2nd Module

Human Resource Development

 Definition of HRD
• A set of systematic and planned activities
designed by an organization to provide its
members with the necessary skills to meet
current and future job demands.
 Meaning of HRD

Leonard Nadler introduced the term

HRD in 1969. He defined HRD as
“those learning expenses which
are organized for a specific time
and designed to bring about the
possibility of behavioural change”
 What is HRD?
• Competence Building
• Commitment /Motivation Building
• Culture Building
 Introduction

The evolution of HRD can be discussed in 2 stages:

1. A global perspective-At global level we have:
• Emergence of Apprenticeship training program and collective
bargaining mechanisms;
• Emergence of vocational training program and factory schools;
• Training programs for semi-skilled workers; and
• Emergence of training as a profession.

2. An Indian perspective-Growth and Development of HR in India.

 Human Relations Movement

• Factory system often abused workers.

• “Human Relations” movement promoted
better working conditions.
• Start of business & management education.
• Tied to Maslow’s Hierarchy of Needs.
 Emergence of HRD
• Employee needs extend beyond the training
classroom
• Includes coaching, group work, and problem
solving
• Need for basic employee development
• Need for structured career development
• ASTD changes its name to the American
Society for Training and Development
• Definition According to American Society for
Training and Development ( ASTD ), " HRD is
the integrated use of :- training and
development, organizational development,
and career development to improve
individual, group and organizational
effectiveness."
Maslow’s Hierarchy of Needs
 Establishment of the Training profession

• Outbreak of WWII increased the need for

trained workers.
• Federal Government started the Training
Within Industry (TWI) Program.
• 1942 – American Society for Training Directors
(ASTD) formed.
 Emergence of HRD

• In the early seventies 2 consultants Prof.Udai Pareek &

Prfo.T.V.Rao from the IIM were approached by L&T for a
review exercise of their performance appraisal system.

• They felt that a development oriented performance

appraisal system may not achieve its objectives unless
accompanied by other sub-systems like employee
counseling, potential appraisal, career planning and
development, training, OD etc. So a new HRD system
was introduced at L&T in the year 1975.
Conti…..

• Today most of larger private & public sector

organizations in India are using the techniques
and approaches of HRD to develop their
workforce for the attainment of organization
goals along with individual satisfaction and
growth.
According to T.V.Rao, HRD is a process by which employees
of a organization are continuously helped in a planned way
 Nature of HRD

 A Behavioural science
 HRD is a continuous process
 HRD is a system
 Quality of life
 Addition in productivity
 Difference between HRM and HRD

1. HRD only deals with the

1.HRM deals with all aspects of development part.
the human resources function

2. HRD is concerned with employee

2. HRM is concerned with skills development
recruitment,rewards among others

3. HRM functions are mostly formal 3. HRD functions can be informal

likementorship.

4. HRM is a routine and administrative

process. 4. HRD is continuous process
 Objectives of HRD

 To develop capabilities of all individuals working in an

organization in relation to their present role.
 To develop capabilities of all such individuals in relation to their
future role.
 To develop better inter-personal and employer-employee
relationships in an organization.
 To develop team spirit.
 To develop coordination among different units of an organization.
 To develop organizational health by continuous renewal of
individual capabilities keeping pace with technological changes.
HRD FUNCTIONS:

• Providing skill input to apprentices and trainees

• Identifying training needs and imparting training

• Outside deputation for competency enhancement

• Competency mapping

• Organizational development activities

• Conducting sessions and workshops

• Training and development (T&D)

 Example in Siemens Ltd.

