What is Human Resource Developmet?

HRD Deals with development and up gradation of human capital. Hrd is a process for

developing and unleashing human expertise through organization development and

personnel training and development for the purpose of improving performance. HRD

tries to bring about qualitative changes in human capital in accordance with the needs of

the organization and corporate objectives. It tries to mould the organization as per

requirements. With the 21st century in progress, nonprofit, government, and private

organizations seek to adapt to an ever-changing professional environment. Within these

organizations, human resources, HR, departments face many challenges. Their role

includes the hiring of new employees, the administration of benefits, and the monitoring

of regulation observance. To best prepare themselves for the changing face of human

resources management, HR departments must rise to the challenges of retaining and

building a talented workforce. Multi-Generational Workforce One major challenge

human resources department’s face is serving multiple generations within a single

workforce. For the incoming workforce, the "hired for life" mentality of the past will be

outdated as workers increasingly change employers after 3 to 5 years of work. Placing

more emphasis on proper work-life balance, they will be motivated by learning

opportunities and positive feedback. To hold these employees, human resources

departments must be ready to respond to these needs. Changing Role As they prepare

themselves for the 21st century, human resources departments must adapt to their

changing role within an organization. Moving from a traditional to a strategic approach,

human resources management in the 21st century will be much more dynamic than in the

past. 

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HRM vs HRD

HRD HRM/Personnel Management

1. continuous process 1.a routine and administrative function

2. sub-system of a large

system, more organizational oriented

2. Function more independent with separate

roles to play.

3. More proactive; it copes with the changing

needs of the people as well as anticipate these

needs.

3. Mainly a reactive function responding to the

demands which may arise.

4. Developing the whole organization, e.g. OD. 4. Concerned with people Only.

5. involvement of the entire work force from top

to bottom is more and a must in most of the cases

5. It is basically the responsibilities of the HR

department.

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HRD Core Beliefs

Organizations are human-made entities that rely on human expertise to establish and

achieve their goals. Human expertise is developed and maximized through HRD

processes and should be done for the mutual long- and/or short-term benefits of the

sponsoring organization and the individual involved. HRD professionals are advocates of

individuals/group, work process, and organizational integrity

Beliefs about the Role of HRD

Helping and facilitating

Learning is the heart of HRD

Change is a learning process

Learning occurs on multiple levels

Learning and performance are both valued roles of HRD

Strong commitment to the development of people

Development of systems is important

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HRD Discipline – Field of Practice

Training

T & D

Employee development

Technical training

Management development

Executive and leadership development

Organization development

Organizational learning

HRD Points of Agreement

Goal of improvement

– Making things better for the future

Problem / Opportunity orientation

– HRD is problem oriented

– It is going to “improvement opportunity” thinking

System Thinking

– System thinking allows HRD to view things as a system

–

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AREAS DISCUSSED UNDER HRD

Human Resource Planning

Manpower planning and human resource planning are synonyms. The basic idea of

manpower planning is, we look at the numbers we are likely to need because of growth or

contraction, promotion and wastages. In other words, it simply means ensuring

availability of right numbers of men , right kinds [types in terms of skill], at the right

point of time, at the right places for utilizing the most economically and effectively and

develop their potentials in terms of skills, performance and capacity.

Recruitment and Selection

Recruitment is the process of generating of applications or attracting applicants for

specific positions through four common sources, viz. Advertisement, state employment

exchange agencies , present employees and campus recruitment. Having identified the

potential applicants the next step is to evaluate their experience and qualification for

ascertaining their suitability for a job and make selection. Selection refers to the process

of offering job to one or more applicants from the applications. Selection is thus a means

of selecting the ”best-fit” for a job by using multiple hurdles such as screening, short

listing based on marks, tests, interviewing ,and an equal opportunity dispenser.

Performance & Potential Appraisal

Performance appraisal also called “merit rating” or “employee rating is a means of

helping supervisors to evaluate the work of employees. It is the name given to the regular

formalized and recorded review of the way in which an individual performs in his or her

job. This is normally carried out by the job holder’s immediate boss. Performance

appraisal focuses of helping the individual to develop his or her present role capabilities

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and to assume more responsibility for that role. Potential appraisal focuses primarily

identifying the employee’s future likely roles within the organization.” Potential appraisal

is done for placement as well as for development purposes keeping in mind futuristic

requirement of the organization.

