AN INTRODUCTIUON TO HRD

The concept of HRD was given by Leonard Nadler.It is a series of

organized activities conducted within a specified time bound and designed
to produce behavioural changes. Thus, HRD is a process by which he
employees of an organization are helped in a continuous and planned way
to:
 Acquire or sharpen capabilities required to perform various functions
associated with their present or expected future roles
 Develop the general capabilities as individuals and discover and
exploit their own inner potentials for their own and organizational
development
 Develop an organizational culture in which superior subordinate
relationship, teamwork and collaboration among sub units are strong
and contribute to the professional well being, motivation and pride of
employees.
DIFFERENCE BETWEEN HRM AND HRD
HRM HRD
It is narrower in scope It is broader in scope
HRM is maintainer oriented It is development oriented
HRM motivates the employees by HRD focuses on giving non
giving them monetary incentives monetary incentives
It includes activities such as HRP, HRD consists of activities such as
recruitment, selection, remuneration, training and development, career
performance appraisal, etc. planning, coaching, employee
counselling, etc.
HRM is present orriented HRD is future oriented

FEATURES OF HRD
 It is a process in which employees of the organization are required as
its human resource.
  It focuses on the development of human resources of the
organization. It helps the employees of the organization to develop
their capabilities in relation to their present jobs and expected future
roles.
 It emphasizes on the development and best utilization of capabilities
of individuals in the interests of the employees and organization.
 It helps in establishing better interpersonal relations. It focuses on
developing relationship based on trust and confidence.
 It promotes team spirit among employees.
 It tries to develop competencies at the organizational level.
 It is a system. It has several sub systems.
 It aims to develop an organizational culture in which there is good
superior subordinate relationship, motivation.
 It is an inter disciplinary concept.
 It is a continuous and systematic learning process.
BENEFITS OF HRD
 It makes employees more competent.HRD develops new skills,
knowledge and attitude of the employees.
 With suitable HRD programs, employees become more committed to
their jobs.
 Itt promotes organizational commitment among employees.
 It reduces employee turnover rate.
 An environment of trust and respect can be created with HRD.
 It improves the overall growth and development of employees.
 It improves the participation of employees in the organization.
 It improves team spirit in the organization.
 It also helps to collect useful data on employee programs and policies
which further facilitate development.
SCOPE OF HRD
 Recruitment and selection of employees for fulfilling the present and
future requirements of organization.
  Performance appraisal of the employees in order to understand their
capabilities.
 Career Planning and development programs for the employees
 Workers participation and formation of quality circles
 Employee learning through group dynamics and empowerment.
 Learning through job rotation and job enrichment
 Development of employees through managerial and behavioural
skills.
HRD AUDIT

HRD audit means the methodical authentication of job analysis and design,
recruitment and selection, direction and placement, training performance
appraisal and job evaluation of the HR of the organization.
HRD audit is useful to achieve the organizational goal and also is a vital
tool which helps to assess the effectiveness of HR functions of an
organization and helps company remain competitive.
An HR audit is a means by which an organization can measure where it
currently stands and determine what it has to accomplish to improve its
human resources function. It involves systematically reviewing all aspects
of human resources, usually in a checklist fashion, ensuring that
government regulations and company policies are being adhered to.

Objectives of HR Audit:
1. To review the performance of the human resource department and its
relative activities in order to assess the effectiveness on the implementation
of the various policies to realise the organizational goals,
2. To identify the gaps, lapses, irregularities, short-comings, in the
implementation of the policies, procedures, practices, directives of the
human resource Department and to suggest remedial actions.
3. To know the factors which are detrimental to the non-implementation or
wrong implementation of the planned programmes and activities.
4. To suggest measures and corrective steps to rectify the mistakes,
shortcomings if any, for future guidance, and advise for effective
performance of the work of the human resource Department.
5. To evaluate the Personnel staff and employees with reference to the
performance appraisal reports and suggest suitable recommendations for
improving the efficiency of the employees.
6. To evaluate the job chart of the human resource managers, executives,
administrative officers, executive officers, recruitment officers, whether they
have implemented the directives and guidelines for effective management
of the human resources in their respective departments.
HRD AUDIT PROCESS

