Unit 2

Frame Work of Human Resource Development

2.1 INTRODUCTION

Human resource progression is continuous and dynamic in nature. All the generations of the
work force whether millennial, gen Z or Gen next the development index in human
competencies, attitudes, knowledge, skill and speed of learning to adopt disruptive technology,
are the parameters of organizational success. The year 2020 has started with buzzing great
resignation drive the reasons of which according to Deloitte 2022 workforce and increment
trends phase one report suggests that out of major reasons, 15% is attributed to unhealthy work
life balance and 10% is due to pay cuts and no or low increments ; this is an alarming call to
check that many employees have started seeking passion in profession and unless organizations
are willing to strengthen the HRD Processes, the fall out shall be huge as there are ample
opportunities for start-up and gig economy options to multi-level engagements in expert areas.

In the words of one of the founding fathers of HRD movement in India Dr T V Rao, HRD has
to be perpetually striving to improve and sharpen the human HRD: Processes and Methods 39
capabilities for present and future needs and continuously encouraging optimizing potential
progressively. He clearly indicates that the organization policies, culture and processes must be
a cultivating ground for immense power of “human is a possibility” (2017). ‘Refining human
as possibility has made a huge paradigm shift from considering human as a mere resource’ are
the words of renowned spiritual and management guru Jaggi Vasudev speaking in leadership
development program on inner engineering.

The organizations of today have immense challenge in managing the human expectations along
with stakeholders’ expectations and continuing the growth to higher charts of profitability and
returns on investment. The role of HR has risen from mere a service or advisory function to a
pivot of business partnership and strategic leadership as a driving force for success. In the back
drop of many developments, the human resource development process has the onus of defining

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the direction of not only the human potential optimization but also to give organization a
winning edge

2.2 THE CONCEPT OF HUMAN RESOURCE DEVELOPMENT PROCESS

In organizations, human resource development is a never-ending process. Depending on the

necessity, nature, and size of the business, the type of work done or efforts made to develop
human resources may differ. It is also looking into the kind of change the organization is going
through or the nature of skills the organization wishes to build inside it on a regular basis in the
same organization. In order to improve staff competences, the business devises a variety of
interventions. When these processes are implemented in the workplace, it results in more
competent, contented, and devoted employees who will help the company expand by offering
their best efforts. The efficiency of an organization is influenced by a variety of factors such as
the environment, technology, and rivals. However, if all other factors are equal, an organization
with competent, satisfied, dedicated, and dynamic employees is more likely to succeed than one
with poor scores on these HRD outcome characteristics. In the same way, an organization with
a superior HRD climate and practices is more likely to be effective than one that does not. This
is due to the fact that a number of HRD processes working simultaneously in an organization
should generally result in HRD outcomes.

HRD processes are governed by the following variables:

• Role Clarity • Awareness of Competencies Required for Job Performance • Proactive

Orientation • Trust • Collaboration and Team Work • Authenticity • Openness HRD: Processes
and Methods 41 • Risk-taking • Value Generation • Clarification of Norms and Standards •
Better Communication • Fair Rewards • Generation of Unbiased Data on Employees etc Other
Factors • Personnel Policies • Top Management style • Investment on HRD • Top Managements
Commitment • History • Past Culture etc

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 The following diagram depicts the key characteristics of human resource development
culture:

2.3 HRD PROCESS MODEL

The Human Resource Development or HRD gives a framework to the agents of the
association to help in the improvement of their master and individual capacities. Close
by this, it bases on the calling improvement of the specialist and the various leveled
progression for the most part. In the meantime, HRD is perhaps the most essential
factors a firm practice to overhaul the efficiency of the workforce. According to Tressa
Shepard in her scholarly article Ultimate guide to HRD ( 2020), HRD has to work to
improve the work force by addressing all domains of learning, i.e. Cognitive
(Informational/ Intellectual), Psycho-motor (action/skill) and affective
(emotional/values/ attitudinal). The HRD Process as quoted by Faeq Hamad Abed
Mahidy in his scholarly article on Research Gate, The HRD process includes four steps:
Assessment, Design, Implementation and Evaluation (ADIE)
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 Diagram: HRD Process Model

