skills like
leadership, time management, good governance, communication management, team
management etc. also help an employee develop and shape their career.
5 Steps of Career Development

1. Self-Assessment
The first step in career development is the self-assessment which means that the individual has
to assess oneself on the kind of career and growth one wants and what kind of skills and
interests are there.
2. Career Awareness
This stage is when an individual explores various career paths which align with the self-
assessment done in the first step. Career awareness can be how a person can explore various
domains and types of jobs/work available
3. Goal Setting
This is the most important step in career development because this is where one defines clear
short term and long-term goals to meet the career one aspires. Both short term and long-term
goals need to be defined to begin with. Short team goals would be more actionable but long-
term goals can be changed or tweaked as per the growth.
4. Skill Training
Once the career and goals are set, one needs to acquire the right skills to achieve the growth.
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Skill training can be done through self-training or joining a structured training program online
or offline. Once the right skills are acquired, one can start the final stage.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

5. Performing
With all the right knowledge and skills, the important part is to perform the tasks and jobs in
the career successfully to grow in the career path.
The 5 steps are part of an ongoing process. Many times, in a career, the person would need to
revisit the cycle to get the right career growth

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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Module 4
MANAGEMENT DEVELOPMENT

INTRODUCTION
Executive or management development is a planned process of learning and growth designed
to bring behavioural change among the executives. It is continuous process of learning. It
implies that there will be a change in knowledge and behaviour of the individuals undergoing
development programme. The employee will be able to perform his present job better and will
increase his potential for future work.
In the opinion of Molander, “Management development is a conscious and systematic process
to control the development of managerial resources in the organisation for the achievement of
goals and strategies.”
Management development is a part of a large process of development and learning which a
significant area of human development is. In human society there is a continuous growth which
takes place through a continuous process of exploration, discovery and acquisition of
knowledge.
When we talk about management development, one is likely to overlook the total process of
development which considers the development of all employee. It is an educational and
theoretical knowledge and managerial skills in an organized manner. The main aim of this
education is to increase the ability of managers for betterment. Management development
consists of all the means by which management learn to improve their behaviour and
performance.
MANAGEMENT DEVELOPMENT
“It is a programme of training and planned personal development purporting to prepare and
aid managers in their present and future jobs.” - Yoder
“Executive or management development is a planned process of learning and growth designed
to bring behavioural change among the managers and executives.”
It is continuous process of learning. It implies that there will be a change in knowledge and
behaviour of the individuals undergoing development programme. The employee will be able
to perform his present job better and will increase his potential for future work.
Managers develop themselves by participating in formal training courses organised by the
organisation. They also make use of actual job experience in learning new behavior and the
organisation must provide opportunities for development of its managers. But an equal, but
more important, counterpart to the efforts of the organisation is those of the individuals. Self-
development is an important concept in the whole programme of executive development.
Management development is a process in which managers working at different levels learn and
improve their ability, capability, knowledge and skills for improving the performance of
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individual as well as organisation. The effectiveness of managers at work contributes a lot to

the success of every organisation.
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Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

The new approach of human resource management is that money used in development of
employees and managers is considered as an investment and not as a cost. Along with their
jobs the managerial staff is provided opportunities to learn and improve their competencies.
This whole process is known as management development.
The managerial staff is prepared to improve their performance on present jobs and preparing
them for further assignments also. Management development is a systematic process of training
and growth by which managerial personnel gain and supply skills, knowledge, attitudes and
insights to manage the work in their organisations effectively and efficiently.
Management development programme includes the activities — short courses, leadership
courses, management education and training programmes, coaching, guiding and mentoring.
These programmes can be conducted in-house or outside by consultants or experts.
The purpose or objective of management development programmes are discussed below:
a) To sustain better performance of managers throughout their careers.
b) To improve the existing performance of managers at all levels.
c) To encourage existing managers to increase their capacity to assume and handle greater
responsibility.
d) To enable the organisation to have the availability of required number of managers with
the required skills to meet the present and anticipated (future) needs of the organisation.
e) To replace elderly executives who have risen from the ranks by highly competent and
academically qualified professionals.
f) To provide opportunities to the executives to fulfil their career aspirations.
g) To ensure that the managerial resources of the organisation are utilised optimally.
Basic features of Management Development:
1) Management development is a planned and organized process of learning.
2) It is an ongoing or never-ending exercise. It continuous throughout an executive’s entire
professional career because there is no end to learning.
3) It is a long-term process as managerial skills cannot be developed overnight
4) It is guided self-development. An organisation can provide full opportunities for
development of its present and potential managers.
5) It aims at preparing managers for better performance and helping them to realise their
full potential.
The primary aims of Management Development:
(1) To ensure that the company is staffed both now and in the future with a sufficient number
of managers with necessary skills, experience and ability to secure continued growth and
profitability – the right man or woman at the right time in the right place. Thus, we will have a
steady source of competent peo-ple at all levels to meet organisational needs at all times.
(2) To check that human resources of a company are being properly and fully used, and that
potential and talent in human terms are neither wasted nor overlooked, and they are offered
ample and timely scope to grow, so that both individuals as well as organisational needs are
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adequately met. This will en-sure optimum utilisation of human capital.

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(3) To provide an opportunity for staff within a company to prepare themselves for higher
assignments and to reach their maximum capabilities.
The staff should be enabled to fulfil their career expectations by training that will enable them
to do a bigger and a richer job which they can get through a sound promotion policy, viz.,
promotion from within.
Management Development
- Important Techniques: On-the-Job and Off-the-Job Techniques

Manager needs include managerial skills and needs. Managerial skills include decision-making
skills and interpersonal skills. Manager needs include job knowledge, organization knowledge,
general knowledge, specific individual needs and other needs. Various management
development techniques are grouped under two categories viz., manager needs and on-the-job
and off-the-job techniques.
There are mainly two types of techniques by which managers can acquire the knowledge, skills
and attitudes and make themselves competent managers. One is through formal training and
the other is through on-the-job experiences.
1) On-the-Job Techniques:
On-the-job training (OJT) refers to learning and development activities that take place within
the actual work environment. For managers, on-the-job training methods may include. Though
the costs of training initially appear to be low they may turn out to be high when wastages of
all kinds are considered under this type of training.
The important on-the-job training techniques are:
a) Coaching: Coaching involves a process where an experienced and knowledgeable
individual (coach) guides and supports another person (coachee) to achieve specific
goals, improve skills, and enhance performance. In a business context, coaching is often
used for leadership development and skill improvement.
b) Job Rotation: Job rotation is a talent development strategy where employees are
moved through different positions or departments within an organization. This helps
them gain a broader perspective, develop diverse skills, and better understand the
overall operations of the company.
c) Under Study: Being "under study" typically refers to a situation where an individual,
often a junior employee, is placed under the mentorship or supervision of a more
experienced colleague or manager. This arrangement allows the junior employee to
learn and grow by observing and working closely with the experienced mentor.
d) Multiple Management: Multiple management, also known as collaborative or
collective management, involves a leadership approach where decision-making and
responsibilities are distributed among a group of individuals rather than being
concentrated in a single manager. This can foster teamwork, diverse perspectives, and
more effective problem-solving.
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2) Off-the-Job Training techniques:

