Evolution and concept of HRD

7/27/2019 Evolution and concept of HRD

1/42


2/42

12-7

Evolution of The Concept Of HRD

The early part of the century saw a concern for improvedefficiency through careful design of work. Improvingemployee productivity and efficiency was the next bigthing to hit the business world. Recent years havewitnessed an increasing tilt towards improving the quality

of working life, product and service quality, and speedyand efficient delivery of work.

HRD in


3/42

Evolution of HRD

Early apprenticeship programs

Early vocational education programs

Early factory schools Early training for unskilled/semiskilled

Human relations movement

Establishment of training profession

Emergence of HRD


4/42

Early Apprenticeship Programs

Artisans in 1700s

Artisans had to train their own

workers Guild schools

Yeomanries (early worker unions)


5/42

Early Vocational Education Programs

1809 DeWitt Clintons manualschool

1863 President Lincoln signs theLand-Grant Act promoting A&Mcolleges

1917 Smith-Hughes Act providesfunding for vocational education atthe state level


6/42

Early Training for Unskilled/Semiskilled Workers

Mass production

Semiskilled and unskilled workers

Production line one task = one worker World War I

Retool & retrain

Show, Tell, Do, Check


7/42

Human Relations Movement

Factory system often abused workers

Human relations movement

promoted better working conditions Start of business & management

education

Tied to Maslows hierarchy of needs


8/42

Emergence of HRD

Employee needs extend beyond the trainingclassroom

Includes coaching, group work, and problem

solving Need for basic employee development

Need for structured career development

ASTD changes its name to theAmericanSociety for Training and Development


9/42

Evolution

Early Seventies

In 1968- the term used in GeorgeWashington University

In 1969-ASTD conference in Miami

Mid 1970s become more popular

Japan felt- Better people and not bettertechnology is the key to Better Society

Prof Udai Pareek-1972-SBI


10/42

Evolution

In BHEL concept introduced in 1980

Later introduced in SAIL, Maruti

Udyog , Indian Airlines and TISCO IIM

Centre for HRD-XLRI-Jamshedpur

ISTD- and New Delhi

The above took HRD movement ahead


11/42

Definition of HRD

A set of systematic and plannedactivities designed by anorganization to provide its members

with the necessary skills to meetcurrent and future job demands.


12/42

Relationship Between HRM and HRD

Human resource management (HRM)encompasses many functions

Human resource development (HRD)is just one of the functions withinHRM


13/42

HRD system

Organization Development

Training and development

Appraisal systems

Career Advancements

HRD is further divided into sub-system and themechanism used by and organization depends

on the size, technology, corporate philosophyand resources of the organization


14/42

Sub-system in HRSob and salary


15/42

Role of HRD Professionals

Given by TheAmerican Society for

Training and

Development

Supportive Role

Role of System

Development andResearch

Managerial Role

Role of DevelopingCompetence

Process Role
http://var/www/apps/conversion/tmp/scratch_5/Role%20of%20HRD%20professional.dochttp://var/www/apps/conversion/tmp/scratch_5/Role%20of%20HRD%20professional.doc


16/42

Supportive Role

Strengthening Operating andExecutive Levels

Consolidating Existing Strength


17/42

Role of SystemDevelopment and Research


18/42

Managerial Role

Manpower Planning

Procurement

Placement

Retaining, Motivating and Integrating People

Rewards

Planning for growth

Healthy Industrial Relations

Job Analysis and Evaluation


19/42

Role of Developing Competence

Managerial


20/42

Process Role

Diagnostic


21/42

HRD Functions

A Line Function A Co-ordinativeFunction

Staff (Service)Function

Direct activities ofpeople in his theirown departments

Co-ordinate PersonnelActivities

Providing support toother systemsDevelopment ofsystem, ResearchManagement ofhuman resourcesDevelopingCompetency ofvarious kindsCatering to theprocess needs


22/42

HRD Functions continued

Training and Development

Organizational Development

Career Development


23/42

HRD MatrixTwo axes that make the HRD matrix

Six Factor Target of HRD HRD system and activities


24/42

12-11

The HRD matrix shows the interrelationships between HRDinstruments, processes, outcomes and organisationaleffectiveness .