1.Assessment:

The Assessment in the HRD Framework remembers cantering for the need,
understanding and reviewing the show of the delegates, work tasks and progressive
environment. In particular, the need to perceive the opening between current capacities
and capacities expected for the making of a particular endeavour is to learn. This is the
really most stage out of four periods of HRD framework.
• Need Assessment: The affiliation targets and pattern of showing up at those goals
choose through the Need Assessment. It expresses the opening between current
capacities in the association and the skill expected for better execution. A need describes
as either an absence of current or by and large one more test that solicitation changes in
the affiliation. Conspicuous evidence of the essential includes surveying the individual,
work tasks, environment and tendencies. There are many Quantitative and Qualitative
methods by which the need assessments can be performed within organization.
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 • Gap Analysis: The Gap Analysis incorporates differentiating the certifiable execution
and the best display. The transcendent development is to assess the various levelled
show and that of the workforce of the association. It has two segments, to be explicit;
current situation and expected development situation. The differentiation between these
two is the veritable whole assessment that will recognize the prerequisites, reason, and
targets. Gap HRD: Processes and Methods 49 Analysis is done for the following
focusing on current and future needs of capability matrices: o Organization Analysis o
Task Analysis o Person Analysis.

2. Design
The preparation of convincing HRD program contains the joining of methodologies and
goals of the firm with the HRD cycle. It incorporates arranging the HRD program
incorporating interventions like learning and development, OD interventions and
various course/curriculum design which can shape the progress based on needs
identified in step one. These are carefully planned and strategized interventions that
need a diligent systematic execution to bring best results and improvements. The
following is an example of how can various phases of objectives pave way for designing
an learning and development initiative:
o Portray objective- Clear goal and ultimate expectations need to be identified as early
as possible. Articulating the objectives to be understood by everyone in uniform way is
important.
o Cultivate Lesson-plan – It is a step structuring and a point-bypoint portrayal or the
blue print of details of course, coverage, time, activities etc. of the intervention.
o Make/Acquire Material – Course material is a basic reading and support document for
all participants including work sheets, pre readings, and additional resources which can
be either tailor made or can be acquired from experts/ consultants.
o Select Trainer/Leader - The assurance of the perfect guide or trailblazer is major for
work on the capacities of employees. It might be anyone from internal sources or a
specialist who can best deliver the expected learning.
o Picking Methods and Techniques – Depending upon learner, level, course, content and
other deliverables, it is important to pick scientifically a right methodology for the

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 intervention. These can be a blend of on or off the job or even online or a virtual
methods.
o Plan the Program/Intervention – All the resources, materials, schedules, participants,
nominations, logistics etc are given a final shape/structure.

3. Implementation
The execution incorporates the productive transport of the examination and arrangement
stage as strong HRD undertakings or mediations. The plans or response ought to be
executed using the most fitting and Introduction to HRD 50 trustworthy methodologies.
The execution of HRD program is done by passing most fitting informative courses
concurring on to the necessities of the firm and as such laying out a helpful learning
environment for ongoing improvement in the delegates. Thusly, it enables the workforce
to perform gainfully towards association goals and targets. Despite the more than two,
this moreover expects a critical part in four phases of HRD framework.

4.Evaluation
Evaluation of the program is the last development of the HRD cycle and informative
courses. The ampleness of the HRD intercession assessed during this stage. It is a
tremendous and key activity, so should be performed warily. The careful evaluation of
the specialist's Reaction towards the readiness program prompts collects information
about the reasonability of the program. The complement on assessing Human Resource
Development's impact, it is a critical and the principal stage to be performed. This is
presumably the most stage out of four periods of HRD framework. Evaluation Purpose
The justification for the appraisal lies upon the unmistakable evidence of the program
meets anticipated objectives and delegate responsibility all through the gathering.
Regardless, It prompts brace the more grounded concentrations in the subject matter
expert and to beat the more weak points of view inside him. Another expectation is to
motivate agents to work with greater fervor. It will gather the information associated
with future individuals and further improvement in the program. Assessment of the
Effectiveness of the HRD Program