These phases include:

1. Pre-Audit Information – This phase involves the acquiring and review of
relevant human resource manuals, handbooks, forms, reports and other
information. A pre-audit information request is forwarded to the client who
compiles the necessary information for review by auditors.
2. Pre-Audit Self-Assessment – In order to maximize the time spent during
subsequent portions of the audit, a pre-audit self-assessment form is sent
to the client. The self-administered yes/no questionnaire asks a number of
questions about current human resource policies and practices. The
completion of this self-administered questionnaire allows auditors to identify
key areas for focus during the human resource audit.
3. On-Site Review – This phase involves an on-site visit at the client’s
facility interviewing staff regarding human resource policies and practices.
A very in-depth human resource audit checklist is completed.
4. Records Review – During the on-site visit, a separate review is
conducted of human resource records and postings. Employee personnel
files are randomly examined as well as compensation, employee claims,
disciplinary actions; grievances and other relevant human resource related
information are checked.
5. Audit Report – The information gathered is used to develop an human
resource audit report. The audit report categorizes action needs into three
separate areas. The areas that are urgent and important (UI), not urgent
needs but important (NUI), not urgent but not important needs (NIN), and
important opportunities needs (ION). As a result of this scheme of
classification, managements can prioritize their steps.
 The following benefits of HR audit are as follows:
1. Identifies the contribution of HR department to the organisation.
2. Improves the professional image of HR department.
3. Encourages of greater responsibility and professionalism among
members of HR department.
4. Stimulates the uniformity of HR policies and practices.
5. Finds critical HR problems.
6. Ensures timely compliance with legal requirements.
7. Reduces HR costs.
8. Improves effectiveness of line managers.

Five Approaches for HR Audit

 Statistical approach.
 Compliance approach.
 Comparative approach.
 Outside authority approach.
 Management by objectives (MBO) approach.

1. Statistical approach

Statistical Approach is also known as a quantitative and qualitative

approach. This method uses statistical tools and information recorded in
the organization’s system. The recorded information may include employee
turnover and absenteeism. The checking and auditing of employees involve
complex mathematical formulas which form a standard on which all
activities and programs are examined.
 2. Compliance approach

It is an approach based on legal and organization’s policies. Auditors take a

thorough look at past actions to examine whether the organization’s
activities are in line with legal requirements together with the set standards,
policies and procedures. Although many don’t view it as an efficient
approach because it uses past information which may be biased due to
various reasons.

3. Comparative approach

In this approach, a benchmarking strategy is used. Auditors identify a

competitor organization which is used as a model in comparison. The audit
reports are compared analytically to find areas to make corrections.

The benchmarking process is quite tedious as it involves;

 Forming a team to take care of the process.

 Identifying the most suitable organization to partner for the benchmarking.
 Collection of data from both organization/companies.
 Proper analyzing and interpretation of the data.
 Creating an action plan and working on loopholes identified.

4. Outside authority approach

Standards set by outside consultants are used by the audit team to

benchmark for comparison with their own results. Data from published
research finding and research films/ documentaries are also a source for
benchmarking, to explore for causes of the problem.
5. Management by objectives (MBO) approach

This is a goal and objective-based approach. Specific targets are laid down
against which the organization’s performance is measured so as to arrive
at a final decision. The Audit team conducts a survey of the actual
performance then compares that performance with the desired objectives
of the organization.

HRD CLIMATE
Climate refers to the general environment that prevails in an organization. It
consists of the HRD policies , programs and initiatives taken up by
organizations in order to ensure individual development, team development
and organizational development. It can be created using suitable HRD
systems and leadership styles by top management.

