STRATEGIC HUMAN RESOURCE DEVELOPMENT

UNIT I
1,1. INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT:
Development of human resources is essential for any organization that would like to be dynamic
and growth-oriented. Unlike other resources, human resources have rather unlimited potential
capabilities. The potential can be used only by creating a climate that can continuously identify,
bring to surface, nurture and use the capabilities of people. Human Resource Development (HRD)
system aims at creating such a climate. A number of HRD techniques have been developed in
recent years to perform the above task based on certain principles.
MEANING, DEFINITION OF HRD,
Human resource development (HRD) is a process that helps employees develop their skills,
knowledge, and abilities to enhance their personal growth and their organization's
effectiveness. HRD is a subset of human resource management (HRM), but with a greater focus
on training and development.
1.2 EVOLUTION OF HRD,
The evolution of Human Resource Development (HRD) can be traced back to the 18th century
and the apprenticeship training programs that were common in small shops. HRD has evolved over
time, influenced by a number of factors, including:
 Pre-scientific management: Robert Owen and Andrew Ure focused on human relations and
resources.
 Scientific management: Human resources were seen as a way to maximize production at a
low cost.
 Behavioral management: This theory claimed that organizational goals could only be
achieved by meeting the desires of employees.
 World War I: The labor market was significantly impacted by World War I.
 The 1960s: Managers and researchers realized that better working conditions didn't
necessarily lead to employees working harder.

 Late 20th century: Supervisors began to focus on aligning organizational and individual
employee goals.

1.3 RELATIONSHIP WITH HRM

 Human resource management (HRM)
Focuses on the current workforce, and is more operational and transactional in nature. HRM aims
to improve the efficiency of employees and the overall relationship between employees and the
company. HRM tasks include finding and retaining employees, training, assessing performance,
and ensuring compliance with the law.
 Human resource development (HRD)
Focuses on the future workforce, and is more strategic and transformational in nature. HRD aims
to improve employee skills, knowledge, and abilities to benefit the entire organization. HRD tasks
include developing and launching learning and development initiatives, and helping employees
grow and evolve within the organization.

1.4. HUMAN RESOURCE DEVELOPMENT FUNCTIONS

As a crucial part of an organization's HRM system, Human Resource Development performs a
wide array of functions:
Training and Development
One of the primary functions of HRD is to design and implement effective training and
development programs. These initiatives aim to equip employees with the necessary knowledge
and skills to perform their jobs efficiently. Training programs can cover a wide range of topics,
including technical skills, leadership development, customer service, and compliance training. By
investing in employee development, organizations foster a culture of continuous learning, leading
to improved performance and employee satisfaction.
Performance Appraisal
Human Resource Development plays a vital role in establishing performance management
systems that align individual and organizational goals. This function involves setting clear
performance expectations, conducting regular performance evaluations, and providing
constructive feedback. By implementing effective performance management processes, HRD
facilitates employee growth, identifies areas for improvement, and recognizes high performers.

Additionally, performance management helps organizations make informed decisions about

promotions, rewards, and career development opportunities.
Career Planning and Development
HRD works on designing career paths for employees, providing them with the necessary tools to
improve and succeed. This includes mentoring, coaching, succession planning, and more.
Organization Development
HRD plays a significant role in driving organizational development initiatives. This involves
aligning HR strategies with the overall business objectives, analyzing organizational effectiveness,
and implementing change management initiatives. HRD professionals collaborate with leadership
to identify areas for improvement, develop talent pipelines, and enhance organizational
capabilities. By driving organizational development efforts, HRD ensures the organization remains
competitive, adaptable, and resilient in a dynamic business environment.
Talent Acquisition and Recruitment
Attracting and selecting the right talent is a critical function of HRD. HRD professionals
collaborate with hiring managers to understand the organization's needs and develop
comprehensive recruitment strategies. This includes crafting job descriptions, sourcing candidates,
conducting interviews, and evaluating applicants. By ensuring a thorough and efficient recruitment
process, HRD helps organizations find the best fit for vacant positions, leading to improved
employee retention and overall productivity.
Succession Planning
Succession planning involves identifying and developing future leaders within an organization.
HRD professionals work closely with management to identify key positions and potential
successors. They assess employees' readiness for leadership roles, provide developmental
opportunities, and create leadership development programs. Succession planning ensures a smooth
transition of leadership, reduces the risk of talent gaps, and contributes to the long-term
sustainability of the organization.
Employee Engagement and Motivation
HRD plays a crucial role in fostering employee engagement and motivation. This function involves
implementing strategies to boost employee morale, satisfaction, and commitment to the
organization. HRD professionals facilitate employee feedback mechanisms, organize team-
building activities, and promote a positive work culture. By nurturing a supportive and engaging