Counseling

“Counseling is helping the employee to recognize his own strengths, weaknesses and

potential and potential and helping him to prepare action plans for own development.”

Giving feedback in a “threatening way” or correcting the undesirable or unsatisfactory

behavior of employees by pointing it out the deficiencies or other malfunctioning and

warning them not to repeat these behaviors are all integral parts of a manager’s role and

are not the same as counseling.

Career Planning

Career planning involves identifying the right potential well in time, for development to

take over higher responsibilities. This includes promotion and planned job rotation under

various conditions and environments of challenge. In this process, attention is focused on

individual’s style of working than his current performance results. Current results can

provide reasonable clues of future potential, but they are not the sole criterion; current

results only, could be misleading in judging one’s potential. A person’s achievements are

invariably affected by the forces outside his control. Similarly, a person may be highly

successful in one situation, but he may not continue to be a high achiever when

transferred to another job or situation.

Succession Planning

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Succession planning entails in identifying the key jobs in an organization and ensuring

that , if anything, planned or unplanned were to remove the present job holder from his

post, there would be some one ready to take the place. This benefits the company by

ensuring that there are no expensive gaps, or panic measures to fill them. It benefits the

individual by providing him with opportunities for advancement. Three broad steps are

required in this context (I) to decide which are the key jobs in the organisation; (ii) to

identify the potential incumbent who can fit the position; & (iii) to make necessary

records in the organization chart. Therefore, a succession plan to indicate who can

succeed whom in the hierarchy.

Training

Training comprises an integral part of HRD process. The purpose of training is to

improve the capabilities of the human resources in order to increase their efficiency and

effectiveness on the job. Training is expected to indicate positive changes in knowledge,

skill and attitudes. Training is job oriented and fulfills the current needs of an individual

to overcome job difficulties. Training won’t solve all problems, not all problems are

training problems. As we all know Training aims at development of the people in an

organization. HR Department analyses and develops various Training programs

Job Evaluation

Job evaluation is concerned with establishing the relative worth of a job compared to

other jobs within an organization. In job evaluation one attempts to consider and measure

the inputs required of employees (know-how, accountability and problem solving etc.)

for minimum job performance and to translate such measures into specific monetary

returns.

Transfer, Promotion & demotion.

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Transfer is a lateral movement within the same grade, from one job to another. A

transfer may result in changes in duties and responsibilities, supervisory and

working conditions, but not necessarily salary.

Promotion is the advancement of an employee from one job level to a higher one,

with increase in salary.

Demotion is the opposite of promotion. It is a downward movement from one job

level to another, leading to a reduction in rank, status, pay and responsibility

Job Analysis

Job analysis is the process of studying and collecting department information relating to

operations and responsibilities of a specific job. The immediate products of this analysis

are job description and job specification. Job description is an organized factual statement

of duties and responsibilities of a specific job, whereas, job specification is a statement of

the minimum acceptable qualities necessary to perform a job properly.

Rewards

Rewards are the positive reinforcements given by the organization. Rewards act as

effective motivators and help people to increase productivity and efficiency. Rewards

include:

Promotion

Incentives

Increments, etc

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PHASES FOR ADOPTING HRD

Learning and HRD

Maximizing learning and creating a learning environment is essential for building

HRD in organization

Individual differences in the learning process should be recognized and treated

differently accordingly. Making full use of individual skills and knowledge is the

core essence of HRD

Learning strategies and styles by adopting strategic planning and adopting

leadership according to the situation so to have effective decision making.

Assessing HRD needs

Strategic organizational analysis.

Conducting a strategic analysis and assessing what organization needs are

and how they are to be dealt with. Keeping in focus the external pressure

that may effect the organization such as:

Political pressure

Technology

Economic factor

competition

Task analysis

This involves the task and guidelines needed to manage HRD practices.

The organization must follow SOP’s to effective implement HRD

practices. Must evaluate each alternative so to have a better view of how

to manage.

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Person analysis.

Conducting a persosn analysis of individuals who are responsible for

implementing HRD. Evaluating whether they would be able to manage

and implement practices.

Prioritizing HRD needs.

Giving priority to HRD resource as to when which practice is to be

focused first. In case of technological change it would be necessary to

provide effective training first. Similarly in case of increasing performance

conducting performance appraisal and provided incentives would be the

first priority.