Characteristics of HRD Climate

 A tendency at all levels starting from top management to the lowest
level to treat people as the most important assets.
 It believes that developing the competencies in the employees is a
job of every manager.
 It has a tendency to be open in communications and discussions.
 It encourages risk taking and experimentation.
 It believes in making efforts to help employees re organize their
strength and weaknesses through feedbacks.
 It believes in creating a climate of trust
 It has a tendency to discourage stereotypes
 It supports HRD practices including performance appraisal, reward
management, potential development, career planning, etc.
 It supports personnel policies a a means of HRD.
ROLES OF HRD PROFESSIONALS
 Strategic Advisor: An HRD professional acts as a strategic advisor.
He gives valuable advice on matters relating to employee training and
 development, career planning, quality of work life, etc to managerial
personnel.
 Administrator: An HRD professional acts as an administrator. He
manages the various HRD programs such as employee training,
quality circles, employee compensation in order to get the desired
results.
 Evaluator: An HRD expert is in the role of an evaluator. He notonly
manages the HRD programs but also evaluates the programs.
 Coach/Mentor: An HRD expert acts as a coach or a mentor. He
guides and lead the people from the front so that they can enhance
their skills and become more competent.
 Change Agent: An HRD expert acts as a change agent. He not only
designs and implements strategies for change but also motivate
people for change.
 Needs Analyst: An HRD expert is a needs analyst. He identifies the
gaps or discrepancies in employee performance and determines the
need for employee training.

UNIT 2 HRD PROGRAMS/HRD PROCESS

An HRD process consists of the following stages:
 Assessing the need for HRD: The first step in an HRD process is
assessment. Before going for any HRD program, an organization
should assess the need for the program, identify the skill gaps in
individuals, assess the various roles performed by individual asnd
also determine the type of relationships that exist among various
groups within organizations. Besides this, an assessment of the
organizational climate and culture including the norms is also
important. An effort should also be made to see whether HRD
program is feasible or not. As such, an organization should see
whether it has the required resources to conduct an HRD program or
not. These resources could be physical resources such as basic
infrastructure, financial resources that is the required capital and most
 i8mportantly the human resources that is people having expertise to
carry out the programs. It is only after thorough assessment that an
organization gives an approval to conduct an HRD program.
 Designing the HRD program: Designing is the most crucial step in an
HRD program. It implies proper planning of the program before it is
duly implemented. In the absence of pepper planning, an HRD
program may not succeed. As part of planning or designing, an
organization creates the climate for the pepper execution of the
program. This includes nominating the participants in relevant
programs, hiring experts or trainees, specifying roles to people,
convincing them to attend the programs,etc.
 Implementing HRD programs: It means execution of the program. It is
an effort both by the trainees and the trainers. The responsibility is
greater on the part of the trainers. It is a series of continued efforts on
the part of the trainee, trainer and the organization.
 Evaluating the HRD programs: It is the last stage in the HRD process.
It implies monitoring the programs. An HRD program is evaluated
against its objectives. Sometimes, feedback of the participants also
plays an important role in evaluation. HRD programs are also
evaluated in monetary terms.

CAREER PLANNING AND DEVELOPMENT

A career is a sequence of attitudes and behaviours associated with the
work related activities. It can also be defined as a series of related jobs
arranged in hierarchical orders through which a person moves in an
organization.
Career planning is a process of systematically matching career goals and
individual capabilities with opportunities for their fulfilment. It encourages
individuals to explore and gather information which enables them to
synthesize, gain competencies, make decisions, set goals and taje actions.
FEATURES
  It is an ongoing process
 It defines career, abilities and interests of the employees
 It gives direction to a person’s career

OBJECTIVES OF CAREER PLANNING

 To identify positive characteristics of the employees.
 It develops awareness about each employee’s uniqueness
 It attracts talented employees to the organization
 It trains employees in acquiring specific skills
 It creates healthy ways of dealing with conflicts
 It reduces employee turnover
 It helps in improving the loyalty of employees
 It encourages an employees growth and development