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 The HRD program's ampleness assessment ensures the practicality of the program
against the costing occurred. The application should incite encourage the agents to work
with more noteworthy responsibility and intensity all the while using the new or the
learnt capacities they have gained. It is similarly critical considering the way that it
prompts getting regardless of whether the ideal target ensuing to planning is achieved.
Directions to Evaluate Effectiveness The suitability of the HRD program can be
assessed by surveying the capacities of the employee before planning, during getting
ready and resulting to educational courses. Other than this, there are relatively few
concentrations to be considered for the appropriate appraisal of the HRD program as
follows:

• Select Evaluation Criteria - The appraisal rules incorporate the Reaction of the
individuals, perceptible changes in individual’s demeanour, capacities and data, the
differentiation in execution standard of the part and at the same time the legitimate
execution overall.

• Choose Evaluation Design - Designing the appraisal study is the second and
fundamental development in making an exact evaluation of the program. The essential
system is Time Series Design procedure that incorporates a movement of assessments
made when the HRD program. In addition, the ensuing methodology is called
Controlled Experimentation procedure that is the most used and formal system for
Introduction to HRD 52 appraisal. Above all in this system, a controlled assembling
composed, and data is accumulated from planning and controlled assembling both while
getting ready, and a short time later the review is done as necessary.

• Direct Evaluation of Program or Intervention - The appraisal of the HRD program is

through assessing three key orders. They are Reaction of the individuals by getting their
liking or detesting about the gathering. Learning of the individuals associated with
capacity headway and data after the social affair. Lead change is also a noticeable
variable. The evaluator ought to find how the delegate’s overall lead is following
participating in the arrangement.

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 • Unravel Result - This is apparently the most expected characterization of evaluation
of the program. The inevitable result evaluates taking into account the objections and
targets set by the affiliation. The evaluator translates regardless of whether the outcome
facilitates with the best effect. It would depend on the lead of the part after the planning
if a complaint came associated with convenience following getting ready, Reaction of
subordinates and chief and motivation towards the work.

Chapter Summary:
The question of "how" and, to a large extent, "why" is central to the concept of the HRD process.
HRD focuses on the development of human resource capability in every organization. HRD is
critical for retaining employees and gaining and keeping a competitive edge in the market. As a
result, in order to attain efficiency and effectiveness, HRD requires proper planning and
implementation. The HRD strategy creation process begins with planning and finishes with
evaluation. It appears to be a never-ending process, because trainings should be redesigned or
adjusted based on feedback to meet the organization's productivity needs.

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 Unit 2- II
Frame Work of Human Resource Development

DIFFERENT APPROACHES TO DEVELOP AN EFFECTIVE HRD FRAMEWORK

Developing an effective Human Resource Development (HRD) framework involves
several approaches. One key method is the competency-based approach, focusing on
identifying and developing specific skills and behaviours required for organizational
success. Another approach is the learning organization model, which emphasizes
continuous learning and adaptability through training programs and knowledge sharing.
Strategic alignment ensures HRD initiatives support the company's long-term goals,
while performance-based development links employee growth to measurable outcomes.
Additionally, a technology-driven approach leverages digital tools for training and
development, enhancing accessibility and efficiency. Combining these approaches
creates a robust HRD framework that fosters employee growth and organizational
excellence.
1. The Strategic HR Framework Approach
2. The Integrative Framework
3. Human Capital Appraisal approach
4. HRD Score Card Approach

The Strategic HR Framework Approach

The Strategic HR Framework Approach is a comprehensive method designed to align
human resources (HR) practices with the overall strategic goals of an organization. This
approach emphasizes the importance of integrating HR strategies with business
objectives to enhance organizational performance and drive sustainable growth. Key
components of this framework include talent acquisition, performance management,
employee development, and succession planning. By focusing on these areas,
organizations can ensure they have the right people in the right roles, equipped with the
necessary skills and motivated to achieve high levels of performance. Additionally, the
Strategic HR Framework Approach advocates for a continuous feedback loop, where
HR metrics and analytics are regularly reviewed and adjusted to meet evolving business
needs. This proactive and dynamic strategy helps organizations remain competitive in a

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 rapidly changing business environment, fostering a culture of continuous improvement
and innovation. Overall, the Strategic HR Framework Approach is essential for
organizations aiming to leverage their human capital as a key driver of strategic success.