work environment, HRD enhances employee productivity, reduces turnover, and strengthens
employee loyalty.
Employee Relations
Maintaining healthy employee relations is vital for organizational success. HRD professionals
handle various aspects of employee relations, including conflict resolution, grievance
management, and fostering positive communication channels. They ensure compliance with labor
laws and regulations, promote a fair and inclusive work environment, and address employee
concerns effectively. By managing employee relations proactively, HRD minimizes workplace
conflicts and promotes a harmonious work environment.
1.5 ROLES AND COMPETENCIES OF HRD PROFESSIONALS
(A) ROLES OF HRD PROFESSIONALS
Nurturing Employee Growth
1. Training and Development
HRD professionals design and implement training programs that equip employees with the skills
and knowledge needed to excel in their roles and contribute to the organization’s objectives.
2. Career Pathing
By identifying potential career paths within the organization, HRD professionals help employees set
meaningful goals and create strategies for their professional growth.
Fostering a Learning Culture
1. Continuous Learning Initiatives
HRD professionals promote a culture of continuous learning, ensuring that employees stay up-to-
date with industry trends and advancements.
2. Learning Platforms and Resources
They facilitate access to learning platforms, resources, and courses that empower employees to take
ownership of their development journeys.
Employee Engagement and Well-being
1. Engagement Strategies
HRD professionals develop engagement initiatives that foster a sense of belonging, motivation, and
enthusiasm among employees.
2. Well-being Programs
They implement programs that prioritize employees’ mental, physical, and emotional well-being,
creating a healthy work environment.
Talent Management and Succession Planning
1. Talent Identification
HRD professionals identify high-potential employees and provide them with growth opportunities,
ensuring a pipeline of skilled individuals for key positions.
2. Succession Planning
They plan for the future by grooming employees for leadership roles, minimizing disruptions during
leadership transitions.
Data-Driven Decision Making
1. HR Analytics
HRD professionals utilize data analytics to make informed decisions about training, development,
and talent management strategies.
2. Performance Insights
They use data to assess individual and team performance, offering insights that guide development
initiatives.
Change Management and Organizational Development
1. Change Initiatives
HRD professionals lead change management efforts, ensuring smooth transitions during
organizational changes or restructuring.
2. Organizational Culture
They contribute to the development of a positive organizational culture that aligns with the
company’s values and goals.

(B). COMPETENCIES OF HRD PROFESSIONALS

1. Communication skills
Great communication skills are indispensable for every job but are especially important as an HR
competency.
The right behavioral competencies, including communication, separate outstanding HR
professionals from good ones.
HR professionals rely on solid communication for many reasons:
 Help new hires with their orientation
  Teach staff company rules
 Write safety materials
 Communicate important government regulations to staff
2. Time management
Time management and organizational skills are vital in a work environment, so HR professionals
must manage their time effectively, including planning, scheduling and executing tasks, and
managing deadlines.
HR employees often deal with vacant roles that they must fill quickly. They have to jump to
rapid onboarding so the new employee can begin work immediately.
3. Negotiation skills
Negotiation skills are front and center when it comes to HR work – especially when you need
to assess HR manager skills.

The ability to negotiate is one of the most crucial recruiter competencies, enabling them to
influence others for the organization’s benefit and settle deals favorably. It also helps HR
employees conclude good deals with health coverage providers and unions.
4. HR fundamentals
Fundamental HR skills and competencies are their own category, apart from standard
communication, negotiation, and business acumen. They include developing, maintaining, and
improving HR policies and successfully managing relationships.
Fundamental HR competencies also enable employees to align HR policies with government laws.
Moreover, candidates with strong fundamental human resource expertise can help the company
address any issues related to hiring and training new employees and retaining existing ones.
5. Talent acquisition
Talent-acquisition skills are essential for solid competency in HR. To grow on their career path,
an HR professional needs to go beyond recruiting – they need to understand how to find the ideal
candidate for the role.
Attracting top professionals to your business is becoming more difficult because every
organization vies for job seekers’ attention with compensation and benefits packages. Therefore,
your HR team must devise better strategies to acquire top talent.
6. Critical thinking
Critical thinking – the ability to think clearly and make sound judgments – is one of the top HRM
competencies. HR employees who possess this skill can conceptualize, analyze, and evaluate
information to make informed decisions. For example, critical thinking helps recruiters analyze
candidates and hire with reduced bias. It’s also a top skill for workforce planning and change
management.
7. Attention to textual detail
True human resource expertise includes great attention to detail. Since HR employees
communicate with a wide range of people daily, they need great attention to detail, especially
during the hiring process. A keen eye helps recruiters remember important information and spot
discrepancies in applicants’ resumes and skills. These skills help HR professionals avoid bad hires
that could prove costly in the long run.
8. Leadership and people management
The behavioral competencies of HR are some of their strongest abilities, and leadership is one of
the most important ones. Leading and managing people is a core HR competency every human
resource professional should possess. HR employees drive positive organizational change with
their great people skills and ability to develop innovative solutions to complex problems.
9. Analytical skills
Recruiters need excellent analytical skills to make better decisions when hiring new candidates,
reduce recruitment costs, and pinpoint areas for improvement.
The ability to study the numbers and spot what works and what doesn’t helps your business be
more competitive. You can have the best HR analytics software on the market, but it doesn’t make
a difference if your HR staff doesn’t have keen technical literacy to interpret and use the data.
10. Cognitive flexibility
Cognitive flexibility is a human resources competency that enables people to learn and unlearn
information, quickly grasp how new technologies work, and determine how they can use them to
their benefit. This ability shows an applicant’s adaptability, creativity, and curiosity.
If something isn’t working out as planned, cognitive flexibility prompts an HR professional to
change tactics and find new ways to deal with the problem.

1.6 CHALLENGES TO ORGANIZATION AND HRD PROFESSIONALS.

(a) Culture or attitude
Different countries have different culture and as the world has become a global village HRD
Professionals have to face the cultural challenges in different countries or with the employees
belonging to the different countries.
(b) Technology or skills.
The pace of technological development is very high and the new technologies are replacing the
older ones quickly. Same is the case with techniques and technologies use for training. An HR
professional has to upgrade his skills and knowledge to meet the requirements of the new
generation.
(c) Values of behavior
The HRD professionals have to adjust themselves to the emerging new values as principle centric
leadership is becoming trend in the corporate world. Values like trust credibility timeliness and
the simpler rules are becoming the corners stone of many businesses.