DIFFERENT STAGES IN A CAREER

 Exploratory Stage: It is the first stage in an individual’s career. IT
starts when a new employee joins an organization. At this stage, the
employ tries to fit him in the assigned role. Many a times, it happens
that the employee finds that he is not suitable for a particular job that
is assigned to him. In this case, he explores other job options
available to him. The organization helps him to do so by making him
do different jobs. This phase is a learning phase for the employee as
he commits mistakes and gradually learns from his mistakes. He also
tries to prove himself in this stage. Many organizations also provides
induction training during this period in order to improve the skills of
employees.
 Establishment Stage: This is the second stage in an employee’s
career. During this stage, an employee is provided regular feedback
on his performance. Such a feedback enables the employee to
understand effectiveness of his performance. It also motivates an
employee and he enjoy a a sense of accomplishment. Therefore, at
this stage, it is important to retain employees in the organization. It
also develops a sense of loyalty to the organization.
 Maintenance Stage: This is the mid career stage where employees
work hard to retain their established name and fame. Therefore, at
 this stage, employees need to put their continued efforts for self
development. For an organization, career development at this stage
requires updating the skills and knowledge of the employees
particularly in the context of changing environment to help them to
overcome them mid career crisis.
 Decline Stage: This is the last stage in an employee’s career. As the
career is about to come to an end. Career planning and development
at this stage, therefore aims at helping the employees to get mentally
prepared for retirement and life thereafter. For this purpose,
organizations offer various retirement benefits such as pension,
gratuity, provident fund as a means of assistance.

CAREER PLANNING PROCESS

 . Analyzing Employee Needs and aspirations: Sometimes, most
of the employees do not know their career anchors and
aspirations. Organizations also assume the career goals and
aspirations of employees which need not be in tune with the
reality. Therefore, first of all, an analsis of the employee career
anchors, aspiration and goals must be donne through
assessment.
 Analyzing Career Opportunities: One career aspirations and
goals of employee are known, there is a need to analyze
various career opportunities available to offer under prevailing
career paths in the organization.
 Identifying Congruence and Incongruence: At this stage, a
mechanism for identifying congruence between employees
career aspirations and opportunities. Such a mechanism of
match and mismatch between career aspirations and
opportunities enables the organization to develop realistic
career goals both long term and short term.
 Action Plans and Periodic Review: Having identified the
mismatch, now it is necessary to formulate an alternative
strategy. Some of the strategies adopted include:
a. Creating new career paths, new incentives and rewards.
b. Change in the employee’s aspirations by creating new goals.
 SIGNIFICANCE OF CAREER DEVELOPMENT
 It reduces employee turnover by providing increase promotional
avenues.
 It improves employee morale and motivation.
 It ensures better utilization of employee skills
 It reduces industrial disputes
 It promotes harmonious industrial relations
 It increases employee loyalty and commitment to the
organization.
 I gives opportunities to the employees to acquire more skills,
obtain desired jobs
COMPETENCY MAPPING
Meaning: Competencies refer to the skills and abilities possessed by a
person. According to Spencer and Spencer, competencies are the
capacities that exist within a person and which predict superior
performance. They usually encompass a person’s knowledge, skills and
attitudes which predict competent performance in a certain job.
TYES OF COMPETENCIES
 Technical Competencies: These are the knowledge, attitude and
skills related to technical and functional expertise required to perform
a role.
 Managerial Competencies: These are the knowledge, attitudes and
skills required to plan, organize, utilize resources and making
decisions and solving problems.
 Human Competencies: These are the knowledge, attitude and skills
required to motivate, lead, give orders and instructions, influence
others and utilize and develop human resources.
 Conceptual Competencies: These are the knowledge, attitude and
skills to visualiza that is the thinking at abstract to plan future
business.
Competency Mapping: It is a process of identifying competencies for a
company and the jobs and functions within it. Every well managed
organization should have well defined roles and a list of competencies
required for each role effectively. Such a list is used for recruitment,
promotions, placement and training. It starts with the job analysis that is it
requires employees to describe what they are doing and what skills,
attitudes and abilities the need to have to perform it.
 Steps in Competency Mapping
Step 1: The first step in competency mapping is to conduct a job analysis. It
is done through the help of questionnaires. The individual is asked to fill in
the information as to what they are doing and what skills, attitudes and
abilities they need to perform it. Such a questionnaire is termed as Position
Information Questionnaire.
Step 2: After job analysis, the information is used to create a competency
based job description. It is presented to the HR department for their
agreement.
Step 3: After compiling the job description statement, the process of
mapping the competency starts. The competencies so identified become
the basis for performance evaluation. Feedeback is also given to the
participant employee about the competencies that have been assessed.
Step 4: Once competencies are assessed, a detailed report of it is
prepared along with the development plans such as training and
development programs so that the employee can improve his
performance.
TECHNIQUES OF COMPETENCY MAPPING
 Interview: It is the techniques that is used in order to identify the
competencies of individuals. It means extracting information from the
employee. The employee is asked to denote the competencies that
he thinks are needed by him to perform his job.The interview should
be conducted very carefully so that accurate information can be
gathered.
 Questionnaires: Competency mapping questionnaires consist of a list
of questions which the employees are expected to fill. Such
 questionnaires examine the various competencies on the following
parameters that is background, contact with people, decision making,
physical and mechanical activity,etc. The information revealed
through questionnaires help in the identification of competencies.
 Assessment Centres: It is a process to determine the suitability of
employees to specific type of employment or job role. Using validated
tests, different elements of the job are simulated. The employees are
asked to complete a number of assessments specifically designed to
assess the compe5tenciesrequired for the job role. These tests focus
on assessing the individual based on their knowledge, skills, attitudes
and other job parameters.
 Critical Incidence Technique: This technique involves direct
observation of the employee in specific situation. The observations
should be recorded accurately since it would be used to identify
behaviours that contribute to success of an individual or organization
in a specific situation.
 Psychometric Assessment: These are standardized and scientific
tools used to assess the mental capacities of employees. The most
commonly used psychometric assessment is aptitude and personality
tests. Aptitude tests help to determine the capacity of the individual to
acquire with training, a particular type of skill or knowledge.
Personality tests give a description of traits suitable for jobs.

