Human Resource Development Unit-1

Human Resource Development (HRD) is the framework for helping employees develops their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. With increasing global competition, organizations are under tremendous pressure to improve their performance through reduction of cost and in quality up-gradation. Indian business organizations too have now realized that they are now in a more open, highly competitive, and market-oriented environment. The three challenges for Indian business organizations are - First, how to maximize return on investments. Second, how to be more innovative and customer driven. Third, how to renew and revitalize an organization? In this context, the most important steps are effective management; holistic development; and optimum utilization of human resources (Jha 1987; Sarathi 1987; Maheshwari & Sinha 1991) (55) In the past decade something quite different was happening in many Indian organizations, calling for a second look at traditional personnel functions and their integration with organizational objectives (Athalai 1987; Singh 1989; Nair & Rao 1990; Silvera 1990) (56). According to Singh & Sen (1992) (57) several steps were laken, such as, conceptualisation of employees as resources; strategic role of personnel functions; greater partnership to line managers in managing human resources; dovetailing of training with other personnel functions; synthesis of different personnel functions, etc. It is difficult to categorize these activities under a single label. Rather, they can be brought under the umbrella of Human Resource Development (HRD). The human resource development in India is of recent origin, and the terms gained currency only in the early seventies. In the opinion of Nadler the term HRD was first applied in 1968 in George Washington University. It was used in Miami at the conference of American Society for Training and Development in 1969. According to Nadler, the term was gaining more acceptances during the mid1970s, but many used it as a more alternative term than Training & Development (58). In the opinion of some management professionals, Japan is the first country to begin with HRD practices.

Objectives of HRD
HRD section has developed a training policy. The basic purpose of training is to increase the productivity of community leaders and employees. Training is also important for the adoption of new technologies or changes for the future course of action. To assess the training needs of communities and staff, SRSP focused on the following four areas;

Directing training towards achieving the organizational goals; To facilitate the community and staff members or any other out-side agency, in meeting their responsibilities or tasks. To mend the behaviour of the people in a way that it helps, achieving the organizational objectives. To overcome the deficiencies in skills, knowledge or attitudes of the people, so that they are able to achieve the organizational objectives in an efficient way.

With the above objectives SRSP has started its activities of Capacity Building in 1996. Based on its experience, Capacity Building, Skills and expertise of the organization in the relevant field.

Nature & Scope of Human Resource Development

The nature / scope / characteristics or features of HRD are as follows :-

1. Training and Development

HRD involves training and developing the employees and managers. It improves their qualities, qualifications and skills. It makes them more efficient in their present jobs. It also prepares them for future higher jobs.

2. Organisational Development (OD)

HRD also involves Organisational Development. OD tries to maintain good relations throughout the organisation. It also solves problems of absenteeism, internal conflicts, low productivity and resistance to change.

3. Career Development
HRD also involves career planning and development of employees. It helps the employees to plan and develop their careers. It informs them about future promotions and how to get these promotions. So HRD helps the employee to grow and develop in the organisation.

4. Performance Appraisal
HRD conducts Performance Appraisal, Potential Appraisal, etc. It informs the employees about their strengths and weaknesses. It also advises them about how to increase their strengths and how to remove their weaknesses.

5. Multidisciplinary
HRD is multidisciplinary. That is, it uses many different subjects. It uses education, management, psychology, communication, and economics. HRD uses all these subjects for training and developing the employees.

6. Key Element for solving problems

Now-a-days an organisation faces many different problems. These problems are caused due to the economic, technological and social changes. These problems can be solved only by knowledge, skill and creative efforts. This knowledge, skill, etc. is achieved from HRD. Therefore, HRD is a key element for solving problems in the organisation.

7. Continuous in Nature
HRD is not a one time affair. It is a continuous process. Development of human resources never stops. This is because continuous changes happen in the organisation and environment.

8. Integrated use of sub-systems

HRD system involves the integrated use of sub-systems such as performance appraisal, potential appraisal, career planning, training, etc.

9. Placement
HRD places the right man in the right job. Placement is based on performance appraisal, potential appraisal, training, etc. Proper placement gives satisfaction to the employee, and it increases the efficiency.

10. Promotions and Transfer

HRD also gives promotions and transfers to the employees based on performance appraisals, etc.

11. Motivation by Rewards

HRD also motivates the employees by giving them rewards for performing and behaving better, suggesting new ideas, etc. Financial and non-financial rewards are given.

Need/ Importance/ Role and significance of HRD

Growth of organisation: Growth of organisation is associated with the development of its workforce. In changing situation HRD must be viewed as the total system interrelated and interacting with other systems at work: production, finance, and marketing. Development of work culture: The need of HRD is felt as it improves the efficiency of employees, checks monotony at work, better communication, development of mutual cooperation and creativity of all the members comes into limelight. Developing potentialities: The focus of HRD manager essentially is on enabling people to self-actualise through a systematic approach by which their existing talents are further developed. Growth of employees: HRD is associated with growth of employees. It helps employees to know their strengths and weaknesses and enable them to improve their performance. The management should provide adequate opportunity for the development of human resource management for the development of their talents so that their development will benefits the organisational growth.