Designing Effective HRD Programs

Defining the objectives of HRD interventions.

Creating or purchasing HRD programs.

Selecting the trainer.

Preparing a lesson program.

Scheduling the HRD program.

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Implementing HRD Programs

Training delivery methods.

o On the job training method.

o Classroom training approach.

o Self-Paced/computer-based training.

o Media and methods.

Some final Issues concerning training.

o Post-training evaluation

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FACTORS AFFECTING THE ROLE OF HRD 

Globalization

Greengard (1995) defined globalization as the system of interaction among the countries

of the world in order to develop the global economy. Globalization refers to the

amalgamation of economics and societies around the world which means that world trade

and financial markets are becoming more integrated. Growing internationalization of

business has its impact on HRM in terms of problems of unfamiliar laws, languages,

practices, competitions, attitudes, management styles, work ethics etc (Srivastava &

Agarwal). Globalization has an effect on employment patterns worldwide. It has

contributed to a great deal of outsourcing which is one of the greatest organizational and

industry structure shifts that change the way business operates (Drucker, 1998).

Globalization is also seen as changing organizational structures where expenses can

move up or down as the business climate dictates (Garr, 2001).  As a result HR managers

have to confront with more heterogeneous functions and more involvement in employee's

personal life. 

Technological advances

Technological advances have a significant impact on HR business practices. Due to the

advancements in the technology there has been a drastic change in the approach to the

various projects and the scenarios that guide to the organizational regulations. 

Firstly, the need of skilled personals is mentionable. In order to survive in a competitive

environment the organization definitely in need of the skilled personals in substantial

number to handle the situations and technical equipments. In an organization there are

"hot" sectors which require a high of technical experts like telecommunications,

hospitality, retailing, banking, insurance, bio-technology etc.  Next head which is worth

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mentioning is the downsizing. New technologies have decimated many lower-end jobs

with frustrating regularity. The increased automation also has reduced the employee head

counts everywhere. The pressure of remaining cost-effective in every aspect has also

compelled many a firm to go lean, and thereby cutting down extra fat at each and every

managerial level (Anurag, 2011).  Managing the expectations of knowledge workers is

also going to be a major area of concern for all HR managers in the years ahead.

Other aspect is telecommuting where the employees started to work remotely from a

place other than their primary office. Telecommuting became a popular alternative to

avoid the daily commute where the employees use phones and internet to transmit their

office works.

This has been a powerful cost effective tool in the sense that companies have been

successful in increasing their applicant pool through this mode and staffs also may live

far away from cities and gain considerably due to savings in rents, transportation, etc.

The biggest issue due to technological advancement is adaptability, with companies

looking at tools which can integrate with the internet, while other issues of concern

include data privacy, security and business continuity/disaster recovery.

Workforce Diversity

Diversity by definition for the business world means having a workforce that represents

many different viewpoints, backgrounds and cultures. Diversity affects all areas of

organizations from recruitment to compensation, to the affect it has on the corporate

culture, morale and competitiveness. Diversity in the workplace is an increasingly topical

theme in management. Diversity within HRM, termed as workforce diversity, is a

multifaceted phenomenon that can be defined as any visible or invisible difference

between organisational members. Diversity can be labelled into two distinct aspects:

observable differences (e.g. nationality, age) and underlying differences (e.g. values,

sexual orientation). Workforce diversity becomes a particular issue in HRM as it has

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legal, moral and business implications for an organization.

There are a number of ways in which people respond to diversity. Behavioural and

emotional reactions to diversity are explained largely by three theories: the similarity

attraction paradigm, social identity theory and social categorisation theory (Pearson,

1995). Workplace diversity has its positive effects (e.g. innovation, flexibility) as well as

negative effects (e.g. high turnover, decreased job satisfaction). However, diversity

management can help mitigate the adverse effects of diversity and capitalise on the

positive effects.

With the fusion of talents of diverse cultural backgrounds, genders, ages and lifestyles, an

organization can respond to business prospects more vividly and creatively, especially in

the global arena, which must be one of the main organizational goals to be attained. The

risks of losing talents to competitors occur when an organizational environment does not

support diversity. This is especially factual for a multinational company (MNCs) who

have ventures on a global scale and employ people with varies ethical and cultural

backgrounds. Thus, a HR manager needs to be mindful and may employ a Think Global,

Act Local approach in most circumstances.

