Human Resource

Development: Concept

and Practices

By

Uttam Acharya

NASC

Objectives

At the end of the session participants will be

able to :

Explain human resource development

Describe key challenges of organization

Discuss on benefits of HRD

Distinguish different HRD climate

Contents

What is HRD

HRD and organizational success

Strategic framework for HRD

HRD climate

Why HRD fails

HRD

Human resource development is concerned with

increasing the knowledge, skills, attitudes and

capabilities of people in organizations.

Achieving HRD leads to organizational excellence

HRD

Preparing employees to work effectively and efficiently in organization

Organized learning experiences in definite time period to increase the possibility of improving job performance and growth

Developing a variety of competencies of employees and developing a culture in organization to utilize these competencies and contribute to organizational growth

What is 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.

HRD concept

A set of organized learning activities as well as

work system and environment improvement

Enhancing potentials and competencies of

individuals and making utilization of those abilities

Attain effective performance and growth at the

job, individual, and organizational level

HRD concept A process and function by which people in an

organization are helped , in a continuous and

planned way to

Acquire and sharpen capabilities required to perform

present and future jobs

Develop general capabilities and use potentials for

personal and professional development

Development an organizational culture and system for

maximum utilization of enhance competencies and

potentials

Organizational success

Gaining and sustaining competitive advantage

Customer value and satisfaction

Core competencies

What the organization does, or could do best

Organizational uniqueness

Offering of services that other can not imitate or copy

Key challenges for organizations Compete

Improve quality and increase productivity

Improve customer service

Lower cost

Adapt / to fast changing technology

Achieve more with less

Become more flexible

Strategic framework for HRD Vision

A realistic, credible and attractive future for the business. “Where

are we going?”

Mission

The reason for an organization’s existence “ who we are and what

we do?” how to plan…?

Objectives

Specific result and outcomes that are agreed upon as desirable

outcomes within a certain period of time

Translation of organizational mission into performance targets

Strategy(corporate,business and functional)

The pattern of organizational decisions/ moves and management

approaches to gain competitive advantage

HRD :Level of focus

Roles

Persons

Team

Inter-team

Organization

HRD : benefits• Helps the individual in making better decisions and

effective problem solving.

• Aids in encouraging and achieving self-development

and self-confidence.

• Provides information for improving leadership,

knowledge, communication skills and attitudes.

• Helps a person handle stress, tension, frustration and

conflicts.

• Helps a person develop speaking and listening skills.

• Helps eliminate fear in attempting new tasks.

HRD climate

Climate and performance

Organizational performance – a function of the

performance of its people

HR performance- a function of ability, motivation and

( work) environment

Expectations of people for a better work environment

Organizational climate: a part of work environment

Development climate

Team spirit

A tendency to be generally helpful and

collaboration with each other

A tendency to discourage stereotypes and

favoritism

Personnel policies supportive of HRD practices

HRD Climate

General climate

HRD mechanism

OCTAPACE (Essential tendencies)

General climate

HR/ HRD importance

Policies and attitudes supportive of HRD

Leadership and management style

Organizational structure

HRD mechanism

Performance and potential appraisal

Performance feedback and reward

Coaching and counseling

Training

Job rotation etc.

OCTAPACE (essential tendencies)

O - Openness and risk taking

C - Confrontation- bringing out the issues

T – Trust

A – Autonomy

P – Proactivity

A - Authenticity

C – Collaboration and mutuality

E - Evaluation

Why HRD Fail in Organisations?

Failure to demonstrate need for the function

Failure to establish viable competency

development programmes for competitiveness

Not viewed as part of strategic planning process

Failure to measure and communicate impact on

organizational efficiency and effectiveness

Learning not viewed as an essential competitive

advantage in the marketplace

Poor image of HRD

Thank you

Quaries