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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Off-the-job training involves learning activities that occur outside the regular work
environment. This type of training often takes place in a separate setting and can include
various methods such as:
a) Classroom Training and Workshops: Formal training sessions conducted by experts
to impart specific knowledge or skills.
b) Seminars and Conferences: Managers attend industry conferences or seminars to gain
insights into trends, best practices, and emerging issues.
c) External Courses and Certifications: Managers enroll in courses or certification
programs provided by external educational institutions to enhance their qualifications.
d) E-learning and Online Courses: Managers participate in online training programs,
which can be self-paced or instructor-led, covering various management topics.
e) Case Studies: Managers analyse real or hypothetical business cases to understand and
apply management principles.
f) Role Playing and Simulation Exercises: Managers engage in simulated scenarios to
practice and improve their decision-making and interpersonal skills.
g) Group Training Activities: Managers participate in team-building activities,
workshops, and exercises to enhance collaboration and leadership skills.
h) Study Programs: Managers undertake formal study programs, such as obtaining an
MBA or other advanced degrees, to deepen their theoretical knowledge.
Both on-the-job and off-the-job training methods contribute to the overall development of
managers, offering a balanced approach that combines practical experience with formal
education and skill-building activities.
MANAGERIAL GLOBAL COMPETENCIES
Managerial global competencies refer to the skills, knowledge, and attributes that managers
need to be effective in a global business environment. In today's interconnected world, where
businesses operate across borders and cultures, managers must possess a unique set of
competencies to navigate the complexities of global business.
Below are some key managerial global competencies:
1) Cross-Cultural Communication: The ability to communicate effectively with
individuals from different cultures, understanding and adapting communication styles
to bridge cultural differences.
2) Global Strategic Thinking: The capacity to analyse and formulate business strategies
that consider the global marketplace, considering diverse economic, political, and
cultural factors.
3) Adaptability: The flexibility and openness to adjust to different cultural norms,
business practices, and unexpected changes in the global business environment.
4) Global Leadership: The capability to lead and motivate diverse, geographically
dispersed teams, understanding and leveraging the strengths of team members from
various backgrounds.
5) Intercultural Competence: The ability to understand, appreciate, and navigate cultural
differences, fostering inclusivity and collaboration in a multicultural work
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environment.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

6) Global Business Acumen: A comprehensive understanding of global business trends,

international markets, and the ability to make informed decisions in a global economic
context.
7) Negotiation Skills: The proficiency in negotiating agreements and resolving conflicts
in diverse cultural settings, considering different negotiation styles and expectations.
8) Global Networking: The capability to build and maintain professional relationships
across borders, understanding the importance of a global network for business success.
9) Cross-Border Team Collaboration: The skill to effectively collaborate with teams
and stakeholders located in different regions, ensuring seamless communication and
cooperation.
10) Global Talent Management: The ability to attract, develop, and retain a diverse
workforce across different locations, understanding the unique talent needs in various
regions.
11) Crisis Management in Global Context: The capability to navigate and manage crises
or challenges that may arise in a global business environment, considering cultural
sensitivities and local regulations.
12) Ethical Decision-Making in Global Settings: The commitment to ethical conduct and
the ability to make principled decisions in the face of complex global challenges,
considering cultural and legal differences.
13) Language Skills: Proficiency in multiple languages can be a valuable competency,
facilitating effective communication and relationship-building across different
linguistic backgrounds.
14) Global Supply Chain Management: Understanding and optimizing the logistics and
operations of global supply chains, considering the challenges and opportunities
presented by diverse markets.
15) Global Regulatory Compliance: Knowledge of and adherence to international
regulations and compliance standards, ensuring legal and ethical business practices
across borders.
These competencies are crucial for managers operating in a global context, helping them
navigate the challenges and leverage the opportunities presented by the interconnected and
diverse nature of the modern business landscape.
DESIGNING MANAGEMENT DEVELOPMENT PROGRAMS
Management Development Programs (MDPs) are designed to enhance the skills, knowledge,
and abilities of individuals in managerial roles. These programs aim to prepare managers for
current and future leadership responsibilities within an organization. Below are detailed notes
on Management Development Programs:
Purpose of Management Development Programs:
a) Leadership Preparation: MDPs focus on preparing individuals for leadership roles by
developing a range of leadership skills, including strategic thinking, decision-making,
and team management.
b) Succession Planning: MDPs often form a critical component of succession planning
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initiatives, identifying and grooming high-potential employees for leadership positions.

c) Skill Enhancement: They aim to enhance specific managerial skills such as
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communication, conflict resolution, negotiation, and problem-solving.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