HRD Matrix

HRD in

H R D M e c h a n is m

o r S u b - s y s t e m s

o r I n s t r u m e n t s

H R D D e p a r t m e n t

P e r f o r m a n c e

A p p r a i s a l

R e v i e w ,

D i s c u s s i o n , F e e d -

b a c k , C o u n s e l l i n gS e s s i o n s

R o l e A n a l y s i s

E x e r c i s e s

P o t e n t i a l

D e v e l o p m e n t

E x e r c i s e s

T r a i n i n g

C o m m u n i c a t i o n

P o l i c i e s

J o b R o t a t i o n s

O D E x e r c i s e s

R e w a r d s

J o b - e n r i c h m e n t

P r o g r a m m e s

O t h e r M e c h a n is m s

H R D P r o ce s s es &H R D C l i m a t e

V a r i a b l e s

R o l e C l a r i ty

P l a n n i n g o f

D e v e l o p m e n t b y

e v e r y E m p l o y e e

A w a r e n e s s o f

C o m p e t e n c i e sR e q u i r e d f o r J o b -

P e r f o r m a n c e

P r o a c t iv e

O r ie n t a t i o n

M o r e T r u s t

C o l la b o r a t i o n &

T e a m W o r k

A u t h e n t i c i t y

O p e n n e s s

R i s k - t a k i n g

V a l u e G e n e r a t io n

C l a r i f i c a t i o n o f

N o r m s a n d

S t a n d a r d s

I n c r e a s e dC o m m u n i c a t i o n

M o r e O b j e c t i v e

R e w a r d s

G e n e r a t i o n o f

O b j e c t i v e , D a t a

o n E m p l o y e e s , e t c .

H R D O u t c o m e s

V a r i a b l e s

M o r e C o m p e t e n t

P e o p l e

B e t t e r D e v e l o p e d

R o l e s

H i g h e r W o r k -

c o m m i t m e n t &

J o b I n v o l v e m e n tM o r e p r o b l e m

S o l v i n g

B e t t e r U t i l i s a t i o n

o f H u m a n

R e s o u r c e s

H i g h e r J o b -

s a t is f a c t i o n a n d

W o r k M o t i v a t io n

B e t t e r


I n t e r n a l

R e s o u r c e s

B e t t e r

O r g a n i s a t i o n a l

H e a l t h

M o r e T e a m - w o r k ,S y n e r g y a n d

R e s p e c t f o r E a c h

o t h e r


E f f e c t i v e n e s s

D i m e n s i o n s

H i g h e r

P r o d u c t i v i ty

G r o w t h a n d

D i v e r s i f i c a t i o n

C o s t R e d u c t io n

M o r e P r o f i t s

B e t t e r I m a g e

O t h e r F a c t o r s

P e r s o n n e l P o l i c i e s , T o p

M a n a g e m e n t S t y l e s ,

I n ve s t m e n t s o n H R D , To p

M a n a g e m e n t s

C o m m i t m e n t s,

H i s t o r y, P r e v i o u s

C u l tu r e , L in e M a n a g e r s

I n t e r e s t , e t c .


E n v i r o n m e n t ,

T e c h n o l o g y ,

R e s o u r c e

A v a i l a b i l i t y , H i s t o r y ,

N a t u r e o f B u s i n e s s

e t c .

( T . V . R a o , T h e H R D M i s s i o n a r y, O x f o r d I B H , N e w D e l h i , 1 9 9 0 )

A S c h e m a t i c P r e s e n t a t i o n o f L i n k a g e s b e t w e e n H R D I n s t r u m e n t s , P r o c e s s e s , O u t c o m e s a n d O r g a n i s a t i o n a l

E f f e c t i v e n e s s

The HRD matrix shows the interrelationships between HRD


25/42

12-11

The HRD matrix shows the interrelationships between HRDinstruments, processes, outcomes and organisationaleffectiveness .