MENTORING
It is defined as those activities conducted by a mentor to help another
person to perform the assigned job and also to develop so that the person
who is being helped can perform efficiently.
As such, it is defined as a relationship through which the employees of the
organization are provided practical knowledge, guidance and feedback
from more experienced employees within a given setting.
Features
  It supports holistic development
 It helps employees to manage their career and improve theirskils
 It provides an opportunity to employee to discuss his personal issues
and learn the job for better performance.
 It helps in reaching both the organizational and individual goals

BENEFITS OF MENTORING
 To create an impact on recruitment and retention.
 It is very effective for succession planning
 It increases productivity through better employee involvement
 It increases the confidence of employees which leads to
increase3d performance.
 It increases the knowledge, skills and abilities of employees

TYPES OF MENTORING
Group Mentoring: This consists of a group of several mentors who are
simultaneously coaching many mentees. Here, no individual mentor is
being allocated for a specific person. The advantages of group mentoring
are as follows:
a. It results in efficient use of mentors
b. The mentees can receive multiple feedbacks from several mentors
which help them to improve their performance.
c. It results in the mentees building a relationship with co membes and
learn from their experiences
Remote Mentoring: It is used when the mentor and the mentees are
physically at a distance. In such cases, it may not be possible to conduct
on site mentoring programmes. As such, the programs are conducted
through video conferencing, etc.
Unit 3
HRD INTERVENTIONS
Meaning: HRD interventions refer to a set of planned changes that are
introduced within an organization. These interventions are also known as
strategies or sub systems. The objective is to ensure individual
development, team development and organizational development. The
following are the HRD interventions:
 Career Systems: As an HRD intervention, career systems ensure
attraction and retention of human resources through the following sub
systems:
a. Manpower Planning: It is also known as Human Resource Planning.
It is the process of determining manpower requirements in context of
future and the means for determining these requirements in order to
carry out the integrated plans of the organization. As such, it consists
of putting the right number of people at the right place and at the
right time for achieving organizational goals.
b. Recruitment: It is a value added human resource process. It aims at
attracting capable people to work for an organization. It can be
defined as identifying or locating the various sources of manpower.
As such, it involves searching on the part of the organization.
c. Career Planning: It is a continuous process of matching career goals
and individual capabilities and opportunities for their fulfilment. It
encourages individuals which enables them to synthesize, gain
competencies, make decisions, set goals and take action. It aims at
career growth and development.
d. Succession Planning: It is a process which individuals are scanned to
pass the leadership role within an organization. It is also known as
management succession planning. It involves coaching and
development of prospective successors to take up leading positions
in an organization through an organized process of assessment and
training.
e. Retention: Employee retention refers to the ability of an organization
to sustain its employees. It is an effort by the organization tomaintain
 a working environment which supports current staff in remaining with
the organizations. Many employee retention policies are aimed at
addressing the various needs of employees to enhance their job
morale and reduce the cost involved in hiring and training new staff.
 Work Systems: It ensures that the human resources are utilized in the
best possible manner to obtain organizational objectives. These
include the following:
a. Role Analysis; It is the process of defining a role in context of its
work systems. A role is a collection of tasks, duties and
responsibilities performed by an individual in an organization in
achieving the objectives.
b. Role Efficacy: It means the potential effectiveness of an individual
in performing a particular role in an organization. It is very
important to study individual strengths, skills abilities and
knowledge before allocating roles to individuals as this will ensure
that he performs the role to the best of his ability. Role efficacy
contributes to individual development, career development and
organizational development.
c. Performance Plan: It is a sub area of performance management
and is concerned with providing a clear, structured process
towards attaining a specified level of performance. As such,it
involves setting performance goals, conducting performance
appraisal, communicating the results to the individuals and taking
suitable actions.
d. Performance Appraisal: It is the systematic evaluation of the
performance of employees in order to know where they stand in
terms of their performance and so that scope for future growth and
development can be seen.
e. Promotion: It refers to a vertical upward movement from lower
ranks to higher ranks. A promotion means higher status, salary,
more benefits and greater responsibilities. A promotion stimulates
stimulates self-development among employees.
f. Reward: A reward can be defined as an incentive that is given to
an employee in return for his services. By rewarding an employee,
an organization can get the best out of an employee as far his
 performance is concerned. Therefore, a reward ensures that an
employee is motivated in his job and is concerned about his
individual development and organizational development.
 Development Systems: It includes the following sub systems:
a. Induction: It is also known as orientation. It is a process whereby a