d) Adaptability to Change: MDPs help managers adapt to changing business

environments by imparting skills related to change management, innovation, and
agility.
e) Global Perspective: In an increasingly globalized business world, MDPs often include
components to develop a global mindset, cross-cultural communication, and an
understanding of international business practices.
f) Talent Retention: Offering development opportunities through MDPs can contribute
to employee satisfaction and retention by demonstrating a commitment to individual
growth.
Designing effective Management Development Programs (MDPs)
Designing effective Management Development Programs (MDPs) involves a systematic and
strategic approach to ensure that the programs meet the specific needs of the organization and
its managers. Here is a step-by-step guide to designing MDPs:
1. Needs Assessment: Identify Development Needs
Conduct a thorough analysis of the organization's strategic goals and the competencies required
for managerial success.
Use surveys, interviews, performance reviews, and other tools to gather input on the
development needs of managers.
2. Define Program Objectives: Clarify Program Goals
Clearly articulate the goals and objectives of the MDP. These goals should align with the
organization's strategic priorities and the identified needs of managers.
3. Target Audience Identification: Tailor Programs to Participants
Identify the specific target audience for each program, considering factors such as managerial
level, department, and current skill levels.
4. Content Development: Create Relevant and Engaging Content
Design program content that addresses identified needs, incorporates best practices, and
provides a balance of theoretical concepts and practical application.
Include topics such as leadership development, communication skills, strategic thinking,
change management, and any other relevant skills.
5. Delivery Methods: Choose Effective Training Formats
Select appropriate delivery methods, considering factors such as the size of the audience,
budget constraints, and the learning preferences of participants.
Options include workshops, seminars, online courses, coaching sessions, and experiential
learning activities.
6. Experiential Learning Opportunities: Promote Practical Application
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Incorporate experiential learning activities such as case studies, simulations, role-playing, and
action learning projects to allow managers to apply newly acquired skills in real-world
scenarios.
7. Expert Facilitation: Ensure Quality Delivery
Engage skilled facilitators, either internal or external, who possess expertise in the subject
matter and are capable of delivering content effectively.
8. Technology Integration: Enhance Learning Experience
Utilize technology for blended learning approaches, incorporating e-learning modules,
webinars, and virtual collaboration tools to accommodate diverse learning styles.
9. Assessment and Feedback: Measure Program Effectiveness
Implement pre- and post-program assessments to gauge participants' knowledge gain and skill
development.
Collect feedback during and after the program to identify strengths and areas for improvement.
10. Post-Program Support: Reinforce Learning
Provide ongoing support after the program, such as coaching, mentoring, or access to additional
resources, to reinforce learning and help participants apply new skills in their roles.
11. Evaluation Metrics: Measure Overall Impact
Establish key performance indicators (KPIs) and evaluation metrics to assess the overall impact
of the MDP on managerial performance and organizational outcomes.
12. Continuous Improvement: Iterative Program Enhancement
Regularly review and update MDPs based on feedback, changing organizational needs, and
emerging trends in management development.
13. Alignment with Organizational Culture: Ensure Cultural Fit
Ensure that the design and content of MDPs align with the organization's culture, values, and
strategic direction.
14. Communication and Marketing: Generate Enthusiasm and Participation
Develop a communication plan to promote MDPs, create awareness, and generate enthusiasm
among potential participants.
15. Budgeting and Resource Allocation: Optimize Resource Utilization
Develop a budget that considers costs associated with content development, facilitation,
technology, and any other relevant expenses.
By following these steps, organizations can create well-designed Management Development
Programs that effectively address the developmental needs of managers and contribute to the
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overall success of the organization.

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EMPLOYEE COUNSELLING AND WELLNESS SERVICES

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

“Counselling is a collaborative process between a client and a trained mental health

practitioner. It's a type of talking therapy that involves a therapist listening to a client and
helping them find ways to deal with emotional issues.”
Employee counselling and wellness services play a pivotal role in promoting the mental and
emotional well-being of employees within organizations. These services encompass a range of
programs and initiatives designed to address both personal and work-related challenges,
ultimately contributing to a healthier and more productive workforce.
Importance of Employee Counselling and Wellness
1. Enhanced Employee Well-being:
Physical and Mental Health: Counselling and wellness programs address both physical and
mental health concerns, contributing to a holistic sense of well-being among employees.
Stress Reduction: These programs often include stress management techniques, helping
employees cope with work-related pressures and maintain a healthier work-life balance.
2. Increased Job Satisfaction:
Supportive Work Environment: Counselling services create a supportive environment,
showing employees that their well-being is a priority for the organization.
Personal Development: Wellness programs that focus on personal growth and skill
development contribute to higher job satisfaction.
3. Positive Organizational Culture:
Open Communication: Encouraging employees to seek counselling fosters a culture of open
communication, reducing the stigma associated with mental health issues.
Employee Engagement: A culture that values wellness and supports employees in times of
need enhances overall engagement and morale.
4. Reduced Absenteeism and Turnover:
Healthier Workforce: Employee wellness programs contribute to better physical health,
leading to reduced sick days and absenteeism.
Retention: A workplace that prioritizes employee well-being is more likely to retain talent,
reducing turnover and associated costs.
5. Improved Productivity and Performance:
Stress Management: Effective counselling helps employees manage stress, enhancing their
ability to focus and perform well in their roles.
Skill Development: Wellness programs that offer skill development contribute to improved
job performance.
6. Enhanced Employee Relations:
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Conflict Resolution: Counselling services play a role in resolving conflicts, improving

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interpersonal relationships, and creating a more harmonious work environment.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Team Dynamics: By addressing individual challenges, counseling contributes to better team

dynamics and collaboration.
7. Attraction of Top Talent:
Employer Branding: Organizations that invest in employee well-being and offer counseling
and wellness programs enhance their employer brand, making them more attractive to top
talent.
Competitive Advantage: A workplace that prioritizes employee health has a competitive
advantage in attracting skilled professionals.
8. Prevention of Burnout and Mental Health Issues:
Early Intervention: Counselling programs provide early intervention, helping employees
address issues before they escalate into more severe problems.
Mental Health Support: Supporting mental health through counselling contributes to the
prevention of burnout and more serious mental health conditions.
9. Legal and Ethical Responsibilities:
Legal Compliance: Organizations have a responsibility to provide a safe and healthy work
environment, and wellness programs contribute to fulfilling this legal obligation.
Ethical Considerations: Fostering employee well-being aligns with ethical considerations,
demonstrating a commitment to the welfare of the workforce.
10. Positive Impact on Overall Organizational Success:
Productivity and Innovation: A healthy, satisfied, and engaged workforce is more likely to
contribute to organizational success through increased productivity, innovation, and
commitment.
Cost Savings: By reducing absenteeism, turnover, and the negative impact of unresolved
issues, counselling and wellness programs contribute to cost savings in the long run.
COUNSELLING PROGRAMS
Counselling programs for employees are designed to provide support, guidance, and assistance
to individuals in a workplace setting. These programs aim to enhance the overall well-being of
employees, address personal and work-related challenges, and promote a healthy work
environment. Here are the meaning and types of counselling programs for employees:
1) Employee Assistance Programs (EAPs): EAPs are employer-sponsored programs
that offer confidential counselling services to employees facing personal or work-
related challenges. These challenges may include stress, mental health issues, substance
abuse, financial problems, or family issues.
Types: EAPs may offer various types of counselling services, including short-term counselling,
crisis intervention, and referrals to external resources such as mental health professionals or
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financial advisors.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

