hrd
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- 1. Human Resource Development
- -B.Pratima
2. Definition of HRD
- "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization"
- HRD includes the areas of training and development, career development, and organization development
3. OBJECTIVES
- Develop human resource of the company continuously for better performance to meet objectives.
- Provide opportunity for development of different level of employees.
- suitable need based training programs
- Prepare newly inducted staff to perform their work with high level of competency and excellence.
- Meet social obligations of industry to contribute towards the excellence of technical and management education.
4. OBJECTIVES
- Assist the existing and potential customers in the better use of our equipments by training the employees.
- Promote a culture of creativity, innovation, human development, respect and dignity.
- Achieve excellence in every aspect of working life.
- Create environment for the trainees conducive to their character building.
5. HRM Vs HRD
- HRD is a sub section of HRM, i.e. HRD is a section with the department of HRM.
- HRM deals with all aspects of the human resources function while HRD only deals with the development part.
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- HRM is concerned with recruitment, rewards among others while HRD is concerned with employee skills development.
- HRM functions are mostly formal while HRD functions can be informal like mentorships.
7. HRD Functions
- Providing skill input to apprentices and trainees
- Identifying training needs and imparting training
- Outside deputation for competency enhancement
- Competency mapping
- Organisational development activities
- Conducting sessions and workshops
- Training and development (T&D)
8. THE NEED FOR HRD: BUSINESS AND ECONOMICS CHANGES
- HRD can be a platform for organisationaltransformation ,
- a mechanism for continuous organisational and individualrenewal
- and a vehicle for global knowledge transfer.
9. THE NEED FOR HRD
- Implementing a newpolicy
- Implementing astrategy
- Effecting organisationalchange
- Changing an organisationsculture
- Meeting changes in the externalenvironment
- Solving particularproblems
10. THE NEED FOR HRD: TECHNOLOGICAL CHANGES
- Technological changecreatesrequirements for training and development
11. THE NEED FOR HRD: ORGANISATIONAL CHANGE
- Organisations that work inless timewill have a competitive advantage.
- Acustomerandqualityfocus will permeate tomorrows superior organisation.
- The arena for an organisations planning and action will beglobal .
- Business strategies now depend onquality and versatilityof the human resource.
- Work structureanddesignwill change dramatically.
12. THE NEED FOR HRD :SOCIAL,LEGAL & OTHER CHANGES
- Social attitudes , legal requirements, industrial relations and so on generate training and development needs.
- They demandnew skillsin the workplace
13. Training and Development (T&D)
- Trainingimproving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or taske.g.,
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- Employee orientation
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- Skills & technical training
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- Coaching
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- Counseling
14. Training and Development (T&D)
- Developmentpreparing for future responsibilities, while increasing the capacity to perform at a current job
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- Management training
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- Supervisor development
15. Benefits of Training and Development
- Training and development helps the employees to achieve their personal goals which in turn help to achieve the overall organizational objectives.
- Thus, we can bifurcate the benefits of training and development into two broad heads:
- Organizational benefits
- Personal benefits
16. Organizational benefits :
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- Improves the morale of the workforce.
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- Leads to improve profitability and more positive attitudes towards profit orientation
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- Improves the job knowledge and skills at all levels of the organization.
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- Aids in organizational development
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- Improves relationship between superior and subordinate.
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17. Personal benefits
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- Helps the individual in making better decisions and effective problem solving.
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- Aids in encouraging and achieving self-development and self-confidence.
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- Provides information for improving leadership, knowledge, communication skills and attitudes.
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- Helps a person handle stress, tension, frustration and conflicts.
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- Helps a person develop speaking and listening skills.
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- Helps eliminate fear in attempting new tasks.
18. Impact on Training
- Training practicesrapidly changing in response to pressures
- Impacting instruction design, delivery, and evaluation processes
- Global interest in E-learning is growing
19. Training & HRD Process Model 20. Needs Assessment Phase
- Establishing HRD priorities
- Defining specific training and objectives
- Establishing evaluation criteria
21. Design Phase
- Selecting who delivers program
- Selecting and developing program content
- Scheduling the training program
22. Implementation Phase
- Implementing or delivering the program
23. Evaluation Phase
- Determining program effectivenesse.g.,
- Keep or change providers?
- Offer it again?
- What are the true costs?
- Can we do it another way?
24. Critical HRD Issues
- Strategic management and HRD
- The supervisors role in HRD
- Organizational structure of HRD
25. Strategic Management & HRD
- Strategic management aims to ensure organizational effectiveness for the foreseeable futuree.g., maximizing profits in the next 3 to 5 years
- HRD aims to get managers and workers ready for new products, procedures, and materials
26. Supervisors Role in HRD
- Implements HRD programs and procedures
- On-the-job training (OJT)
- Coaching/mentoring/counseling
- Career and employee development
- A front-line participant in HRD
27. Organizational Structure of HRD Departments
- Depends on company size, industry and maturity
- No single structure used
- Depends in large part on how well the HRD manager becomes an institutional part of the company i.e., a revenue contributor, not just a revenue user
28. HR Manager Role
- Integrates HRD with organizational goals and strategies
- Promotes HRD as a profit enhancer
- Tailors HRD to corporate needs and budget
- Institutionalizes performance enhancement
29. HR Strategic Advisor Role
- Consults with corporate strategic thinkers
- Helps to articulate goals and strategies
- Develops HR plans
- Develops strategic planning education and training programs
30. Challenges for HRD
- Changing workforce demographics
- Competing in global economy
- Eliminating the skills gap
- Need for lifelong learning
- Need for organizational learning
31. Summary
- HRD is too important to be left to amateurs.
- HRD should be a revenue producer, not a revenue user.
- HRD should be a central part of company.
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