(d) Knowledge or information.

Enhancement of knowledge is also a big challenge for HRD professional as they have to
understand the different philosophies demonstrated at different places in the world. For example
the philosophy related to leadership changes dramatically in organizations from different parts of
the world
(e) Life style or habits.
The life style of an employee is also important for HRD professionals because they have to
understand the habits of the employees and then decide the training that needs to be imparted for
bringing a change in the habits of the employees.
(f) Knowledge of new practices.
An HRD professional has to be aware of the new practices adopted by the organization around
globe. An HRD professional should know about the practices like dignity of individual, retention
of employees, leadership by examples, clear conscience relationship with employees share holder,
vendors, suppliers, customers and society at large.
(g) Environment:
An open environment is required for the success of an organization. The organizational
environment should have meritocracy, fearless, justice, speed imagination and accountability. It is
the job of the HRD professional to inspire the employee to perform better ones this environment
is created in the organization.
 UNIT II

2.1. FRAME WORK OF HUMAN RESOURCE DEVELOPMENT:

The framework for Human Resource Development (HRD) is a system of planned activities that
help employees develop their skills and abilities to meet the needs of an organization. The goal of
HRD is to improve employee performance and productivity, and to help an organization achieve its
goals.
Some key aspects of HRD include:
Continuous process
HRD is a system that should begin when an employee joins an organization and continue
throughout their career.
Multidisciplinary approach
HRD uses a variety of methods, including education, management, and psychology.
Methods
HRD includes training, mentoring, coaching, job rotation, and career development.
Organizational culture
HRD helps develop an organizational culture that encourages teamwork, collaboration, and strong
relationships between employees and their superiors.
Performance management
HRD includes a performance management system to help employees improve their performance.
Job placement
HRD ensures that the right person is placed in the right job.
Some elements of HRD include:
a) Manpower planning, recruitment, and retention
b) Succession planning and talent management
c) Policy and procedures
d) Compensation and benefits program
e) Employer brand communication and employee engagement

2.2. HRD PROCESSES

The human resource development (HRD) process typically involves the following steps:
 Needs assessment: Identify organizational needs and skill gaps by reviewing work tasks,
workflows, and the overall environment
 Design: Create customized training programs and initiatives that address the identified
needs
 Implementation: Execute the programs through training, coaching, and development
activities
 Evaluation: Measure the effectiveness of the programs through feedback and assessments
 Feedback and analysis: Use feedback loops to continuously improve the process
 Integration: Integrate HRD efforts with performance management and career development
practices
2.3. ASSESSING HRD NEEDS
Assessing Human Resource Development (HRD) needs process helps organizations ensure they
have all the skills, knowledge, and capabilities required to meet their strategic objectives.
Given below is a step-by-step approach to assessing HRD needs:
1. Identify Organizational Goals
The initial step is understanding the organization’s objectives, mission, and vision. It should be
clear what objectives an organization aims to strategically achieve in the short term and long term.
2. Conduct a Gap Analysis
Identify the gaps between employees’ present and desired capabilities. Compare the workforce’s
current and desired skills, knowledge, and capabilities. This comparison analysis enables
organizations to understand the skill gap among employees and address it effectively to achieve
organizational goals.
3. Stakeholder Consultation
Stakeholders, including executives, managers, employees, and HR personnel, should be engaged to
understand the organization’s identified skill gaps and developmental needs. This can be swiftly
performed through surveys, interviews, focus groups, workshops, and other methods.
4. Review Performance Data
Identify the areas where growth, improvement, or development is needed within the organization
by performing performance appraisals, competency assessments, employee feedback, and any other
relevant performance data.
5. Consider Industry Trends
To remain updated and prepared for future challenges, organizations must Stay informed about
industry trends, technological advancements, changes in regulations, and other external factors.
These factors influence the skills and competencies needed within the organization.
6. Utilize HR Metrics
Organizations can identify areas for improvement effectively by using HR metrics such as turnover
rates, training effectiveness, succession planning data, and employee engagement scores, which
help to enhance overall performance and productivity.
7. Assess Individual Needs
Conduct assessments to determine every employee’s developmental needs. This process involves
evaluating employees’ skills, assessing personality traits, having career development discussions,
and engaging in goal-setting activities.
8. Prioritize Needs
Prioritize HRD needs according to employees’ strategic importance, urgency, and feasibility. Some
needs may require immediate attention due to their critical nature, while others can be addressed
over a more extended period.
9. Develop an Action Plan
After identifying the HRD needs, develop a detailed action plan that clearly outlines specific
initiatives, timelines, responsibilities, and resources required for successful implementation.
10. Monitor and Evaluate
Continuously monitor the effectiveness of Human Resource Development (HRD) interventions and
evaluate their impact on the performance of an organization. Adjust the action plans as needed that
are based on feedback and changing business requirements.