2) Career Counselling Programs: Career counselling programs assist employees in

identifying and pursuing career goals within the organization. These programs may
involve assessments, skill development, and guidance on career advancement.
Types: Career counselling can include individual sessions, workshops, or seminars focused on
topics such as career planning, goal setting, and skills development.
3) Mental Health Counselling Programs: Mental health counselling programs aim to
support employees dealing with stress, anxiety, depression, or other mental health
issues. These programs may involve individual counselling, group therapy, or
workshops on stress management and resilience.
Types: Mental health counselling programs can cover a range of issues, including mindfulness
training, coping strategies, and education on mental health awareness.
4) Conflict Resolution Programs: Conflict resolution programs help employees navigate
interpersonal conflicts in the workplace. Counselling may involve mediation,
communication skills training, and conflict resolution strategies.
Types: Programs may focus on resolving conflicts between individuals, within teams, or even
at the organizational level. Training sessions and workshops may be provided to enhance
communication and conflict resolution skills.
5) Financial Counselling Programs: Financial counselling programs assist employees in
managing their personal finances. This may include budgeting, debt management, and
financial planning.
Types: Financial counselling can be delivered through one-on-one sessions, workshops, or
online resources. The goal is to help employees alleviate financial stress and improve their
financial well-being.
6) Wellness Counselling Programs: Wellness counselling programs focus on promoting
overall well-being by addressing physical, mental, and emotional health. This may
include lifestyle coaching, fitness programs, and stress reduction techniques.
Types: Wellness programs can encompass a variety of activities, such as fitness challenges,
nutrition workshops, and mindfulness sessions, to support employees in leading healthier lives.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

MENTAL HEALTH

Mental health is a state of well-being that affects how people think, feel, and act. It includes
emotional, psychological, and social well-being. Mental health can impact how people handle
stress, relate to others, and make decisions.
In the context of the workplace, prioritizing mental health has become an essential aspect of
fostering a positive and productive work environment. Recognizing the impact of mental well-
being on job performance, employee satisfaction, and overall organizational success,
employers are increasingly taking steps to address mental health challenges
STRESS MANAGEMENT INTERVENTIONS
Stress management interventions refer to organized and purposeful strategies, programs, or
activities implemented within an individual or organizational context with the aim of
identifying, preventing, or alleviating stressors and promoting effective coping mechanisms.
These interventions are designed to enhance the well-being of individuals by addressing the
physical, emotional, and psychological impact of stress.
Stress Management Interventions by HRD (Human Resource Development)
a) Employee Assistance Programs (EAPs):
 Providing access to confidential counselling services for employees facing personal or
work-related stressors.
 Offering a range of mental health resources, including counselling sessions and
referrals to external professionals.
b) Training and Workshops:
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 Conducting stress management workshops to equip employees with tools and

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techniques for coping with stress.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

 Training sessions on time management, resilience, and mindfulness to enhance stress

resilience.
c) Flexible Work Arrangements:
 Implementing flexible work policies, such as remote work options or flexible
schedules, to accommodate individual needs and promote work-life balance.
 Allowing employees to adjust their work hours or take breaks when needed.
d) Wellness Programs:
 Initiating wellness programs that focus on physical and mental well-being, including
fitness challenges, nutrition education, and mindfulness sessions.
 Creating a supportive environment that encourages employees to prioritize their health.
e) Job Redesign and Task Allocation:
 Assessing and restructuring job roles to ensure a more balanced and manageable
workload.
 Collaboratively involving employees in decision-making processes to enhance a sense
of control and reduce stress.
f) Communication Strategies:
 Establishing open communication channels to allow employees to express concerns and
seek support.
 Promoting a transparent and supportive organizational culture that values employee
well-being.
g) Health and Safety Measures:
 Ensuring a physically safe and comfortable work environment to alleviate stress related
to safety concerns.
 Implementing ergonomic practices to minimize physical strain and promote overall
health.
h) Promotion of Work-Life Integration:
 Encouraging a holistic approach to work and life, acknowledging the
interconnectedness of personal and professional spheres.
 Supporting employees in achieving a healthy balance between their work
responsibilities and personal lives.
i) Recognition and Appreciation Programs:
 Implementing employee recognition programs to acknowledge and appreciate
individual and team efforts.
 Celebrating achievements and milestones to boost morale and reduce stress associated
with job dissatisfaction.
j) Conflict Resolution Training:
 Providing training on conflict resolution and effective communication to reduce
workplace tension.
 Establishing clear channels for addressing interpersonal conflicts and promoting a
harmonious work environment.
k) Access to Mental Health Resources:
 Ensuring that employees have easy access to mental health professionals and services
through employee benefits.
 Facilitating awareness campaigns to reduce stigma and encourage utilization of mental
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health resources.
Page

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Implementing a comprehensive set of stress management interventions by HRD demonstrates

a commitment to employee well-being and contributes to a healthier, more productive work
environment.

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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Module 5
PERFORMANCE MANAGEMENT

Performance management is a comprehensive approach to managing individuals, teams, and

organizations to ensure that organizational goals are consistently met. It involves a systematic
process of setting objectives, monitoring progress, providing feedback, and developing the
skills and capabilities of employees to enhance overall performance.

Performance management is the process of continuous feedback and communication

between managers and their employees to ensure the achievement of the strategic objectives
of the organization.

Performance management is a strategic and integrated process that involves creating a shared
understanding of what needs to be achieved, aligning individual and organizational objectives,
and ensuring that employees are equipped with the necessary resources and support to deliver
high performance. It is not solely about evaluating past performance but also focuses on
continuous improvement and development.
Performance management goes beyond traditional performance appraisal systems. It
emphasizes ongoing communication and collaboration between employees and managers,
fostering a culture of continuous learning and improvement. By providing regular feedback
and addressing developmental needs, performance management aims to optimize individual
and organizational performance.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

STAGES IN PERFORMANCE MANAGEMENT / PERFORMANCE MANAGEMENT

CYCLE

The performance management cycle is a systematic and continuous process designed to

optimize individual and organizational performance. It involves a series of interconnected
stages that guide the management of employee performance from setting goals to providing
feedback and recognition. The five stages of the performance management cycle are:
1) Planning: The cycle begins with the planning stage, where organizational goals are
translated into specific, measurable objectives for each employee. During this phase,
managers and employees collaboratively set performance expectations, clarify roles
and responsibilities, and establish key performance indicators (KPIs). This stage lays
the foundation for aligning individual contributions with broader organizational
objectives.
2) Monitoring: Once goals and expectations are established, the monitoring stage
involves ongoing tracking of employee performance. Regular check-ins, progress
reports, and key performance indicators are used to assess how well employees are
advancing toward their goals. Managers play a crucial role in providing support,
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removing obstacles, and ensuring that employees have the resources needed to succeed.
Continuous monitoring allows for timely interventions and adjustments to strategies as
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necessary.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