HRD in

H R D M e c h a n i s m

o r S u b - s y s t e m s

o r I n s t r u m e n t s

H R D D e p a r t m e n t

P e r f o r m a n c eA p p r a i s a l

R e v i e w ,

D i s c u s s i o n , F e e d -

b a c k , C o u n s e l l i n gS e s s i o n s

R o l e A n a l y s i s

E x e r c i s e s

P o t e n t i a l

D e v e l o p m e n t

E x e r c i s e s

T r a i n i n g


P o l i c i e s

J o b R o t a t i o n s

O D E x e r c i s e s

R e w a r d s

J o b - e n r i c h m e n tP r o g r a m m e s

O t h e r

M e c h a n i s m s

H R D P r o c e s s e s &H R D C l i m a t e

V a r i a b l e s

R o l e C l a r i t y

P l a n n i n g o f D e v e l o p m e n t b y

e v e r y E m p l o y e e

A w a r e n e s s o f

C o m p e t e n c i e s

R e q u i r e d f o r J o b -P e r f o r m a n c e

P r o a c t i v e

O r i e n t a t io n

M o r e T r u s t

C o l l a b o r a t i o n &

T e a m W o r k

A u t h e n t i c i t yO p e n n e s s

R i s k - t a k i n g

V a l u e G e n e r a t i o n

C l a r i f i c a t io n o f

N o r m s a n d

S t a n d a r d s

I n c r e a s e d


M o r e O b j e c t i v e

R e w a r d s


O b j e c t i v e , D a t ao n E m p l o y e e s , e t c .

H R D O u t c o m e sV a r i a b l e s

M o r e C o m p e t e n tP e o p l e

B e t t e r D e v e l o p e dR o l e s

H i g h e r W o r k -c o m m i t m e n t &

J o b I n v o l v e m e n t

M o r e p r o b l e mS o l v i n g

B e t t e r U t i l i s a t i o n

o f H u m a n

R e s o u r c e s

H i g h e r J o b -

s a t i s f a c t i o n a n dW o r k M o t i v a t i o n

B e t t e r


I n t e r n a l

R e s o u r c e s

B e t t e r


H e a l t h

M o r e T e a m - w o r k ,

S y n e r g y a n d

R e s p e c t f o r E a c h

o t h e r


E f f e c t i v e n e s sD i m e n s i o n s

H i g h e r

P r o d u c t i v i t yG r o w t h a n d

D i v e r s i f i c a t i o n

C o s t R e d u c t i o n

M o r e P r o f i t s

B e t t e r I m a g e


P e r s o n n e l P o l i c i e s , T o p

M a n a g e m e n t S ty l e s ,

I nv e s t m e n t s o n H R D , T o p

M a n a g e m e n ts

C o m m itm e n ts ,

H i s t o r y, P r e v i o u s

C u lt u re , L i n e M a n a g e r s

In te res t , e t c .


E n v i r o n m e n t ,

T e c h n o l o g y ,R e s o u r c e

A v a i l a b i l i t y , H i s t o r y ,N a t u r e o f B u s i n e s s

e t c .

( T . V . R a o , T h e H R D M i s s i o n a r y , O x f o r d I B H , N e w D e l h i , 1 9 9 0 )

A S c h e m a t i c P r e s e n t a t i o n o f L i n k a g e s b e t w e e n H R D I n s t r u m e n t s , P r o c e s s e s , O u t c o m e s a n d O r g a n i s a t i o n a lE f f e c t i v e n e s s


26/42

Role of Line Managers and

Supervisors in HRD

Orientation

TrainingCoaching

Career Development


27/42

Orientation

Meaning

An employee orientation program takes into consideration

the culture and values of the department/Organization. Employee orientation should be an on-going learning process,

ideally starting on the employees first day, to helpemployees understand their job and performanceexpectations, division and department goals and priorities,and corporate goals and government priorities.

Employee orientation programs should be offered usingmultiple learning methods, to best meet the needs ofemployees. This can include coaching, peer support,information sessions and on-line learning.

Example

E.gDeputy Heads will be accountable for thedevelopment of the department

component of employee orientation. Thisinformation may include things like:

Overview of the departments vision, mission andvalues

Information about the departments structure,including its divisions

Overview of the departments goals, priorities andthe business plan

Information about department policies andprocedures

Overview of the programs and services deliveredby the department

Review of the departmental organizational chart

Information about human resources initiatives foremployees, such as healthy workplace, diversity,learning and development, and employeerecognition activities

Information about employee benefits and pensions


28/42

Training

Training is a systematic processthrough which an organizations human

resources gain knowledge and developskills by instruction and practicalactivities that result in improved

corporate performance.