2.4. THE HRD MODEL,

An HR model, or a human resources management model, is a framework for articulating HR’s role
and positioning within the business. It serves as a guide for human resource management and
intersects with the HR strategy. The HR strategy visualizes the future, and an HR model breaks
down the plan for getting there.
The Human Resource Development (HRD) model is a system that helps organizations develop the
skills and competencies of their employees to achieve organizational goals:
The HRD model typically includes the following stages:
 Needs analysis: Identify the gap between desired and actual performance, and determine the
skills and abilities employees need to improve
 Training analysis: Determine who needs what kind of training, and why
 Training design and delivery: Use theory-based learning principles to design and deliver
training
 Training evaluation: Assess the effectiveness of training by evaluating cognitive,
behavioral, and motivational aspects

2.4. DESIGNING EFFECTIVE HRD PROGRAM

Steps for Designing HRD Intervention
1. Identification of the Objectives
2. Selecting the Trainer
3. Train-the Trainer Program
4. Preparing a Lesson Plan
5. Selecting Training Methods and Media
6. Preparing Training Materials
7. Program Announcements
8. Program Outlines
9. Training Manuals
10. Scheduling an HRD Program
11. Scheduling during work hours
12. Scheduling after work hours
13. Registration and Enrollment Issues
Identification of the Objectives
An HRD professional, after completing the needs assessment, is required to define the objectives
for the HRD program. The results of HRD program can be achieved through several means like
lectures, coaching and mentoring.
Selecting the Trainer
Once an organization has made a decision to design its own training program regardless of whether
the trainers are within or outside the organization, it is important to select a trainer who can
effectively deliver to meet the objectives of the organization.
Train-the Trainer Program
Train-the-trainer programs are designed to introduce new and experienced trainers to fresh methods
for creating and managing effective training programs that truly engage their learners. Trainers that
attend train-the-trainer programs can learn how to reduce course preparation time, accelerate
learning and discover new ways to demonstrate return on investment for clients.
Preparing a Lesson Plan
A lesson plan structures training sessions to facilitate the instructional objectives that were
developed.
Selecting Training Methods and Media
The next step in the training method is to select the appropriate training method. A survey
conducted stated that originations use the classroom format for all of their formal training. On the
other hand the least active method of training is the lecture method .The methods such as outdoor
training, role playing exercises, games, and simulations which are highly experiential demand the
greatest amount of activity.
Preparing Training Materials
After training methods have been selected the next step is to purchase the training materials which
would depend whether the program is purchased or designed by the origination.
Program Announcements
The target audience is informed about the training program through program announcements. The
announcement made should indicate the purpose of the program, when and where it will be held,
and how the employee can qualify to participate in the program.
Program Outlines
The program outlines are the documents that communicate the content, goals, and expectations for
a program. Typically provided are the beginning of the program, these include such things as
course objectives, topical areas are to be covered, materials, a requirement of each trainee, and a
tentative schedule of events. The program outline can also be used to establish behavioral
expectations, including punctuality, attendance, work habits, class habits, and class participation.
Training Manuals
The trainers mostly rely on a training manual or textbook for the basic instructional material,
reading, exercises, and self-test. Some of the documents are organized into modules as it makes
easy to organize the training program into sessions. Trainers who decide to use a textbook normally
contact a publisher and determine whether individual modules can be purchased separately.
Scheduling an HRD Program
The importance of timing was earlier discussed in the context of deciding whether to conduct
training internally or externally. The organization needs to plan the types of HRD
initiatives(education, training, self-development) for the year, so that they do not conflict with
organizational goals. Organizations usually do not prefer to stop all their work because there are
too many programs happening at once.
Scheduling during work hours
Scheduling the training program during the normal working hours avoids the conflicts such as
commuting, family and other personal obligations which send the message to the employees that
learning is an important part of the job. The HRD professional while scheduling the program
during the normal work hours should consider factors such as the day of the week, time of the day,
peak work hours, staff meetings and travel requirements.
Scheduling after work hours
At times the organizations schedule the training program after the work hours or in the weekend to
avoid the constraints discussed earlier though this approach can also create problems. Even though
the employees are aware of the schedule of the training program on a particular day in advance
some familial problems arise causing a few to miss the training sessions.
Registration and Enrollment Issues
The other problem which is faced during the training program is the enrollment and registration
process. All the participants and the managers should clear and aware about the registration process
and who is responsible for the logistics issues (e.g. travel arrangements, lodging, meals etc. and
what if the employees need to cancel or do the rescheduling of the training. RegOnline is such a
program which provides online registration for such types of events, including the training
programs.