Changes in political and legal environment

If there are Changes in political and legal environment, then almost all aspects of HRM

will be affected by the legal and regulatory environment. The key drivers of a political

climate include the extent of external regulations, nature of work contracts, various

labour legislations and case laws etc. Such factors remain ever changing, and as such, the

political atmosphere of human resource management remains in a constant change of

flux.  It is the duty of  human resource and industrial relations executives to anticipate the

changes and fully  examine the implication, of these changes and brings about  necessary

adjustment within the organization so that they can face any changes without any 

breakdown in its normal functioning.

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Changes in the Economic Environment

In an economic situation companies suffer both internal and external pressures. The

external competitive pressure stemming from the economic crisis produces a drop in

demand and an increase in unemployment, which in turn affects the global competition in

the market. On the other hand the internal management of the company focuses on

efficiency. This leads to pressure to reduce costs and fringe expenditure, as well as to the

need to justify the need for each and the total amount of all expenditure to be incurred.

High unemployment and layoffs are clearly HRM and managerial issues. Without a

doubt, these matters influence the strategic HR function. In an inflationary economy, the

resources tend to become scarce and the costs of machine, materials and labour multiply.

These push up the capital and running costs.

Ethics

While considering the challenges of human resources there is a need to discuss about

ethics. The discussion about ethics happened during mid 2000s when several companies

were found to have engaged in gross unethical and illegal conduct, resulting in the loss of

billions of dollars from shareholders. Companies are seeing the value of implementing

ethics codes within the business. Many human resource departments have the

responsibility of designing codes of ethics and developing policies for ethical decision

making.  According to Steve Miranda, chief human resources officer for the Society for

Human Resource Management (SHRM), "[the presence of an ethics officer] provides a

high-level individual with positional authority who can ensure that policies, practices,

and guidelines are effectively communicated across the organization"( McGraw, 2011). 

Developing policies, monitoring behaviour, and informing people of ethics are necessary

to ensure a fair and legal business.

In the present era most of the organizations are competing globally for their best

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reputation, by keeping in view the above issues and challenges the HR mangers are

responsible to train all the young workers, to provide them best rewards as a result they

will show their commitment and loyalty. 

- Technology has changed each and everything with great extent, the methods of

production, the process of recruitment, the training techniques, new equipment and

technology should be introduced and purchase by the organization and training should be

provided to young and educated workers. 

- To cope up with the issue of Globalization HR manager should adopt the concept of

Globalize Human Resource Management (GHRM) where it prepares the skill people or

manager worldwide. This way the trend of globalization can be minimized with some

extent. 

- Human resource manager should develop such a HR system which consistent with other

organization elements such as organization strategies, goals and organization style, and

organization planning. 

- Regarding the debate on work force diversity, the HR manager accountable to make

such a broad strategies which help to adjust employees in global organization, HR must

increase the ability to compete in the international market.

- Organization culture is also another important element which must be consider by the

HR manager, the culture must be like to shape their behavior and beliefs to observe to

what is imperative. 

- To provide more and more talent people into the organization the HR manager must re-

decide and re-arrange the staffing functions, for recruitment selection, training and

transfer, promotion, dismissals, placement, demotion and layoffs of the employees

separate strategies should be developed and implemented.

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 HRD Scenerio in Indian Organization its Problems and Prospects

INTRODUCTION

From the early days of HRD Interventions introduced in Larsen & Tubro in 1975, we

have traversed a period of 26 years and during these period, in Indian Organisations the

importance of Human Resource Development has been comprehensively felt and various

processes and instruments of HRD are being applied in different Organisations in the

manufacturing, financial and Service sectors. Whether it is a case of SBI, LICI, GIC or

Canara Bank, Indian Bank or it is a case of HMT, TISCO, TELCO, NDDB, Thermax,

Hindustan Motors, the importance of HRD in managing people for results and bringing

effectiveness in the field of `Management' have been widely appreciated in all the

Conferences of National HRD network.

 

Critical Issues

Critical issues which are identified by the Top Management Team in different

Organisations share the same concern and deal with identical problems. It is found on a

survey of the Indian Organisations that in the following fields HRD has to be

Strengthened.

Recruitment and Promotion Policies of different Organisations are to be reviewed

on a recurrent and continuous basis. Merit and competence should be given

greater emphasis in promotions.

Performance Appraisal System in the Organisations is to be modified so that the

right persons are rewarded in the right manner and placed in the right posts.