3) Developing: The developing stage focuses on fostering employee growth and skill
enhancement. Managers provide feedback, coaching, and guidance to help employees
improve performance and overcome challenges. This stage emphasizes continuous
learning, skill development, and addressing developmental needs identified during the
monitoring phase. Training programs, mentorship, and other developmental
opportunities may be implemented to support employee growth.
4) Reviewing: The reviewing stage involves a formal assessment of employee
performance. Typically conducted on a periodic basis, such as annually, performance
reviews provide an opportunity for managers and employees to reflect on achievements,
challenges, and areas for improvement. The reviewing stage is a crucial component for
acknowledging accomplishments, discussing career development, and identifying
strategies for further improvement.
5) Rewarding: The final stage of the performance management cycle is rewarding.
Recognition and rewards are essential for reinforcing positive behaviour and motivating
employees. Recognizing exceptional performance through various means, such as
bonuses, promotions, or public acknowledgment, encourages employees to continue
delivering high-quality work. The rewarding stage also contributes to employee
satisfaction and engagement.
PERFORMANCE MANAGEMENT TOOLS
1) Balanced Scorecard:
The Balanced Scorecard is a strategic performance management framework developed by
Robert Kaplan and David Norton. It translates an organization's mission and strategy into a
comprehensive set of performance indicators across four perspectives: financial, customer,
internal processes, and learning and growth. It provides a balanced view of performance,
ensuring that improvements in one area do not come at the expense of others.

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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

The balanced scorecard provides a set of performance measures that reflect an entity’s goals
and strategies. The framework includes measures from four perspectives.
1. Financial. How do we create value for our shareholders?
2. Customer. What do new and existing customers value from us?
3. Internal operations. What processes must we excel at to achieve our financial and customer
objectives?
4. Innovation and improvement activities. How can we continue to improve and create value?
Example: A retail company uses the Balanced Scorecard to assess its performance. Under the
customer perspective, metrics include customer satisfaction scores and Net Promoter Score
(NPS). Under the internal processes perspective, metrics may include inventory turnover rates
and order fulfilment times.
2) Benchmarking:
Benchmarking is a process of comparing an organization's performance against that of industry
peers or best-in-class companies. The goal is to identify areas where the organization can
improve its processes, operations, or strategies. Benchmarking can be internal (comparing
performance across different units within the organization) or external (comparing against
competitors or industry standards).
Brand benchmarking is a process of measuring the performance of a company’s products,
services, operations, processes against other companies. The most common metrics for
benchmarking includes cost per unit, time to produce, product/service quality, effectiveness,
time to market, customer satisfaction and loyalty, brand recognition.
Example: An IT company benchmarks its software development process against industry
leaders. It compares its cycle time, defect density, and customer satisfaction with those of top-
performing competitors to identify areas for improvement.
3) Key Performance Indicators (KPIs):
KPIs are quantifiable metrics that measure the performance of an individual, team, department,
or organization in achieving specific objectives. KPIs are aligned with strategic goals and
objectives, providing a clear and measurable way to assess progress. Examples include sales
revenue, customer satisfaction scores, and employee turnover rates.
Key Performance Indicators (KPIs) are quantifiable goals that help businesses measure their
success and improve their performance. KPIs can help businesses
Example: A marketing team uses KPIs such as website traffic, conversion rates, and social
media engagement to measure the success of its campaigns and align its efforts with the
company's marketing objectives.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

4) 360-Degree Feedback:
360-degree feedback is a process in which an individual receives feedback from multiple
sources, including supervisors, peers, subordinates, and even clients or customers. This holistic
approach provides a well-rounded view of an employee's strengths and areas for improvement,
fostering a more comprehensive understanding of performance.
Example: An executive in a multinational corporation receives 360-degree feedback from their
supervisor, peers, direct reports, and clients. The feedback covers leadership skills,
communication effectiveness, and cross-functional collaboration.

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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

5) Performance Appraisal Systems:

Performance appraisal systems involve a formal process of assessing an employee's
performance, typically on an annual basis. The process includes setting performance
expectations, ongoing feedback, and a formal review. It often results in performance ratings,
which can influence decisions related to compensation, promotions, and development
opportunities.
Example: A manufacturing company conducts annual performance appraisals for its
employees. The process includes setting performance goals, providing ongoing feedback, and
culminates in a formal review meeting where employees are evaluated against predetermined
criteria.
6) Continuous Feedback Platforms:
Continuous feedback platforms facilitate ongoing, real-time communication between
employees and managers. These tools enable regular check-ins, goal tracking, and feedback
sharing throughout the year, promoting a culture of continuous improvement and timely
recognition.
Example: An online project management company uses a continuous feedback platform that
enables team members to provide real-time feedback on tasks and projects. This ongoing
communication helps in addressing issues promptly and recognizing achievements.
7) Goal-Setting Software:
Goal-setting software assists in the creation, tracking, and management of individual and
organizational goals. It allows employees to set SMART (Specific, Measurable, Achievable,
Relevant, Time-bound) goals, monitor progress, and align their efforts with broader strategic
objectives.
Example: A sales team utilizes goal-setting software to set individual and team targets for
monthly sales revenue. The software allows tracking progress, adjusting goals as needed, and
ensures alignment with the company's overall sales strategy.
8) Performance Analytics Software:
Performance analytics software provides advanced analytical capabilities to interpret
performance data. These tools can analyse trends, identify patterns, and offer insights that
support strategic decision-making. They often use data visualization techniques to present
complex information in a clear and understandable format.
Example: A healthcare organization uses performance analytics software to analyse patient
outcomes, emergency room wait times, and physician efficiency. The software helps identify
trends, optimize processes, and enhance overall healthcare delivery.
9) Performance Management Software Suites:
Performance management software suites integrate various performance management tools
into a unified platform. These suites often include modules for goal setting, continuous
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feedback, performance reviews, analytics, and more. They offer a comprehensive solution for
organizations seeking an integrated approach to performance management.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Example: A large financial institution adopts a performance management software suite that
integrates various tools. The suite includes modules for goal setting, continuous feedback,
performance reviews, and analytics, providing a comprehensive solution for managing
employee performance.
These tools collectively contribute to creating a performance management framework that
aligns individual and organizational goals, measures progress, and supports ongoing
improvement and development. The choice of tools depends on organizational needs, industry
context, and the desired outcomes of the performance management process.
HUMAN RESOURCE (HR) RESEARCH
“Research is a careful and systematic process of inquiry that aims to explore and
understand specific subjects or issues. It can also be defined as the creation of new
knowledge or the use of existing knowledge in a new and creative way.”
HR research refers to the systematic investigation and analysis of issues, challenges, trends,
and practices within the realm of human resources management. It involves collecting and
interpreting data to inform decision-making, improve processes, and contribute to the
development of effective HR strategies within an organization. HR research spans a wide range
of topics, from recruitment and employee engagement to organizational culture and workforce
development.
Key Aspects/ Need/ Importance of HR Research:
1) Understanding Workforce Dynamics: HR research aims to comprehend the
dynamics of the workforce within an organization. This includes studying employee
demographics, skills, motivations, and performance factors.
2) Talent Acquisition and Recruitment: Research in this area focuses on optimizing the
recruitment process, identifying effective sourcing channels, and evaluating the success
of different hiring methods. It may also explore employer branding and strategies for
attracting top talent.
3) Employee Engagement and Satisfaction: Examining factors that contribute to
employee satisfaction and engagement is a central theme in HR research. This involves
studying workplace culture, leadership styles, and the impact of recognition and
rewards on overall employee morale.
4) Training and Development: Research in this area assesses the effectiveness of
training programs, identifies skill gaps within the workforce, and explores strategies for
continuous learning and development. It aligns with the organization's goals and the
evolving needs of the industry.
5) Performance Management: Investigating performance management systems and
methodologies is crucial for HR research. This includes studying the impact of
performance appraisals, feedback mechanisms, and goal-setting processes on employee
productivity and job satisfaction.
6) Workplace Diversity and Inclusion: HR research explores the benefits of diversity
and inclusion in the workplace. This includes studying the impact of diverse teams on
innovation, employee collaboration, and overall organizational success.
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7) Employee Well-being and Mental Health: With a growing emphasis on employee