2.5. HRD INTERVENTIONS

Human resource development (HRD) is an essential function within a human resources
management department (see Table 5-11). The nature of the function and its scope are shaped by
the organization's mission and its ability to maintain market share. McLagan defines it as "the
integrated use of training and development, organization development, and career development to
improve individual, group , and organizational effectiveness." [53] Many studies have identified
roles, outputs, and competencies for HRD professionals.
Employee Selection
Employee selection is choosing the right person for the job. The process begins with a precise
description of the skills and/or knowledge, experiences, and personal characteristics needed to
accomplish the job tasks . Valuable sources for identification are knowledgeable people and
personal observations of competent performers. The selection process differs in complexity among
organizations. Some fill positions quickly and inexpensively by perusing resumes and application
forms. Other organizations select potential employees by elaborate, and sometimes costly, selection
systems involving job- related tests, a series of interviews, and background checks [55] . Decisions
regarding selection are crucial for effective organizational performance.
Compensation and Benefits
Compensation programs are monetary and in-kind payments used by organizations. Goals of
compensation policies include rewarding employees' past performances, remaining competitive in
the labor market, maintaining salary equity among employees, motivating employees' future
performances , maintaining the budget, attracting new employees, and reducing unnecessary
turnover . [56] Compensation typically includes pay for work and performance, disability income,
deferred income, health, accident , and liability protection, loss-of-job-income, and continuation of
spousal income when there is a loss due to a employee's relocation.
Benefits are the non-cash portion of the compensation program that are intended to improve the
quality of work life for an organization's employees. Benefits include the employer's share of
legally required payments (e.g., FICA, unemployment compensation, retirement and savings plan
payments, 401k, profit sharing, stock bonuses, medical benefit payments, etc.) [57] Benefits were
once viewed as gifts from the employer; they are now considered entitlements .
Motivation (Incentives and Rewards)
Incentives link pay with a standard of performance. They are future-oriented with the objective of
inducing desired behavior. They can be short or long term , and they can be tied to individual
and/or group performance. There are variations in incentives. Monetary incentives include salary,
differential pay, allowances, time off with pay, deferred income, loss-of-job coverage, and other
perquisites (product samples, an expense account, tax service, legal service, a company apartment,
club membership, free housing, parking privileges, stock bonus, etc.). Nonmonetary incentives
include desirable working conditions, training, and adequate equipment and materials. Examples of
management incentives are participatory goal setting and decision making, and career
opportunities. [58]
Rewards can change and reinforce behavior. Skinner's research showed that rewarded behaviors are
more likely to be repeated. Rewards need to be timely , specific, and matched to the preferences of
the person and the achievement of goals. [59] Rewards can be formal, such as public recognition,
gift certificates, etc., or informal such as field trips. Nelson has catalogued more than 1,000 ways to
reward employees. [60] Wilson suggests that rewards should be SMART: specific, meaningful,
achievable, reliable, and timely. [61]
Performance Appraisals
Performance appraisals help individuals manage their performance by providing them with
feedback. Organizations also have performance appraisal programs that provide criteria for salary
decisions, promotion, and improving job performance. Gohrman discusses the many potential
benefits of regular performance appraisal: increase in employee self-esteem and motivation to
perform effectively, job clarification , communication between employee and rater, clearer
organizational goals, and better human resource planning. [62] Morissey suggests that some positive
advantages of performance appraisals are increased probability of promotion for good
performance, decreased likelihood of receiving undesirable assignments, clear understanding of
supervisor's expectations, and greater personal reward and recognition for meeting those
expectations. [63] He also sees benefits for the organization in reduced turnover, reduced liability for
potential legal action, improved overall productivity, improved organizational results, and greater
attractiveness to potential new hires. Research suggests that the performance review should be
approximately 60 minutes long and conducted as a mutual discussion. [64]
Examples of performance appraisal methods used by organizations include checklists, weighted
checklists, graphic rating scales, mixed scales, forced-choice scales, and critical incidents (written
descriptions of a highly effective or highly ineffective performance), and behaviorally anchored
rating scales (BARS). [65] The HRD literature is filled with positive techniques for conducting
effective performance reviews. It also reports stories of anxiety, frustration, uncertainty, and
ambiguity when performance appraisals are handled improperly.
Assessment Centers and Competency Testing
An assessment center is "a place where standardized selection procedures are applied, usually to
separate management from non-management candidates and executive candidates from middle
managers." [66] Candidates are evaluated and selected by testing mechanisms to determine if they
are capable of performing predetermined skills. Others see it as a process where trained
professional evaluators observe, record, and evaluate how a candidate performs in simulated job
situations. [67] In- basket techniques, leaderless group discussions, role playing, and speech making
are common practices for testing job candidates.
It is important for an organization to study its jobs to identify and assign weights to the knowledge
and skills each one requires. Testing people for current job skills, or for attributes or skills needed
for future performance, helps the organization fulfill its strategic goals for human resources.
Interviews, psychological profiles, intelligence testing, etc., are sometimes used in competency
testing.
Succession Planning and Career "Pathing"
Succession planning is a systematic identification of employees for senior management positions. It
involves long-term planning and is often developmentally oriented. Succession planning is likely to
involve input from several managers and recommendations for experiential assignments to ensure
the ability of the candidates to fill positions as they open . [68]
A career path is a sequence of jobs, usually involving related tasks and experiences, that employees
move through over time. [69] For example, a career path in a school setting may include the
positions of teacher, counselor, department head, principal, central office administrator, and
superintendent. Career paths are generally vertical lines of progression; however, they can include
horizontal assignments as well. This is increasingly the case as management positions disappear.
Leadership and Executive Development
Leadership development is necessary at all levels of an organization. High-potential employees
receive special training and experience that translate into personal and professional growth.
Leadership development includes coping with changes that occur during the life cycle of an
organization, from growth to decline. It is about changes in the external environment, specifically
about rearranging priorities and overturning assumptions about how the business operates and the
role of leadership. [70]
Executive development deals with the organization's vision, values, and business strategies, and the
goal is to develop leaders who can ensure the strategic development of the
organization. [71] Leadership and executive development are successful when the process is
embedded in the organization's HRD efforts.
Management and Supervisory Development
Management development is "the education, training, knowledge transfer, and, ultimately, skills
demonstration of those individuals who are defined as managers by their respective
organizations." [72] It is about coping with complexity. Effective management development supports
the organization's mission, strategy, goals, objectives, and market position. Supervisory
development is designed for front-line managers who work with and through non-management
employees to meet the objectives of the company and the needs of its employees. [73] It is broader
than management and executive development. Bittel and Newstrom state the unique roles the HRD
and PT personnel play in supervisory development as follows :
Literacy
Literacy is a person's knowledge, especially one's reading and writing abilities , which enables the
person to function in society. Literacy programs are efforts by businesses to improve workplace
communication, job understanding, and job skill development.
Literacy rates are often directly connected to quality of work and job performance. Raising the
literacy skills of workers is likely to increase productivity and lower production costs.
Retirement Planning
To have positive experiences in retirement, people must plan ahead. No longer is retirement looked
at as withdrawal, retreat, and solitude . Current gerontological thinking suggests new words for
retirement: reorientation, recommitment, reinvention, reinvolvement, regeneration, renewal,
renovation, redirection, reinvestigation, replenishment, reexploration, and more. Retirement
planning is usually part of a benefits package. People want to know about finding part-time
employment (should they want it), legal issues, housing arrangements, health and wellness, etc. [75]
Health and Wellness
Health and wellness programs are commonly offered by organizations and can serve to enhance
employee morale and productivity and to reduce absentee rates and health care costs. According to
the National Centers for Disease Control, more than 60 percent of all disease is caused by lifestyle
risks. The most powerful lifestyle risks are smoking, inattention to diet, lack of exercise, substance
abuse, back problems, mental distress, failure to use safety belts, and excessive stress. Employees
who participate in workplace wellness programs tend to have better attitudes and behavior,
exhibiting more loyalty, enthusiasm , motivation, and energy.