Greater emphasis is to be laid on Human Resource Development and Training.

Communication system is to be improved.

Motivation, morale, commitments and sense of belongings and involvement of

employees at all levels should be enhanced.

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Greater attention is to be paid regarding development of first line supervisors,

second and third line executives.

Policies, Rules and Procedures of the Organisation are to be consolidated and

reviewed on a consistent and recurrent basis.

DEFINE GOALS OF HRD

In LIC, it has been identified the following goals of HRD. To facilitate in giving

sufficient and prompt service to the customers, LIC reorganised structures and system in

the early 1980s. The goals of the personnel Policies in the restructured set up are

identified as follows.

To ensure that adequate number of persons with sound insurance background and

experience both in generalist and specialist are available at different operative and

supervisory and managerial levels.

To evolve the personnel system so that the employees are provided equitable

opportunities to move up in the Organisation on the basis of their performance

and ability.

The employees repose confidence in the personnel practices followed by the

Corporation. The Policy should not only be fair and just but also to be perceived

as fair and just.

To ensure that responsibility for results is provided right from the lower level so

that employees can develop a sense of independence and self confidence.

That jobs are enlarged and enriched and are performed in a manner that nurtures

team work providing opportunity for learning new and varied skills thus, making

the work more satisfying and meaningful.

That those employees who show special aptitude for different skills are carefully

provided appropriate training experiences.

Several strategies to achieve the above stated objectives and goals were

developed. Consistent with the Policy of Consensus, new strategy were circulated

and discussed with groups of employees. It was clear that LIC needed a

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comprehensive HRD approach in 1987. The Organisation stated its beliefs about

HRD as under :

* That Human potential interest in every employee is vast; it can be further

enhanced by various Interventions like Training, Job-rotation, counselling

Organisation Action etc.

* That people are major assets and that an Organisation can make full utilisation

of individual  potential by providing a developmental environment and

opportunities by encouraging and rewarding innovativeness and creativity.

* That such people, who are unable to contribute to the Organisation fully due to

reasons beyond their control can also give their best if they are taken care of and

proper environment and conditions are provided.

* That competency can be developed in people at any point of time; as model

employer it is desirable that we encourage competency enhancement.

* That HRD provides higher quality of work-life through opportunities of a

meaningful career, job satisfaction and professional development.

* That HRD philosophy emphasises human well being and Organisational

growth.

* That HRD Policies are relationship centered and the extent of relationship under

HRD is life long and not merely for 8 hours a day.

* That as a model employer we must provide for employee growth; if an

employee perceives anurturing environment, automaticaly there would be a

positive response to match individual aspirations with Organisation’s needs.

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* That HRD processes have to be planned and continuous in order to be effective.

Keeping the above HRD beliefs and goals in front of the organisation our Central

Office, HRD Cell, have so far undertaken the following few steps to bring about

change and turn around in the Organisation.

Another important and significant decision has been taken by LIC to upgrade the

servicing standard by technical up-gradation, by introducing over a period of time in a

phased and progressive manner the Front-end Application in our Branches, indicating

that the Cash, NB, Sales, PS work will be controlled, monitored and regulated through

Machines. This has been contemplated in order to reduce response time and also in order

to generate speed in our working of different Desks of our Branches. This has also been

envisaged that through Front-end which will ultimately be developed to a Local Area

Net-working System (LAN) definitely, our Organisation will be in a position to satisfy

the Policy Holders who are having high levels of expectations and who want that

Organisation should use modern technology to satisfy their demands and needs. The

entire Programme for 2,000 plus Branches in LIC, will be implemented in a phased

manner through a process of trial and experimentation and reviewing the results achieved

and arranging for mid-course correction and Co-ordination at different levels.

 

The entire organisation need for facing the change and entire HRD thrust will be

determined by comprehensive modern and effective system of training to be imparted to

our Assistants, HGAs and different levels of Officers in the Organisation, both in the

marketing side as well as in the administrative side.