Unit-2 Differences between Human Resource Management (HRM) and Human Resource Development (HRD)
1. HRM is a subset of the entire management processes of an organization. HRD is a subset of HRM. 2. Scope of HRM is wider. Scope of HRD as compared to HRM is narrower. 3. HRM manages and develops the human elements of an organization in its entirety on longer term basis. HRD focuses on those learning experiences which are organized for a specific period to bring about the desired behavioral changes. 4. HRM emphasizes that employees, their abilities and their attitudes constitute an important organizational resource that should be used effectively and efficiently to achieve organizational as well as employees' goals. HRD emphasizes mainly on training and development of employees. 5. HRM takes decisions on HRD plans. HRD thus depends on the decisions of HRM. 6. HRM at its center has HRD. HRD's cooperation is important for overall success of HRM. HRD has to work within the realm of HRM and therefore, it's objectives should be in tandem with the broader objectives of HRM. Thus, HRM and HRD are interdependent. 7. HRM takes care of all the human needs and tries to satisfy these needs so that the employees are motivated from all the angles to contribute their best to achieve organizational goals. HRD focuses on upgrading the skills and competencies of the employees in order to improve the performance of the employees on the job.

Functions of HRD Manager

Improvement of Compensation Plans :- One of the major functions of the HR department is to motivate employees. This can be done through rewards especially for those who have done well. The HR department needs to evaluate performance of employees and those who have exceeded expectations should be compensated for their actions. Research has shown that rewarding employees for good performance is the number one incentive for keeping up this trend. These compensation packages can come in the following ways; - Holiday Offers - End of Year Bonuses - Equities - Awards - Salary Increments - Provision of Flexible Working Hours - Straight forward Promotion Schemes and Career Developments Strategies to Improve Human Resource Departments Value to the Organisation Training and Internships It is not necessarily a guarantee that a candidate who did well in the recruitment exercise is the best in performing an organisations functions. New employees need orientation into the Companys functions and can also improve some inefficiency that these new employees may have in relation to their skills. This is the purpose of placing them on internships. (Norbert, 1967) Training is also essential for members of staff who have been working for the organisation for a long time. This is especially so in the wake of technological advancements, legal changes and changes in service delivery. It is important for an Organisation to keep up with industry trends otherwise it faces the danger of becoming obsolete; especially in the background of increasing competition. Training need not be restricted to improvement of skills; it can also involve improvement of attitudes. This is normally characterised by attendance of workshops and other forms of talks. Training also increases motivation of employees and gives them that extra boost of energy needed to get them through tough times in their jobs. All the above tasks are placed under the Department of Human Resource because it is the one that will asses when training is needed, who needs the training, where and by whom. This aspect is a sure to improve value of the HR Department in the organisation. An example of a company that adheres to this principle is Marks and Spencer retail chain outlet. The Company offers training for twelve moths. Here new employees are taught all that is necessary to meet organisational goals and objectives then they can start work when they are ready to do so. (Norbert, 1967) Making Better Use of Time The Human Resource is conferred with the responsibility of ensuring that all members of staff perform to their best ability. It could improve this area by facilitating better use of time in all departments within the organisation. Time is one of the most crucial yet intangible assets of the Company. The proper use of this resource could maximise production and achievement of organisational goals. (Harold, 2003) The Department can do this by planning activities to be carried out in the organisation. It can make schedules for the various activities that have to be done in the organisation and thus facilitate better flow of information. In addition to this, the Company can also ensure that all members of staff are held accountable for not performing a certain task. This is especially in regard to maintenance of the schedules. In so doing, human the Human Resource Department will be ensuring that employees do not simply report to work and that the time spent at work is directly proportional to output.

Improving Organisational Culture The Human Resource Department can try to improve organisational culture through a three step procedure. The first step of the process is observation. In this step HR finds out what makes ups or what the companys culture is like. HR should also be very intense on the organisational needs. Here, HR should realise that personal fulfilment works better and therefore should try to ensure that the change is relevant to every staff member. In this stage, HR should try to explain to all staff members or stakeholder the advantage of transforming the culture in the organisation. This should be made clear so that all can see the advantages at the individual level and not simply at the organizational level. (Erica, 2006) Then HR should try to eliminate all inhibitions in staff members minds. It is possible that some may claim that they tried one or two strategies before and it did not succeed. This are what are called cries of despair and HR should try its best to explain to staff members the need of changing the culture of the organisation. The next step is the analysis of various aspects. Here, there is collection of data needed in making certain that culture changes. This stage involves checking out the success features or the factors that can facilitate its success. There should be calibration of data collected. Staff members should be made to understand that there are no perfect situations for implementation of changes. The analysis should involve assessing whether the information is sensible or not. Whether data gathered will be helpful or not and if it is too little or too much. Staff members should be requested for data that will help change the culture. Of course when trying to bring in change HR Department should have perceived benefits, a deadline for execution and also the realised gains in relation to the change in culture. In this step, there should be reality checks which should be done often. There should also be continuous integration. Through this scheme HR Department should be able to change the culture in the organisation and add value to it. (Harold, 2003)