2.6. CREATING HRD PROGRAMS

Human Resource Development (HRD) programs are designed to help employees develop their
skills and knowledge. They can help companies work more efficiently and improve the
effectiveness of their staff and departments. Some examples of HRD programs include:
 Training sessions: Company-sponsored training sessions for employees
 Tuition reimbursement: Reimbursement for job-related coursework
  Managerial coaching: Informal HRD programs that can help managers
 Mentoring: Pairing seasoned employees with new hires to help them learn
 Performance appraisal: A mechanism that helps employees acquire competencies
 Feedback and counseling: A mechanism that helps employees acquire competencies
 Potential development: A mechanism that helps employees acquire competencies
 Job enrichment: A mechanism that helps employees acquire competencies
 Rewards: A mechanism that helps employees acquire competencies
The Ministry of New and Renewable Energy in India has a Human Resource Development (HRD)
program that includes:
 Short-term training and skill development
 Fellowships for higher studies and research
 Enhancing the infrastructure for renewable energy education and training
 The Renewable Energy Chair
 The National Renewable Energy Internship Programme

2.7. IMPLEMENTING HRD PROGRAMS

Challenges of Implementing Human Resources Development Programs

Human resource professionals interested in developing HRD programs may face challenges in
implementing them. For example, small, privately held companies with limited budgets may not
have the resources to provide tuition reimbursement. Turnover in managerial staff can negatively
impact mentoring programs, which can be especially problematic if new managers have different
leadership styles.
Additionally, HR professionals working in understaffed human resources departments may lack the
resources to meet administrative responsibilities while also finding time to develop HRD programs.
Overtasked HR departments often lack the resources to conceptualize and facilitate programs
aimed at employee development.
How to Structure Human Resources Development Programs
Structuring effective human resources development programs requires paying close attention to the
needs of an organization and its staff. Companies that want to improve retention may find that
conducting surveys and interviews can help them recognize skill and training gaps. Identifying
these gaps can help HR professionals develop relevant, useful learning opportunities to improve
employees’ job satisfaction and longevity.
For example, an HR professional may find that a sufficient number of team members lack the skills
to take on managerial roles. By developing a comprehensive training plan, the company could
improve their ability to promote from within and increase employees' likelihood to stay with a
company long term..
Last, HRD programs should encourage increased communication between teams and team leaders.
When employees feel secure expressing their opinions and trust that their perspectives are being
heard, they’re more likely to feel valued and connected to the company they work for.