The Integrative Framework

The Integrative Framework of Human Resource Development (HRD) is a holistic
approach that combines various elements of HRD to create a cohesive strategy for
fostering employee growth and organizational success. This framework emphasizes the
synergy between individual development and organizational objectives, ensuring that
HRD initiatives align with broader business goals. It integrates several key components:
training and development, organizational development, and career development.
Training and development focus on enhancing employees' skills and knowledge to
improve job performance. Organizational development aims to improve the overall
effectiveness and health of the organization through planned interventions and change
management. Career development helps employees plan and achieve their career goals
within the organization, promoting long-term engagement and retention.
The integrative framework also incorporates continuous learning and feedback
mechanisms, creating a dynamic environment where employees are encouraged to
continuously improve and adapt. By blending these elements, the framework ensures
that HRD efforts are not isolated but are part of a larger, strategic effort to enhance
organizational performance. This comprehensive approach helps organizations build a
resilient workforce capable of meeting current challenges and future demands.
Ultimately, the Integrative Framework of HRD supports a culture of continuous
improvement, innovation, and alignment between employee development and
organizational success.
Human Capital Appraisal approach
The Human Capital Appraisal approach in Human Resource Development (HRD) is a
strategic method focused on evaluating and enhancing the value of an organization's
human capital. This approach recognizes employees as critical assets whose skills,
knowledge, and abilities significantly contribute to organizational success. It involves
systematic assessment processes to identify and measure the competencies,

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 performance, and potential of the workforce. Key components include performance
appraisals, skill assessments, and talent reviews, which provide valuable insights into
employee capabilities and development needs.
Through these evaluations, organizations can identify high-potential employees and
areas requiring development, enabling targeted training and succession planning. The
Human Capital Appraisal approach also emphasizes the alignment of individual goals
with organizational objectives, ensuring that employees' growth supports the company's
strategic direction. By regularly assessing and developing human capital, organizations
can enhance productivity, foster innovation, and maintain a competitive edge.
Moreover, this approach promotes a culture of continuous improvement and
accountability, as employees receive regular feedback and opportunities for professional
growth. Integrating technology and analytics further enhances the effectiveness of
human capital appraisal by providing data-driven insights and tracking progress over
time. Overall, the Human Capital Appraisal approach in HRD is essential for
maximizing the value of human resources, driving organizational performance, and
achieving long-term success.

HRD Score Card Approach

The HRD Score Card Approach is a comprehensive evaluation tool designed to measure
the effectiveness and impact of Human Resource Development (HRD) initiatives within
an organization. This approach leverages a balanced scorecard methodology,
traditionally used in strategic management, to assess HRD activities across multiple
dimensions. The primary dimensions include financial performance,
customer/stakeholder satisfaction, internal process efficiency, and learning and growth.
By evaluating HRD efforts through these lenses, organizations can gain a holistic view
of how their HR practices contribute to overall business objectives.
Financial performance metrics might include the return on investment (ROI) of training
programs, while customer/stakeholder satisfaction could be gauged through employee
and manager feedback on HR services. Internal process efficiency examines the
effectiveness and efficiency of HR operations, such as the speed and quality of
recruitment or the success rate of training initiatives. Learning and growth focus on the

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 development of the workforce's capabilities, measuring improvements in skills,
knowledge, and career progression.
The HRD Score Card Approach encourages continuous monitoring and improvement
by providing actionable insights and identifying areas for development. It aligns HRD
activities with the strategic goals of the organization, ensuring that investments in
human capital drive performance and competitive advantage. Overall, this approach
fosters a data-driven, strategic perspective on HRD, promoting a culture of
accountability and excellence in human resource management.

