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HRM vs HRD
Training
T&D
Employee development
Technical training
Management development
Executive and leadership development
Organization development
Organizational learning
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
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.
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
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
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.
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