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well-being, HR research investigates factors affecting mental health, stress levels, and

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

work-life balance. It explores initiatives and policies that promote a healthy and
supportive work environment.
8) Compensation and Benefits: Research in this area focuses on the design and impact
of compensation and benefits packages. It assesses the effectiveness of different reward
structures in attracting, retaining, and motivating employees.
9) Organizational Culture and Climate: HR research delves into the organization's
culture and climate, exploring values, communication patterns, and the overall working
atmosphere. This research is instrumental in shaping a positive and inclusive
organizational culture.
10) Employee Relations and Conflict Resolution: Investigating employee relations and
conflict resolution strategies helps HR professionals understand the factors leading to
workplace conflicts and develop effective methods for resolution, contributing to a
harmonious work environment.
Methods Used in HR Research:
a) Surveys and Questionnaires: Collecting quantitative and qualitative data through
surveys and questionnaires to gauge employee opinions, preferences, and experiences.
b) Interviews: Conducting one-on-one or group interviews to gather in-depth insights
from employees, managers, and other stakeholders.
c) Focus Groups: Bringing together a small group of individuals to discuss specific HR-
related topics in a structured setting, providing qualitative data.
d) Data Analysis: Utilizing statistical analysis tools to interpret quantitative data, identify
trends, and draw meaningful conclusions.
e) Case Studies: Examining specific HR practices or interventions within an organization
to understand their impact and draw lessons for broader application.
f) Literature Reviews: Reviewing existing literature, academic studies, and industry
reports to build a comprehensive understanding of specific HR topics.
g) Observation: Directly observing workplace dynamics and behaviours to gain
qualitative insights into organizational culture and employee interactions.
HR research plays a vital role in helping organizations make informed decisions, improve HR
policies and practices, and adapt to the evolving needs of the workforce. It contributes to the
overall effectiveness of HR management and enhances the organization's ability to attract,
retain, and develop a high-performing and engaged workforce.
IMPACT OF GLOBALIZATION ON HRD
Globalisation means integrating the nation’s economy with the world economy or
Globalization is the growing interdependence of the world's economies, cultures, and
populations. It's brought about by cross-border trade in goods and services, technology, and
flows of investment, people, and information.
The impact of globalization on Human Resource Development (HRD) is significant,
influencing the ways organizations manage and develop their workforce. Globalization refers
to the interconnectedness and interdependence of economies, markets, cultures, and societies
across the world.
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Below are some key ways in which globalization has affected HRD:
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

1) Cultural Diversity and Inclusion:

Impact: Globalization has led to diverse workforces composed of individuals from different
cultures, backgrounds, and regions.
HRD programs must focus on cultural competence, sensitivity, and inclusivity. Cross-cultural
training, diversity and inclusion initiatives, and global leadership development become crucial
to navigate diverse work environments.
2) Global Talent Acquisition:
Impact: Increased competition for talent on a global scale, with organizations seeking to attract
the best employees from various countries.
HRD professionals need to develop strategies for global talent acquisition, understanding
international labour markets, and adopting practices that appeal to a diverse talent pool.
3) Technology and E-Learning:
Impact: Globalization is facilitated by advancements in technology, making information and
learning resources accessible globally.
HRD leverages technology for e-learning, virtual training, and online collaboration. This
enables organizations to deliver training programs to a geographically dispersed workforce
efficiently.
4) Cross-Border Collaboration:
Impact: Increased collaboration among employees, teams, and business units located in
different parts of the world.
HRD programs focus on building communication and collaboration skills, fostering a global
mindset, and providing tools for virtual teamwork and project management.
5) Global Leadership Development:
Impact: Organizations require leaders who can navigate global challenges, manage diverse
teams, and make decisions in a complex, interconnected world.
HRD initiatives emphasize global leadership development programs, coaching, and mentoring
to prepare leaders for the complexities of leading in a globalized environment.
6) Adaptation to Local Regulations:
Impact: Organizations operating globally need to comply with diverse labour laws,
regulations, and cultural norms.
HRD professionals must stay informed about local regulations and develop training programs
to ensure employees across different locations understand and adhere to relevant laws and
cultural expectations.
7) Skills Development for Global Workforce:
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Impact: Globalization necessitates a workforce with adaptable skills to thrive in diverse and
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dynamic work environments.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