This also involves a wide net-working of training for our large number of Agents on a

selective and time budgeted basis. Without adequate efforts, total sincerity and massive

involvement in the training field, the Organisation can not develop appropriate strategy to

face the changes and challenges of modern competitive World. Therefore, MDC, ZTC,

STC all have to play their significant role in bringing about a total cultural changes in the

organisation. 180 degree turn in the Organisation is possible only if the operating

Departments, the Supervisors and Executives of the Organisation supported by the

massive co-operation of all classes of employees and Agents, work in close co-operation

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with the training establishments. The different instruments of HRD have to be integrated

through proper implementation of our objectives for the raising of the standard of output

and productivity of each employee and bringing about a new change in the organisation

so that it can serve its objectives and successfully implement the goals of the

Organisation.

 

HRD can not be conceived in isolation; it is the imperative need for the individual’s

growth, Organisational growth and making the Organisation prepared to face any new

challenges which may emerge from the external and internal environment. It is also not a

pious philosophy without any pragmatic root, it is a strategy as we have seen in the case

of Steel Authority of India, how they have brought about a turn around in the

Organisation by adopting HRD strategy. We shall have to distinctly understand the

significance of this strategy. Not only SAIL or Indian Oil Corporation or in Organisations

like HMT and Thermax, HRD has been assigned a major role in changing the work

approach and work ethics of the employees and Officers but even in a small Organisation

in our Country, the need for Human Resource Development, the need for training

updation and bringing about innovative strategy have been felt comprehensively.

 

This is a continuous process. We cannot expect magical results. This is also painstaking

and has to pass through lot of Organisational constraints and difficulties. The internal

Policy of the Government, the internal outlook, the outlook of the Government towards

employees in the PSUS and other Semi Government concerns, the overall IR climate, the

Social, political, cultural network in the Country, the fulfilment of legitimate aspirations

of employees of different cadres and different Organisations - all these are variable

factors for a new instrument of Human Resource Development. New interventions, new

innovative practices and lot of creative designs have to be thought of in making HRD

design and HRD strategy successful; there can not be a set pattern of HRD

implementation for all Organisations. The Organisation’s potential, existing state of

affairs and existing industrial relation climate also have to be specially considered to

bring about effective change in the Organisation, through HRD Interventions.

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To sum up, after surveying the HRD climate in different Organisations, we may feel that

there is huge scope in making HRD really effective, result-oriented and achievement-

oriented. Potentiality of every human individual in the Organisation is immense and

people will have to change their perception about the job, work systems and work

approach on a continuous basis. Because the market is in the midst of, massive and

radical changes in the present World, the customers’ expectations and demands are also

changing very fast. So, by upgrading our capability and by utilising optimum level of

skill through training and orientation, we can develop a vibrant and consumer-friendly

Organisation. Problems before HRD practitioners are many. Social problems,

Oranisational problems, psychological problems relating to mental blocks and prejudices,

problems from the Trade Unions, problems relating to lack of commitment from the top

management and middle level management - these are all passing phases in the

developing scenario of an Organisation. The constraints before HRD implementation

have to be faced in a radical manner through process of Organisational diagnosis. Once

the problems are sorted out and solved and we can see new prospects before the

Organisation. HRD helps our power of rational judgement to understand the problems; it

also helps to build up new initiative and vision to solve the problems in the Organisation

concerning people, product, system and technology. Therefore, HRD is the most

important challenge before all organisations in the 21st Century.

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HRD ISSUES / CHALLENGES

Strengthening Primary and Secondary Education

Primary and secondary education provide the basic skills of literacy, numeracy,

communication and problem solving skills and develop the required attitudes which are

necessary for the workplace. These skills and attitudes enable the people concerned to

acquire job specific knowledge and skills They are a foundation for further education and

training which has become increasingly important with fast changing technology, rapid

obsolescence of knowledge and the intense competition of the globalised marketplace.

Studies show that primary schooling improves the productivity of small farmers.

Evidence from 13 low income countries show that 4 years of schooling were

accompanied by some 8% increase in farm output. Where there were complementary

investments in better roads or access to marketing facilities, fertilisers and improved crop

varieties, the positive impact of 4 years of primary schooling was higher.

Expanding Post Secondary Technical Education and Training

A number of developing Asian and Pacific countries are at present involved in labour

intensive lower technology manufacturing. They intend to or are already upgrading into

medium technology manufacturing. Higher technology manufacturing involves fewer but

more skilled workers and more technicians and engineers. In this regard, it may be of

interest to note that when Singapore decided to restructure into medium technology

products from labour intensive lower technology manufacturing in 1979, it expanded the

training of skilled workers, technicians and engineers from 1980 onwards. An issue for

developing Asian and Pacific countries, which want to move into medium technology

manufacturing, is the need to expand post secondary technical education and training.