• Development of employees is the primary task of the

company.
• Recruitment of quality manpower and their retention, mainly
at entry level.
• Performance as the sole criterion for increments and
promotion.
• Use of training as a strategic factor for competitive
advantage.
• To ensure transparency in decision making.
 Purpose Of Hrd

Equity: Recognizing human beings as strategic

assets

Employability: Ability, skills and competencies to

seek meaningful employment

 Adaptability/Competitiveness: To face challenges

vis-à-vis organizational changes
 Principles

 Principle of Development of Organizational Capability

 Principle of Potential Maximization

 Principle of Autonomy Maximization

 Principle of Maximum Delegation

 Principle of Participative Decision Making

 Principle of Change Management

 Principle of Periodic Review

Factors responsible for this development in a phased
manner are;
Sub -systems of HRD
1.Training and Development (T&D)

• Training – improving the knowledge, skills and

attitudes of employees for the short-term,
particular to a specific job or task – e.g.,
– Employee orientation
– Skills & technical training
– Coaching
– Counseling
Training and Development (T&D)

• Development – preparing for future

responsibilities, while increasing the capacity
to perform at a current job
– Management training
– Supervisor development
2.Organizational Development

• The process of improving an organization’s

effectiveness and member’s well-being
through the application of behavioral science
concepts
• Focuses on both macro- and micro-levels
• HRD plays the role of a change agent
3.Career Development

• Ongoing process by which individuals progress

through series of changes until they achieve
their personal level of maximum achievement.
– Career planning
– Career management
 HRD Process Mapping

-Every organization for HRD requires to perform process

mapping duly understanding what is being currently done and
what needs to be done, keeping the core perspective of value
addition.

-To determine the future HRD processes, organizations draw a

blueprint within the ambit of policies, procedures and
structure, keeping in view the desired changes in the HR
pattern.
 Contd.

For HRD process documentation organizations focus both on

the qualitative and quantitative measures, considering the
following aspects:
 Description of the entire HRD process.
 Identification of HRD process elements and resources.
 Current HRD process performance.
 Analytic decomposition of HRD processes.
 Sample HRD Jobs/Roles

• Executive/Manager
• HR Strategic Advisor
• HR Systems Designer/Developer
• Organization Change Agent
• Organization Design Consultant
• Learning Program Specialist
 Sample HRD Jobs/Roles – 2

• Instructor/Facilitator
• Individual Development and Career Counselor
• Performance Consultant (Coach)
• Researcher
 Challenges for HRD

• Changing workforce demographics

• Competing in global economy
• Eliminating the skills gap
• Need for lifelong learning
• Need for organizational learning
HRD in IT Industry
HRD in Infosys :

• Infosys has been a pioneer in innovative workforce practices

and HR initiatives—be it in creating wealth for employees
through wide distribution of stock option plans or in creating
a enjoyable workplace with various amenities.

• Nandan Nilekani, President and Managing Director of Infosys,

commented, “Attracting the best and the brightest and
creating a milieu where they operate at their highest
potential are very important for Infosys.
• 1.People Development and Training:

• Employee development and training at Infosys is a continuous

process. When hired employees immediately go through
induction and training programme.

• These programme mainly aim to emphasize on training these

new recruits on new processes and technologies and orient
them with the organization’s culture and ethical practices.
2.Infosys Leadership Institute (ILI):

• ILI set up in 2001 had an immense impact on

the effectiveness of the HRD function at
Infosys. The institute was primarily developed
so as to develop and groom future talents in
the company. The workplace at Infosys
Technologies Limited
3.Infosys Leadership Institute (ILI):

• ILI set up in 2001 had an immense impact on

the effectiveness of the HRD function at
Infosys. The institute was primarily developed
so as to develop and groom future talents in
the company. The workplace at Infosys
Technologies Limited
4.Performance Appraisal System:

-The performance appraisal process at Infosys begins not only

with performance evaluation but also encompasses the
evaluation of individual skills for the tasks assigned to an
employee during the assigned period of performance
evaluation.

-In this regard, performance appraisal takes into consideration

various performance criteria like timeliness, quality of work,
customer orientation, peer satisfaction and performance
improvement potential.
5.Work life Balance Programmed:

• This could be used for childcare, eldercare, higher studies or

for health reasons9. Many working mothers and to be
mothers have also been encouraged to work on their projects
from their homes.

• . Flexi timing of the working mothers also help these

techniques to have enough time with their kids and family.
Apart from these the company also emphasizes on organizing
counseling programme for their employees so as to provide
solutions for better worklife balance.
Thank You