HRD INTERVENTIONS
HRD (Human Resource Development) interventions refer to activities or programs
designed to improve the skills, knowledge, abilities, and overall performance of
employees within an organization. These interventions are typically initiated and
managed by the HR department or specialists within the organization and aim to align
the capabilities of the workforce with the strategic goals of the organization
1) Training & Development program
Purpose: Skill enhancement, Knowledge transfer, Career advancement
Considerations: Need assessment, Continuous learning, Technology integration
2) Coaching & Mentoring
Purpose: Skill development, Leadership development, Knowledge transfer
Considerations: Matching process, Feedback Mechanism
3) Performance Management System
Purpose: Goal alignment, Feedback Mechanism, Recognition & Rewards
Considerations: Clear objectives, Regular feedback, Recognition & Rewards
4) Leadership development program
Purpose: Succession planning, Strategic leadership, team building
Considerations: Assessment tools, Experiential learning, Mentorship
5) Career development program
Purpose: Skill enhancement, Succession Planning, Employee retention
Considerations: Individual development plans, Promotion criteria, Mentorship
programs
5) Team building workshops – To improve the group dynamics

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 6) Diversity & inclusion training – Improve the target of equal opportunity for all and
to manage the diversity among the workforce

7) Change management initiatives

Change management initiatives refer to structured approaches and processes used by
organizations to prepare, support, and help individuals, teams, and the organization as a
whole in making organizational changes. These initiatives are critical for ensuring that
changes are implemented smoothly and successfully, minimizing resistance and
maximizing engagement from all stakeholders.
8) Employee wellness program
An employee wellness program is a comprehensive initiative designed to promote the
physical, mental, and emotional health of employees. It includes activities such as
fitness challenges, health screenings, stress management workshops, and wellness
education, aiming to enhance overall well-being, reduce healthcare costs, and improve
workplace productivity and morale.

TRAINING METHODS
Human Resource Development (HRD) training is a systematic process designed to
enhance the skills, knowledge, and competencies of employees within an organization.
The goal of HRD training is to improve employee performance, foster professional
growth, and align workforce capabilities with organizational objectives. Effective HRD
training not only boosts individual and team productivity but also contributes to overall
business success by creating a knowledgeable, skilled, and motivated employees.

On-the-Job Training (OJT) involves training employees while they are performing their
regular job tasks. This method allows employees to learn in a practical, real-world
environment.
Key Features:

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 Immediate Application: Employees apply what they learn directly to their job.
Supervised Learning: Typically involves guidance from experienced colleagues
or supervisors.
Cost-Effective: Minimal training costs since it occurs during regular work hours.
Examples:
An apprentice electrician working under a certified electrician.
A new cashier learning to use the cash register during actual sales transactions

Off-the-Job Training occurs outside the regular work environment and involves
structured learning sessions, such as classroom training, workshops, seminars, or online
courses.
Key Features:
Dedicated Learning Environment: Training is separate from work tasks.
Variety of Methods: Includes lectures, simulations, case studies, and e-learning.
Specialized Instructors: Often conducted by professional trainers or subject matter
experts.
Examples:
1) A leadership development workshop conducted at a training center.
2) An online course on data analysis techniques

Brainstorming is a creative group problem-solving technique used to generate a large

number of ideas for the solution of a problem. It encourages free thinking and open
communication among participants, aiming to harness collective creativity.
Group Activity: Involves multiple participants to maximize idea generation.
Free Thinking: Encourages spontaneous and uninhibited discussion.
Non-Judgmental: All ideas are welcomed and not immediately critiqued.
Focused Session: Typically centered around a specific problem

Case studies are detailed examinations of specific real-life situations or problems used
to illustrate principles, practices, or outcomes. They provide a comprehensive look at
how theories and concepts are applied in actual scenarios, helping learners to understand
complex issues and develop problem-solving skills.