Given the time lag in education and training institutions producing the needed graduates,

alternatives like importing foreign manpower and working with foreign companies to

train skilled workers and technicians for the economy in excess of their own requirements

may be considered.

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Upgrading Skills in the Service Sector

As developing countries in Asia and the Pacific industrialise further, the size and

contribution to output and employment of the service sector will increase. Liberalisation

will also increasingly affect the service sector. The development and the productivity of

the service sector will become more important. Service industries which are not exposed

to international competitiveness tend to have lower productivity. Developing countries in

Asia and Pacific will increasingly need to pay greater attention to the development of the

service sector and the raising of its productivity. This may involve the development of

new service industries, the rationalisation of existing service industries, where applicable,

and the improvement of productivity of individual service enterprises. There are

opportunities for the development of new service industries in many developing Asian

and Pacific countries to service national, subregional or regional markets. An example of

a seized opportunity is the software industry in Bangalore which services not just the

region but also OECD countries. Other possibilities include medical services, legal

services, logistics, lifestyle, information and communications. Various measures will

have to be taken to develop these new service industries including having the appropriate

policies, regulatory framework and infrastructure. Manpower will also have to be

developed and overseas recruitment of trained and experienced professionals and

supporting staff will be necessary. The experiences of outstanding service companies in

the world, especially the United States and Japan, indicate that the development of a

quality culture is essential to higher productivity. Such a culture enables the enterprise to

develop management systems to improve productivity and to motivate employees to

deliver quality service. The commitment by top management to its implementation is

critical. At the same time, management systems designed to achieve higher productivity

and customer satisfaction are also necessary. These include quality improvement

practices; good human resource management practices; performance management

systems providing for clear customer oriented performance standards in work; and

technology management which involves the use of modern technology to improve

customer service and to make work easier and more rewarding to employees. The

attitude, knowledge and skills of workers is a major ingredient in service quality. The

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upgrading of service skills is an issue for many developing countries of Asia and the

Pacific. Skills standards for service jobs are generally underdeveloped. Without such

standards, it would be difficult to improve performance and have career development.

Training in the service sector tends to be inadequate. There is a need to set skills

standards for service vocations and to certify service skills. Training programmes should

then be developed to teach these skills. To this end, industry bodies in the service sector

will need to work with government bodies dealing with training and certification to

develop standards and certification of skills and training programmes to teach such skills

for their respective service industry.

Continuing Education and Training

Given the rapid obsolescence of knowledge and the fast change in technology, there is a

need for continuing education and training on the part of all employees whether they are

managers, supervisors or rank and file workers. Greater attention needs to be paid to

continuing education and training in many developing Asian and Pacific countries.

Continuing education and training will have to be looked at holistically and

systematically and improved and expanded. Government training agencies, employers'

organisations, education and training institutions and trade unions should be involved in

the exercise to review the existing situation in regard to continuing education and training

and to map out its future development.

Greater Employers' Involvement in Education And Training

Presently major national decisions on education and training in developing countries of

Asia and Pacific are invariably made by the government. A major responsibility of

education and training institutions is to produce trained manpower to meet the needs of

industry. Employers should seek greater involvement in national education and training

policy making. They should be consulted as a matter of course in the formulation of

major education and training initiatives. This should be complemented by greater

exchanges between individual enterprises and schools and training institutions. The

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prospect of industry receiving job entrants better equipped for the world of work will be

enhanced. This involves ensuring the continued relevance of courses and syllabi of

tertiary educational and training institutions and accepting and ensuring the effective

industrial attachment of students of tertiary institutions. At the school level, the linkage

may involve increasing the awareness of students to the world of work, the relevance of

vocational courses and the familiarity of vocational teachers with the industry they are

preparing their students for.

Adapting Education and Training

To The Market Economy The education and training system of countries in transition to a

market economy was designed for a command economy. Under such a system basic

education was of a high standard but subsequent training was too specialised. Adult

education and training was neglected since workers were expected to be in one job

throughout their working life. Furthermore subjects such as economics, management

science, law and psychology were ignored or underemphasised. Such a socialist

education and training system was inadequate for the needs of the market economy which

is being set up. Reform of the education and training system is needed. The World Bank

lists the financing, content and delivery of education as the three priority areas for

education reform in countries in transition to a market economy (World Bank 1996).