2.8. TRAINING DELIVERY METHODS

Training delivery methods are the different ways you deliver knowledge to learners. Also known
as learning modalities, they can significantly impact the effectiveness of training and the overall
learning experience.
The right delivery method will depend on several factors, including your training objectives,
budget, organizational structure, and learners’ needs.
Regardless of which method of delivering training you choose, all training programs fall into one
of three categories:
  Synchronous learning: Training happens in real time through workshops, live webinars,
on-the-job coaching, or classroom sessions.
 Asynchronous learning: Learners work through self-paced training materials, such as
online courses, training videos, podcasts, email courses, or articles.
 Blended learning (aka hybrid learning): A combination of synchronous and
asynchronous learning activities that can include self-paced eLearning courses, live
sessions, and on-the-job training.
1. Live classroom training
According to the 2019 Training Industry Report, instructor-led training remains one of the most
popular training delivery modes, accounting for around 30% of all corporate training.
Whether delivered in person or via virtual classrooms, live training gives employees a chance to
interact with their instructors and peers in real time. In the process, they benefit from social
learning and can get immediate feedback during the session.
2. Webinars
Webinars are like classroom training’s little brother. It involves the same lectures, presentations,
or workshops, but delivered online.
They don’t require the physical presence of all participants in one location, so they’re a
convenient and cost-effective way to reach all employees of a large company.
3. eLearning courses
An eLearning course can be anything from a PowerPoint presentation to a role-play simulation
with complex interactions for web-based training.
The beauty of online courses is that you can incorporate a number of training content formats to
engage learners. These can include games, videos, role-plays, interactive quizzes, infographics,
and voice-overs.
4. Blended learning
We touched on blended learning briefly at the start of this article, but we’re now going to dissect
the pros and cons of this delivery approach.
Blended learning combines self-paced (asynchronous) training activities with live (synchronous)
sessions to create a complete education program.
5. On-the-job training
Training doesn’t always have to be in the form of a course. On-the-job training (or job shadowing)
is a good example of learning by doing.
With this method, there’s usually no formal instructor, since experienced employees are assigned
to take newbies under their wing. It’s sometimes called the master-apprentice model.
Newly hired employees learn how to do something by being guided through progressively more
challenging tasks until they’re ready to work on their own.
6. Mentoring
There are many different types of staff mentorship programs, but the most common is between an
experienced employee (mentor) and a junior staff member (mentee).
The goal is to transfer key knowledge and skills from the seasoned staff member to the novice. In
the process, the pair will form a meaningful working relationship that helps them both develop
professionally.
7. Virtual Reality
Virtual and augmented reality tools are fast becoming one of the most cutting-edge eLearning
solutions to deliver training to employees.
Why? Because it offers employees an unparalleled immersive learning experience.
Employees can simply don a VR headset and become entrenched in a training experience, whether
that’s navigating a customer service simulation or performing life-saving surgery.
Everyone from Home Depot to Delta Airlines to Siemens is now using VR to train on technical
and soft skills.
2.9. SELF-PACED/COMPUTER BASED TRAINING
What is Computer-Based Training (CBT)?
Computer-based training (CBT) is a type of eLearning that uses computers to deliver
instructional content. CBT can be used to train employees on new software programs, company
policies, or safety procedures. It is also an effective way to retain knowledge and provide refresher
training.
CBT can be employed to teach practically any subject feasible, although it is particularly good
among studies involving computers. People frequently use CBT to learn how to use a specific
computer program, like Microsoft Excel, or to learn a programming language, like Visual Basic.
Unlike traditional classroom-based instruction, CBT allows employees to learn at their own pace
and in their environment. This makes it a particularly popular choice for busy professionals who
want to continue learning without sacrificing time away from work. CBT also has the potential to
save organizations money by reducing the need for travel and instructor salaries.
Pros and Cons of Computer-Based Training
Pros
Self-paced learning – There is no time limit on how fast the associate must grasp the content. If
the associate is knowledgeable about the subject, they can proceed quickly. More time may be
needed if the material is harder. This greatly improves each person’s training experience.
Recordkeeping process – A database tracking system keeps track of each associate’s training
module completions. Additionally, the outcomes of examinations and quizzes can be recorded to
show how well the subject has been retained.
Flexibility – From a scheduling perspective, CBT offers significant benefits. There are no
problems with group schedules so everyone can attend a training session. The training is typically
offered around the clock, and employees can participate without leaving the workplace.
Less instructor training – In many corporations, the instructional strategy is frequently to “train
the trainer.” High-level department directors are typically the ones who receive the initial training;
however, they must spend a lot of time learning the material before presenting it to others. This
frequently leads to an expensive and inefficient training procedure.
Frequent updates – With CBT, it’s possible to adjust the content whenever necessary. Updated
material would typically only be included once a year in regular classroom training. On the other
hand, CBT enables real-time updates.
Consistent content – When using classroom training, several instructors may deliver the content
slightly differently. Meanwhile, everyone hears the same message when using CBT.
A large number of learners in a short period – We are aware of a company that was required by
a CIA directive to train more than 1,600 personnel in 120 days. This would have been extremely
difficult to do with a conventional classroom teaching method. These demanding criteria were
effectively addressed by adopting CBT.
Cons
Accessibility Accessibility is a major drawback of CBT. Even though it’s hard for most of us to
imagine, not everyone has access to a computer terminal at work or at home. Although this issue
can be solved, making CBT mandatory for everyone could have a big impact.
Lack of human interaction – There is no denying that traditional classroom training provides
face-to-face learning, which many individuals find more comfortable. People prefer to ask
questions and receive prompt responses. There is immediate response on concerns and other
discussion topics in a classroom setting. This atmosphere also aids in preventing
misunderstandings.