new employee is welcomed. As such, he is introduced to the
organization and provided relevant information. He is also shown
premises and introduced to his immediate senior to whom he has
to report. The objectives of induction is to familiarize an employee
and relieve his anxiety and generate self confidence and a feeling
of belongingness towards the organization. Sometimes, the new
employee is also provided induction training so that he enhances
his knowledge and skills for doinh his job.
b. Training: Training and development is an important sub system of
HRD system. The objective of any training and development
program is to improve and sharpen specific skills, abilities and
knowledge of employees.
c. Job Enrichment: It is a process of adding value to a job. As a sub
system of HRD,it aims at upgrading the responsibilities and
challenges concerning a particular job. Through job enrichment,
an employee can be made to acquire specific skills and increase
his knowledge thereby contributing to his development. A job can
be enriched in the following ways:
 Increasing responsibilities of the employee by adding more and a
variety of tasks.
 Giving more autonomy to the employee
 Encouraging employee participation in decision making
d. Potential Appraisal: It is an attempt by top management to
evaluate whether the employee has the potential to take up higher
responsibilities and positions so as to fill the gaps or not. It is very
helpful in succession planning and development. In this process,
employees who have the potential are identified and groomed
accordingly for their development and organizational development.
e. Counselling: It is a technique whereby an employee is given
guidance and advice concerning specific matters relating to his
 work or personal life. The objective counselling is to identify the
issues and come up with possible solutions so as to ensure
individual development, team development and organizational
development.
f. Mentor System: A mentor is a person who acts as a coach and
gives orders and instructions relating to the work. Usually, the
superiors act like mentors contributing to individual development of
employees.
 Self Renewal System: These include the following:
a. Survey Feedback: It is often conducted by either the top management
or a consultant. It is a type of data base intervention. It consists of the
following steps:
 The first step in survey feedback is collection of data usually by a
consultant with the help of a questionnaire which contains questions
on organizational aspects such as leadership, power, support,
communication, interpersonal relationships, etc. The questionnaire is
administered by the consultant or the top management.
 Once the data has been collected, it is analysed and the feedback is
given to the members who have participated in the survey. After this,
the consultant and the members sit together and design plans to
solve areas of consultant.
 Once the action plan has been implemented, a follow up action is
taken to measure the success of the action plan.
b. Team Building/Team Development: Team building or team
development is a process of diagnosing and improving the
effectiveness of a team with particular attention to work procedures
and interpersonal relationships within it. The basic assumption of
team building is that increasing the effectiveness of teams will
improve the organizational effectiveness.
c. Organizational Mirroring: It is an OD intervention technique to both
assess and improve an organizational effectiveness by obtaining
feedback from several external groups. When an organization
experiences difficulties in working with outside organizations such as
suppliers , customers, clients, publishers, financial institutions, it
 seeks help from them in order to understand and resolve matters of
concern so as to increase organizational effectiveness.
 Culture Systems: It includes the following sub systems:
a. Mission and Vision: The vision and mission defines the objective of
an organization. Both are expressed in the form of statements. The
mission defines what an organization intends to achieve in the future
whereas the mission defines what it does in the present to fulfil its
vision.
b. Values: It refers to the belief systems which are important for an
organization.
c. Communication: In order to develop, every organization should have
proper channels of communication so that an open exchanger of
ideas take place between people, team members and across the
organization.
d. Empowerment: It is very important to empower people and teams in
order to empower organizations. People can be empowered by
imparting them skills, involving them in decision making. Similarly,
teams can be empowered by resolving people and task related
issues. An empowered people and teams lead to organizational
empowerment.
e. Recognition: By recognizing the efforts of the people, individual
development can be brought about which leadsto organizational
development.
UNIT 4
Balance Score Card: A balance score card is used to identify and improve
various internal functions of a business and their resulting external
outcomes. It is used to measure and provide feedback to organizations.
Data collection is important in balance score card as it is used to make
better decisions for the organizations. The balance score card is used to
identify area that need to be analyzed, These areas follows:
 Financial Aspect: It is often termed as stewardship. In this aspect, an
organization’s financial performance is measured and also how it has
used its financial resources.
 Customer: This aspect views organizational performance from the
point of view of the customer through customer feedback.
 Internal Processes: It views organizational performance through the
quality and efficiency related to the business processes such as
manufacturing, research and development, marketing, etc.
 Learning and Growth: It views organizational performance through
the investigation of training and development resources.