Much progress has been made in the reform of the education and training system in these

countries as they move closer towards a market economy. However much more remains

to be done. The above is not a comprehensive list of the HRD issues/challenges

confronting developing countries of Asia and the Pacific. It is a list of the major

issues/challenges from the perspective of employers. They do not affect all the

developing countries in the region. Nor do they necessarily affect them to the same

degree when applicable. Furthermore the list does not in any way imply that no country is

dealing with the issues/challenges at all. Thus in regard to the poor education level of the

workforce, Thailand was reported to be intending to launch a programme on October

1995 to upgrade two million poorly educated factory workers from primary to lower

secondary school level by the year 2000. As regards the issues of expanding technician,

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engineering and scientific manpower, Malaysia for instance has unveiled a ten-year

blueprint to promote technical education from 1996. It has announced its intention to

increase enrolment in universities to 40% of those between the ages of 19 and 24 by the

year 2020. It also has inaugurated the Academy of Sciences, Malaysia, and designated

twenty one research institutes as approved institutions whose services would enjoy

double taxation deductions when used by the private sector. A Science and Technology

Human Resource Fund of M$300 million to provide scholarships for postgraduate studies

as well as fellowships for graduate research has been set up. Even when countries are

dealing with them, it is useful to draw the attention of employers and their organisations

to these issues so that they can play a role in the implementation and review of the

measures being taken. Where action has not been taken by countries, employers and their

organisations can contribute to the formulation and implementation of measures to deal

with these HRD issues. The measures to be adopted must necessarily take into account

the situation in each individual country -- its stage of education and training and

economic development as well as its historical and political context. There cannot be one

single solution to each of the HRD issues/challenges. However the experience of other

countries in and outside the region in dealing with these HRD issues/challenges will be

useful. The principles and approaches behind their best practices will be useful in the

quest for measures to deal with these HRD issues/challenges.

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THE HRD ROLE OF EMPLOYERS' ORGANISATIONS

Employers' organisations in Asia and Pacific developing countries have an important role

to play in HRD. Since they deal with labour matters, HRD is an area within their

responsibility. Their prime task is to ensure that the education and training system is

"demand driven" and responsive to the changing needs of industry. One role they can

undertake is to contribute to HRD policy making. They should seek representation on

national education and training bodies and the policy making bodies of tertiary education

and training institutions. Submissions should be made on major aspects of education and

training requiring improvement or on any planned major education and training changes.

In this regard they may wish to take up the issues/challenges listed in part five which are

applicable to their countries. Employers' organisations may want to encourage individual

enterprises to work with schools and other education and training institutions in

programmes which improve the relevance of vocational courses, introduces the world of

work to students, increases the familiarity of teachers with the industries they are

preparing their students for and promotes the teaching of the basic skills required by

industry. In this regard the employers' organisation may want to establish jointly with the

Ministry of Education, a committee to improve linkages between industry and education

and to promote collaborative programmes between enterprises and schools.

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CONCLUSION

The importance of HRD cannot be overemphasised. The Chinese philosopher, Guanzi

(551 - 479 BC) said that

"When planning for one year, there's nothing better than planting grain, When planning

for ten years, there's nothing better than planting trees, When planning for a lifetime,

there's nothing better than planting men".

In his own words he explained that grain is something that is planted once and produces

only a single harvest. Trees are planted once but may produce ten harvests. Men are

things that are planted once but may produce a hundred harvests. HRD contributes to

economic development. It does not by itself make such growth possible. Employers'

organisations of Asian and Pacific developing countries face the challenge of defining

their HRD role. Their decision will affect the standing and relevance of their

organisations to enterprises and their contribution to the economic and social

development of their countries in the 21st century.

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BIBLIOGRAPHY

http://www.shilpabichitra.com/shilpa2000/v197.htm

http://www.citehr.com/research.php?q=hrd-scenario-in-indian-organisation&pag=6

Jac Fitz-enz, The Saratoga Institute, June 6, 2002.

Web Self-Service Technology Begins to Deliver Result Towers Perrin e-Track Survey

press release, Towers Perrin, January 16, 2002.

Nigel Rayner, Lee Geishecker, Gartner, “Corporate Performance Management: BI

Collides with ERP,” December 2001.

META Group Inc., “Workforce Management Study,” 2001.

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