29/42

The Gap Concept

Performance/Results

Time

Expected Curve

ActualCurve

Gap

In training terms this means weneed to develop programs to fill

the Gap

1,000 Cars

800 Cars

200 Cars


30/42

Differences between Training,Education & Development

Training is short term, task oriented andtargeted on achieving a change ofattitude, skills and knowledge in a

specific area. It is usually job related. Education is a lifetime investment. It

tends to be initiated by a person in thearea of his/her interest

Development is a long term investmentin human resources.


31/42

The ASK Concept

If we follow the GAP concept, training issimply a means to use activities to fill thegaps of performance between the actual

results and the expected results. This GAP can be separated into 3 main

themes

Attitude Skills

Knowledge


32/42

CREATING A COACHING CULTURE

What is coaching?

A coach is someone who supports, explains,demonstrates, instructs and directs others viaencouragement and asking questions.

Creates the capacity for continuous improvement,development and success through supporting peopleand organisations to make best use of theirknowledge, insight, vision, creativity, sensibility, and

vast ability to learn and develop Centered on goals

Non-directive, impose solutions or opinions


33/42

Creating the

rightenvironment

Building

Trustand

rapport

Active

questioningand

listening

Providingfeedback

Promoting

positiveoutcomes

KEY COACHING SKILLS


34/42

Increasedmotivation Clarity anddirection

IncreasedProductivity

Ownership

andResponsibility

positiveoutcomes

KEY BENEFITS OFCOACHING


35/42

Career Development

Career

A sequence ofpositions occupied by

a person during thecourse of a lifetime

A sense of where oneis going in ones worklife

Career Development

Career development the process ofmanaging life, learning and work over

the lifespan

Cant be delivered in isolation of oneslife experiences

Holistic in its nature

Doesnt rely on numeric result

Provides the basis for ongoing learningand development

Critical core business in every school,community and organization


36/42

Organizational Culture and Climate

Culture refers to the behavioral norms,

assumptions, and beliefs of an organization. the way things are done around here.

Climate refers to perceptions of persons in

the organization that reflect those norms,assumptions, and beliefs.


37/42

Definition

Hellriegel and Slocum (1974) defineorganizational climate as a set ofattributes which can be perceived

about a particular organization andor its sub-systems, and they may beinduced in the way that organization

and/or its sub-systems deal with theirmembers and environment


38/42

HRD climateHRD climate is an integral part of organizational climate

Development climate will have the following characteristics

People are most important

Developing competencies inemployees is job of everymanager

Faith in employees to change

and acquire competencies

To be open in communicationsand discussions rather thanbeing secretive

Encouraging risk taking andexperimentation

Making efforts to helpemployees recognize theirstrengths

A climate of trust

Be helpful and collaborate witheach other

Teams spirit

Discourage stereotypes andfavouritism

Supportive personnel policies

Supportive HRD practices


39/42

Elements of HRD climate


40/42

OCTAPACE

Openness: is where people feel free to express their ideas, views, opinions andfeelings to each other, irrespective of their level, designations etc.

Confrontation: is the culture of facing issues squarely. People can be reliedupon to treat issues as issues and not take them as personal assault.

Trust: deals with a culture of people believing each other and acting on the basisof verbal messages and instructions, without having to wait for writteninstructions or explanations. When people say that they will do something orpromise to do something, it is simply relied upon.

Authenticity: is speaking the truth fearlessly and keeping promises once theyare made. It is indicated by the extent to which people say what they mean anddo what they say.

Proaction: is a culture that promotes initiative and explorations and newactivities and new ways of doing things are encouraged.

Autonomy: is present if every role holder in the organization, irrespective ofthe level has some scope in his or her job to use some discretion .

Collaboration: is a culture where people are eager to help each other. Thereis a spirit of sacrifice for each others sake and for the larger goals.

Experimentation: is the orientation on the part of employees to try out newways of doing things and experiment with new decisions. It characterizes arisk-taking culture in the organization.


41/42

Factors affecting HRD climate


42/42

HRD process

Documents

Evolution and concept of HRD