High Performance Work Systems: These are a group of human resource

practices that is selection, training, performance appraisal, etc designed to
enhance employee effectiveness. Employee should have better skills, more
motivation and more opportunities to excel. When these high performance
HR practices are used, it leads t higher performance.
Appreciative Enquiry: It is a change management approach that focuses
on identifying what is working well, analyzing why it is working well and
then doing more of it. The basic assumption of it is that an organization will
grow in whichever direction the people in the organization focus.their
attention. If all the attention is focussed on problems, then identifying
problems and dealing with them is what the organization will do best. On
the other hand, if all the attention is focussed on strengths and building on
those strengths is what the organization will do best.
Evaluating the HRD effort
Meaning: It is an effort on the part of the organization to measure the worth
of HRD efforts such as coaching, career planning, executive development
programs, seminars, workshops, etc.
EVALUATION MODEL
Level 1: The first level of evaluation is reaction. Here, the organization
makes an effort to know the reaction of the participants who have attended
any workshop, seminar or any other training and development program.It is
through reaction or feedback that the worth of the program including the
contents of the program, the role of the instructors, the materials and the
relevance of the program can be measured. Itv also helps to improve the
program in future.
Level 2: This is the second level of evaluation. At this level, efforts are
made to find out what and how much the participants have learned. Thus, it
aims to measure the extent to which knowledge, abilities and skills have
been acquired by the participants. If learning has taken place, the program
can set to be successful to an extent.
Level 3: This is the third level of evaluation. At this level, an organization
evaluates how far the participants have changed their behaviour based on
the training they have received. It means finding out how well the
participants are able to transfer the learning to their jobs and as a result of
which behavioural changes take place .
Level 4: This is the last level of evaluation. At this level, an organization
evaluates the final results,