2.10. EVALUATING HRD PROGRAMS

HRD Programs
It involves a systematic approach to identify the training and development
needs of employees. HRD is a process that involves both the employee and the
organization working together to achieve mutual goals. It includes a variety of
methods such as training, mentoring, coaching, job rotation, and career
development.
MODELS AND FRAME WORK OF EVALUATION
Learning Evaluation Methods
One of the major issues with developing and continuing learning models inanenterprise is the cost
of the program and the return on investment you get. Whenyou measure a learning model against
business KPIs, it gives a clear pictureofwhat’s working and what’s not. However, this evaluation is
tricky as it has to be measurable andcontaindemonstrable data. That’s why you need to use an
approved learning evaluationmethod to get in-depth insights. Evaluation models below.
1. Kirkpatrick Model of Evaluation
This is an old learning evaluation modeldeveloped by Dr. Donald Kirkpatrickinthe 1950s. It is
commonly used by many organizations, though it has afewlimitations. The model divides learning
evaluation into four levels- 1. Reaction/ Satisfaction: What is the learner’s reaction to the
program?Arethey satisfied with it? 2. Learning: Measure the learning outcome to determine
howmuchhasbeenretained by the learner. 3. Impact/ Behavior: The impact of the program is
determined by measuringlearners’ behavior to see if they are applying the newly
learnedskillsatwork. 4. Results: This deals with how the learning programand the
learner’snewbehavior affect the organization at the macro level. You should measure all four levels
to identify where the problemlies andhowyoucan overcome it. Missing or ignoring even one level
leads to incompleteandincorrect analysis. This can affect your learning models and ROI.
Furthermore, thisis a continuous process and not a one-time event.
2. Kirkpatrick-Phillips Model
An extension of Kirkpatrick’s model, this model takes into account a numberoffactors. Jack
Phillips added ROI to the levels to make the learning evaluationmodel more comprehensive for
business organizations. The idea is that theL&Ddepartments should pay attention to ROI instead of
focusing on cost savings, thusaffecting the quality of the training programs.
However, the limitation of using this model is that the calculation can be doneonlyafter the training
is complete. You will know the ROI after you spendmoneyontraining and not before. Furthermore,
setting a low-cost learning interventionagainst a greater project cost can result in skewed
impressions. The ROI shouldbecalculated only in certain conditions, like when the training
programis expensiveor if the strategy/ job profile is vital for the top management.
3. Anderson’s Value of Learning Model
This is one of the recent learning evaluation models published in 2006. It isathree-stage model that
deals with two primary challenges- value challengeandevaluation challenge. The learning model
emphasizes the importance of aligning learning programgoalswith business strategic goals so that
you get accurate analysis fromevaluatingtheprograms. This model has three stages:
1. What is the current alignment of the learning programs with strategies? 2. Using ROI, ROE,
learning function, and benchmarking to evaluatethetraining results. 3. Determining and establishing
relevant learning programs/ approaches. Thishelps to bridge the gap between the learning programs
andbusinessstrategies to get the desired results. However, this model is not enough on its own. It
only provides the effectivenessofthe learning programs on the macro levels. You have to rely on
other learningevaluation models to find out the efficiency of a single training program. That said,
Anderson’s Value of Learning Model will give you the right metrics requiredtoplan the training
programs and achieve business goals.
4. Brinkerhoff’s Success Case Method
Rob Brinkerhoff developed the Success Case Method to compare the most andleast successful
learning programs in an organization. Success is determinedinterms of low investment costs and
high returns. An advantage of SCMis that it canbe for various variables and is not limited to
evaluating training programs. That said can be used as a one-time evaluation method but not as the
onlymethodfor learning evaluation. Similar to the previous model, the Success Case Methodcannot
be used independently and needs to be supported by other methods. Yet, SCM can give you the
necessary details to understand what you shouldretainandwhat to change so that the learning
programs are more effective.
5. Kaufman’s Model of Learning Evaluation
Kaufman’s model of learning evaluation is based on Kirkpatrick’s model welistedat the top.
Kaufman made two significant changes to the model by dividingthe
first level into two- input and process. The second change he made is the additionof a fifth level
after organizational benefits. He included a fifth level that looksatthe benefits of the learning
program for the clients or society. Besides that, another perk of this model is that it allows you to
evaluate learningprograms individually instead of grouping them. This way, you can
identifytheprograms that are not up to the mark and take the necessary action toimproveoverall
effectiveness. Some businesses don’t use the fifth level of evaluation, but it could giveyouabetter
picture. For example, it helps determine if the training for customer serviceteams has made them
more efficient at work by measuring customer satisfactionlevels before and after the training.
6. Learning Transfer Evaluation Model
LTEM (Learning Transfer Evaluation Model) was developed by Will Thalheimerin 2018. It is an
alternative option to Kirkpatrick’s model. Thalheimer saidthat hismodel provides more guideposts
that help create better cycles of improvement. This model has the following eight levels. 1.
Employee/ learner participation in the training programs is measured(though this is not a sign of
learning, it is still a necessary metric)
2. The learning activity is divided into three sub-levels- attention, interest, &participation
(however, the levels are correlated)
3. The learners’ perspectives of the training program are recorded (whichmaynot always align with
the results)
4. The learners’ knowledge is tested based on their recalling andretentioncapabilities (AI question
generator tools like PrepAI are usedtocreateautomated question papers in bulk)
5. The decision-making abilities of the learner are tested by providingreal-lifesimulations (the
decision-making skills should remain even if a portionofthe knowledge gained is lost over time)
6. The learners’ decision-making skills are combined with their abilitytoconvert plans into action
and deliver the results (here, you understandiffurther training can improve performance)
7. The learners’ ability to transfer the knowledge to work is measured(thecorrelation between
workplace environment and learners’ skills isalsoconsidered)
8. The last level deals with how the learners’ new learning is transferredtoothers around them
(colleagues, clients, family, etc.) and if the learner hasleadership skills (both positive and negative
effects are measured)

2.11. ASSESSING THE IMPACT OF HRD PROGRAMS.

Impact of HRD Program:
1) It creates a climate free from monotony and to improve the working life.
(2)It facilitates effective communication to surface creative ability of employees in full swing,
(3) It enables the members to attain self-actualization through systematically developing their
potentials,
(4) Tapping the present and future creative abilities of the people to utilize for organisational
development,
(5) Facilitating growth of employees and making them aware about their strengths and weaknesses,
(6) It Helps organisations to utilize human resources to their maximum potentials,
(7) It Avails opportunities for further development by the employees themselves.
(8) It provides extensive framework for the development of human resources of the organisation
and creates opportunities to inculcate talent.
(8) The aim of HRD is to facilitate all round development of employees so that their capabilities to
perform any job are enhanced.
(9)It maintain appreciable high level of motivation of the members of the organisation.
(10) It develops team spirit and an effective work culture.
(11) It builds up healthy superior – subordinate relationship.
(12) It enhances better quality, higher productivity, higher profits.
(13) It provide correct position of human resources