HRD focuses on skills development programs that enhance adaptability, cross-cultural

communication, and the ability to work in virtual and multicultural teams.
8) Global Mobility and Expatriate Management:
Impact: Increased movement of employees across borders, including expatriates and global
assignments.
HRD addresses challenges related to expatriate management, including cultural adjustment,
language training, and support for families. Training programs may include cultural
competency training and international assignment preparation.
9) Continuous Learning and Innovation:
Impact: Globalization accelerates the pace of change, requiring organizations and individuals
to embrace continuous learning and innovation.
HRD emphasizes a culture of continuous learning, providing resources for ongoing skill
development, and fostering an innovative mindset to keep pace with global industry trends.
DIVERSITY OF WORKFORCE
Diversity of the workforce refers to the presence of individuals with a wide range of
characteristics, backgrounds, and attributes within an organization. These characteristics
extend beyond the traditional dimensions of diversity, such as gender and race, to include
factors such as age, ethnicity, sexual orientation, socio-economic background, educational
attainment, physical abilities, and more. A diverse workforce encompasses individuals with
varied experiences, perspectives, and identities, contributing to a rich tapestry within the
organizational context.
Key Elements of Workforce Diversity:
1) Demographic Diversity:
Examples: Differences in age, gender, race, ethnicity, and nationality among employees.
Impact: Reflects the variety of backgrounds and life experiences within the workforce.
2) Cultural Diversity:
Examples: Diverse cultural backgrounds, values, and traditions.
Impact: Enriches the organizational culture, fosters creativity, and enhances global
perspectives.
3) Educational Diversity:
Examples: Varied educational qualifications, degrees, and areas of expertise.
Impact: Brings a range of skills, knowledge, and problem-solving approaches to the
workplace.
4) Professional Background Diversity:
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Examples: Employees with diverse professional experiences, career paths, and industry
backgrounds.
Impact: Contributes to a more versatile and adaptable workforce with a broader skill set.
5) Cognitive Diversity:
Examples: Differences in thought processes, problem-solving approaches, and decision-
making styles.
Impact: Enhances innovation and creativity by incorporating a variety of perspectives.
6) Generational Diversity:
Examples: Employees from different generations, such as Baby Boomers, Generation X,
Millennials, and Generation Z.
Impact: Brings together diverse viewpoints, work styles, and preferences, promoting cross-
generational collaboration.
7) Socioeconomic Diversity:
Examples: Varied socio-economic backgrounds and financial statuses among employees.
Impact: Contributes to a more inclusive workplace that accommodates individuals from
different economic circumstances.
8) Gender Diversity:
Examples: Representation of individuals across the gender spectrum.
Impact: Ensures equal opportunities, reduces gender bias, and fosters a more equitable work
environment.
9) Physical and Mental Abilities Diversity:
Examples: Individuals with varying physical abilities or mental health conditions.
Impact: Promotes accessibility, inclusivity, and accommodation for individuals with diverse
abilities.
Benefits of a Diverse Workforce:
a) Innovation and Creativity: Diverse perspectives contribute to creative problem-
solving and innovation.
b) Enhanced Decision-Making: Different viewpoints lead to more comprehensive and
effective decision-making processes.
c) Improved Employee Engagement: Inclusive workplaces foster a sense of belonging
and engagement among employees.
d) Broader Talent Pool: Access to a diverse talent pool strengthens recruitment efforts
and brings a variety of skills to the organization.
e) Better Customer Understanding: Diverse teams are better equipped to understand
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and cater to a diverse customer base.

f) Global Competitiveness: Reflecting diversity internally prepares organizations to
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navigate global markets and diverse customer needs.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

g) Reduced Turnover and Increased Retention: Inclusive environments often lead to

higher job satisfaction and lower turnover rates.
h) Compliance and Reputation: Embracing diversity aligns with legal requirements and
enhances the organization's reputation.
Efforts to manage diversity effectively often fall under the broader umbrella of diversity and
inclusion (D&I) initiatives, where organizations actively seek to create environments that value
and leverage the differences among their workforce members. This not only enhances
organizational performance but also promotes fairness, equity, and social responsibility.
HRD PROGRAMES FOR DIVERSE EMPLOYEES
Human Resource Development (HRD) programs for diverse employees play a crucial role in
fostering an inclusive and equitable workplace. These programs aim to address the unique
needs, perspectives, and development opportunities of a diverse workforce.
Designing effective Human Resource Development (HRD) programs for diverse employees
involves a thoughtful and comprehensive approach. The components of such programs are
designed to address the unique needs, challenges, and opportunities within a diverse workforce.
Below are the key components to consider:
1) Diversity and Inclusion Training:
Purpose: Increase awareness, understanding, and commitment to diversity and inclusion.
Activities: Conducting workshops, seminars, or online training sessions on topics such as
cultural competency, unconscious bias, and fostering an inclusive workplace.
Real-world Example: Google's "Unbiasing" Workshops
Google conducts "Unbiasing" workshops to raise awareness about unconscious biases that can
affect decision-making. The program includes interactive exercises and di
2) Leadership Development for Underrepresented Groups:
Purpose: Identify and nurture leadership potential within underrepresented groups.
Activities: Leadership programs, mentorship initiatives, and sponsorship programs tailored to
the unique needs of individuals from underrepresented backgrounds.
Real-world Example: Women Leadership Development Programs
Many organizations, such as IBM and Johnson & Johnson, offer leadership development
programs specifically designed for women. These programs focus on building leadership skills,
providing mentorship, and creating a supportive community for women to advance in their
careers.
3) Mentorship and Sponsorship Programs:
Purpose: Provide support, guidance, and career development opportunities for diverse
employees.
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Activities: Establishing formal mentorship and sponsorship programs that connect diverse
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employees with experienced mentors or sponsors.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

4) Employee Resource Groups (ERGs):

Purpose: Create communities and support networks for employees with common
characteristics or backgrounds.
Activities: Establishing ERGs for various demographics, organizing events, workshops, and
initiatives that promote inclusivity.
Real-world Example: Microsoft's ERGs
Microsoft has several ERGs, including the Blacks at Microsoft (BAM) and the Disability ERG.
These groups organize events, provide networking opportunities, and advocate for inclusivity
within the company. For instance, BAM hosts an annual career fair and sponsors initiatives to
support the advancement of Black employees.
5) Language and Communication Training:
Purpose: Facilitate effective communication in a multicultural environment.
Activities: Language training programs, communication workshops, and resources that address
language barriers and promote clear communication.
Real-world Example: HSBC's Business English Program
HSBC implemented a Business English program to enhance communication skills among its
employees globally. The program includes language training modules to improve employees'
proficiency in English, promoting effective communication across diverse teams.
6) Flexible Work Policies:
Purpose: Accommodate diverse needs and promote work-life balance.
Activities: Developing and implementing flexible work policies, including flexible work
hours, remote work options, and other accommodations.
Real-world Example: Deloitte's Flexible Work Arrangements
Deloitte offers various flexible work arrangements, including flexible hours and remote work
options. This flexibility allows employees to balance their work and personal responsibilities.
During the COVID-19 pandemic, Deloitte expanded these policies to better support its diverse
workforce.
7) Cultural Competency Workshops:
Purpose: Enhance employees' understanding and appreciation of different cultures.
Activities: Workshops, seminars, or online courses that focus on cultural competency, helping
employees navigate and thrive in diverse work environments.
8) Performance Management and Feedback Training:
Purpose: Ensure fair and unbiased performance assessments.
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Activities: Training managers on providing unbiased feedback, addressing unconscious biases,

and implementing performance evaluation processes that consider diversity and inclusion.
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Real-world Example: Adobe's Check-in Culture