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 Real-World Context: Focus on actual events or problems faced by organizations or
individuals.
In-Depth Analysis: Detailed examination of all aspects of the situation, including
challenges, strategies, and outcomes.
Interactive Learning: Encourage critical thinking, discussion, and application of
knowledge

Role play is an experiential training method where participants act out specific roles in
simulated scenarios. This technique helps learners practice real-life situations in a safe
environment, improving their skills and confidence.
Realistic Scenarios: Simulated situations that mimic real-life challenges.
Active Participation: Participants take on roles and interact with each other.
Immediate Feedback: Facilitators and peers provide feedback on performance
Steps in Role Play:
1. Define Objectives: Clearly state what skills or knowledge the role play aims to
develop.
2. Create Scenarios: Develop realistic situations relevant to the learning objectives.
3. Assign Roles: Allocate roles to participants, ensuring they understand their
characters and objectives.
4. Conduct Role Play: Let participants act out the scenario, facilitating the
interaction.
5. Debrief: Discuss the experience, providing feedback and insights on
performance and outcomes.
Simulations are training methods that replicate real-world processes, environments, or
systems. Participants interact with the simulation to practice skills, test scenarios, and
make decisions in a controlled, risk-free environment.
Steps in simulation
1. Identify Objectives: Determine the skills or processes to be simulated.
2. Design Simulation: Develop the simulation environment and scenarios.
3. Prepare Participants: Brief participants on the simulation's purpose and rules.
4. Run Simulation: Encourage participants to engage with the simulation.

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 5. Review and Debrief: Analyze performance, discuss outcomes, and provide
feedback
T-Groups, or training groups, are a form of experiential learning focused on improving
participants' interpersonal skills and self-awareness through group interactions. Also
known as sensitivity training, T-Groups emphasize personal growth and development
within a group setting.

SELF PACED/COMPUTER BASED/COMPANY SPONSORED TRAINING

TRANSACTION ANALYSIS
Transaction analysis, a concept in transactional analysis theory developed by Eric Berne,
examines social interactions, or "transactions," to understand and improve
communication. It identifies three ego states: Parent, Adult, and Child. The Parent state
mimics authority figures, the Adult state processes data rationally, and the Child state
reflects behaviors and feelings from childhood.
In transaction analysis, interactions are analyzed to see which ego states are engaged.
Complementary transactions occur when the ego states of both parties align (e.g., Adult
to Adult), leading to smooth communication. Crossed transactions, where ego states do
not align (e.g., Adult to Child met with Parent to Child), can cause miscommunication
and conflict. The goal is to recognize and adjust these ego states to improve
interpersonal dynamics and promote effective, healthy communication. This method is
widely used in psychotherapy, counseling, and organizational development to foster
better relationships and personal growth.
Steps in Applying Transactional Analysis
1. Identify Ego States:
Determine whether an individual is operating from the Parent, Adult, or Child ego state
in a given interaction.
2. Analyze Transactions:
Look at the exchanges between individuals to see which ego states are involved and
whether the transactions are complementary (harmonious) or crossed (conflictual).
3. Recognize Games:

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 Identify repetitive patterns of behavior that result in negative outcomes and understand
the underlying motivations
.
4. Examine Life Scripts:
Explore the unconscious life plans and messages that influence behavior and decision-
making.
5. Facilitate Change:
Encourage individuals to adopt more effective communication patterns, resolve
conflicts, and rewrite negative life scripts.
Examples - TA
1. Workplace Interaction:
An employee feels criticized by a manager (Parent-to-Child transaction). By shifting to
an Adult-to-Adult transaction, they can discuss feedback constructively.
2. Conflict Resolution:
Two colleagues frequently argue over minor issues (playing a game). Recognizing the
game, they can choose to communicate more openly and resolve underlying tensions.
3. Personal Growth:
An individual realizes they have been living according to a negative life script ("I am
not good enough") and works to change this belief to a more positive one.

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