Adobe replaced its traditional performance reviews with a system called "Check-ins." This
approach emphasizes ongoing feedback and open communication between managers and
employees, reducing biases in performance evaluations and fostering a more inclusive
performance management process.
9) Recruitment and Hiring Initiatives:
Purpose: Attract and hire a diverse workforce.
Activities: Implementing strategies such as blind recruitment, outreach programs, and
partnerships with diverse organizations to ensure a diverse pool of candidates.
Real-world Example: IBM's P-TECH (Professional Technologist) Program
IBM's Pathways in Technology Early College High School (P-TECH) program focuses on
recruiting diverse talent from underrepresented communities. P-TECH schools offer a
combination of high school and college education, providing students with skills needed for
technology careers. IBM partners with these schools to create a pipeline for diverse talent.
10) Workplace Flexibility Programs:
Purpose: Create an inclusive environment that accommodates various needs and preferences.
Activities: Implementing programs that allow employees to customize their work environment,
taking into consideration diverse needs such as accessibility, religious practices, or parenting
responsibilities.
Real-world Example: Salesforce's Ohana Floor
Salesforce created the Ohana Floor, a workspace that supports employees with different
working styles. It includes various types of workstations, collaboration spaces, and quiet zones,
allowing employees to choose the environment that best suits their needs and preferences.
11) Conflict Resolution Training:
Purpose: Equip employees and managers with skills to address conflicts in a diverse
workplace.
Activities: Training programs that focus on effective conflict resolution, communication, and
understanding different perspectives.
Real-world Example: Procter & Gamble's Diversity and Inclusion Workshops
Procter & Gamble conducts workshops on diversity and inclusion, including conflict resolution
training. These sessions help employees understand and navigate cultural differences,
promoting effective communication and conflict resolution within diverse teams.
12) Leadership Development for Multicultural Teams:
Purpose: Equip leaders with skills to manage and lead diverse teams effectively.
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Activities: Training programs that address challenges specific to multicultural teams,

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emphasizing effective communication, team building, and conflict resolution.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

13) Neurodiversity Awareness Programs: (Neurodiversity is a term that describes the

different ways people's brains work)
Purpose: Raise awareness and understanding of neurodiversity.
Activities: Training sessions, workshops, or awareness campaigns to educate employees about
neurodiversity and create an inclusive environment for individuals with neurodivergent
conditions.
Real-world Example: SAP's Autism at Work Program
SAP launched the Autism at Work program to tap into the unique talents of individuals with
autism. The program provides training for managers and colleagues to create an inclusive
environment, and it has been successful in integrating neurodiverse employees into various
roles within the company.
14) Evaluation and Continuous Improvement:
Purpose: Assess the effectiveness of HRD programs and make continuous improvements.
Activities: Collecting feedback, analysing program outcomes, and adjusting programs based
on the evolving needs and feedback from diverse employees.
Tailoring HRD programs to include these components ensures that organizations address the
unique needs and create an inclusive environment for all employees, contributing to a diverse
and thriving workplace.
EXPATRIATE AND REPATRIATE SUPPORT AND DEVELOPMENT
An expatriate is someone who works and lives temporarily in a foreign country.
A repatriate is someone who returns to their home country after working abroad.
Expatriate Support and Repatriate Support and
Aspect
Development Development
Employees working abroad Employees returning home
Definition
temporarily. after an assignment.

Assistance during the Support upon returning to the

Focus
international assignment. home country.

Ensure successful adaptation Facilitate smooth

Objective to a new culture and work reintegration into the home-
environment. country work culture.
Cultural training, language Career development
support, relocation programs, reverse culture
Key Components
assistance, and cross-cultural shock support, and
coaching. mentoring.

Cultural adjustment, Reverse culture shock, career

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Challenges Addressed language barriers, and family transition, and potential

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relocation issues. feelings of alienation.

Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

Before and during the After the international

Timeframe
international assignment. assignment upon return.

- Career counselling and

- Cross-cultural training
planning
- Reverse culture shock
Training and Support - Language training
workshops
Areas
- Networking opportunities
- Relocation assistance
in the home country
- Skill development and
- Spousal and family support
upskilling
Smooth reintegration into the
Successful adaptation to the
home-country work culture
Measures of Success host country's culture and
and sustained career
work environment.
progression.
- Career development
- Cultural coaching
workshops
Tools and Resources - Expatriate community - Alumni networks for
building returning expatriates
- Language learning - Mentoring programs for
platforms repatriates

- Retention of valuable talent

- Improved expatriate
and reduction of turnover
performance and satisfaction.
post-repatriation.

Organizational Impact
- Leveraging repatriates'
- Enhanced global mobility
international experience for
program effectiveness.
organizational benefit.

Examples / Cases to explore

Expatriate Support and Development:
Company: IBM
IBM provides comprehensive expatriate support through its "Global Mobility Program." This
includes pre-assignment training on the host country's culture, language classes, and ongoing
support for families. IBM's program ensures that expatriates are well-prepared for the
challenges of living and working in a different culture.
Company: Unilever
Unilever offers a range of services for expatriates, including cross-cultural training, spousal
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support programs, and language learning resources. Unilever recognizes the importance of
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Kind Regards, Prof. Syed Salman M.Com., PGDBA., K-SET, (M.A Economics) (Ph.D)
[email protected]
Human Resource Elective 1 - HUMAN RESOURCE DEVELOPMENT (Elective Code: B.Com H1) BNU

family adjustment and provides assistance to ensure the well-being of both the employee and
their family during the international assignment.
Repatriate Support and Development:
Company: Microsoft
Microsoft focuses on the repatriation phase through its "Global Talent Development"
initiatives. The company organizes reverse culture shock workshops for returning employees,
helping them navigate the challenges of readjusting to the home-country work culture.
Microsoft also encourages repatriates to share their international experiences through internal
networks.
Company: General Electric (GE)
GE has a structured repatriation program called "REO (Re-Entry Orientation)." This program
assists repatriates in identifying new career opportunities within the organization, offers
mentorship, and provides resources for them to integrate smoothly back into their home-
country teams. GE recognizes the importance of retaining and leveraging the skills of their
global talent.
These real-world examples demonstrate how leading organizations prioritize both the
expatriate and repatriate experiences. By offering tailored support and development programs,
companies aim to maximize the success of international assignments and ensure a seamless
transition for employees returning to their home country.

***********************************************************************

Last updated: 31/12/2023

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