HRD Mechanisms
A HRD mechanisms or subsystems are defined as follow: 1. Performance Appraisal 2. Potential Appraisal and Development 3. Feedback and Performance Coaching 4. Career Planning 5. Training 6. Organization Development (OD) 7. Rewards 8. Employee Welfare and Quality of Work Life 9. Human Resources Information 10. The Contribution of Subsystems to HRD Goals

Unit-3 Objectives of the Training:Training objectives are one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. Training objective tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives,

1. Trainer 2. Trainee 3. Designer 4. Evaluator Trainer The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training.

Training and Development through Job Rotation Job Rotation Programs are also known internally as Genpact Leadership Programs. Their goal is to prepare graduates for positions with a significant level of responsibility and challenging off-program assignments. Some graduates join the Genpact Corporate jobs. Others enter positions in one of the Genpact businesses. Cross-functional assignments are also a possibility. The paths vary based on individual preferences and business requirements, but successful Program graduates have accelerated career paths and are ahead of their non-Program peers. GOLD (Genpact Operations Leadership Development): One-on-one interactions with the top leadership. Cross-functional exposure on a worldwide level. A chance to create a powerful network of like-minded people with the same operational excellence values. An opportunity to identify and tackle business challenges and be a part of the growth engine. All of the above are possible though the Genpact Operations Leadership Development (GOLD) program. Over a period of 18 months, GOLD aims to take high potential managers through structured learning to equip them to be efficient professionals and take on larger roles successfully. HRLP (Human Resource Leadership Program) - a structured 18-month program that provides participants with intensive training and extensive exposure to their domain through job rotations and high impact projects. The training content covers Strategy, Legal, Transitions, Finance, ESOPs, Digitization, Performance Appraisals, soft skill training, Conference call essentials, Coaching, 7 habits of highly effective people, leadership sessions and team building. FMP (Finance Management Program) A structured 18 month program that provides participants with intensive training and extensive exposure to their domains through job rotations and high impact projects. Trainings cover Strategy, technical trainings on Strategic Cost Management and Management Accounting, Creating Shareholder Value, Building an Operating Plan, Treasury and Risk Management, Taxation, Burning Issues, Finance Corporate Strategy (IPO, M&A & Corporate Restructuring), Commercial pricing at Genpact and soft skill training, sessions on leadership, conference call essentials, communications, 7 habits of highly effective people and team building.

IMLP (Information Management Leadership Program) it is an 18-month Leadership Development Program spanning 3 rotational assignments meant to create the pipeline for future IT leaders. The program combines coursework, job assignments and interactive seminars to equip you with exceptional technical,

financial and business skills. The rotations cover: Infrastructure, Applications, Information security and compliance, Workflow, BCP, COE IT, and Software.

CAS (Corporate Audit Services program) Over 18 structured months with the Global Internal Audit Function, this high-visibility program offers motivated managers the chance to build a robust control environment and the opportunity to hone their skills at audit methodology and project management. They also get the unique chance to conduct 10 to 12 audits in various areas of Operations, HR, Finance, and Compliance, IT, Sourcing and Client Specific processes. The CAS program provides leadership visibility in its true sense. Candidates extensively interact with the business leaders, depending on the nature of the audit, to provide inputs, pitch ideas and apply audit methodology tools. In-Basket Exercise In-basket training also called as in-tray training is psychological testing and training method. It is stimulated method used to enhance the problem solving and decision making skills of the trainees. In this type of training method knowledge, skills and attitude of the trainees is being tested. The in-basket training method is consists of fifteen to twenty items which has been acted upon under specified time limit. Generally there are twenty items which interrelated upon which the action has to be taken in an hour. The complete in-basket is then among distributed among the group of trainees, each member has to analyse it and take actions. The trainees are required to justify their actions. This method gives the real life situation and is too similar to a role play. The trainees are asked to assume particular role in a fictitious organisation and is asked to work through a pile of correspondence. There are two popular formats as follows: In first format there are 15-20 in-basket items which have to be given priority and acted upon. This is followed by series of multiple choice questions. In second format there are 15-20 in-basket items as above, however instead of multiple choice questions, the trainees are interviewed by an assessor. The trainees are required to justify their decisions made. This method is a popular training method and can be used at managerial grade and top management. However at the top management level the complexity increases. The in-tray exercise becomes longer and the intensity of the items increases. Training Considerations When training could be used The in-basket training can be used in following circumstances: To check the management style of the candidate and match them against suitable job position for internal recruitment. When there is an internal recruitment to be done for top management level position. To stimulate the job responsibilities so the new employees become comfortable with their job post. To check the knowledge, skills and attitude of the employees. To impart the time management skills, improve decision making inculcate analytical skills. Factors to be considered while using? The factors to be considered while imparting this training is as follows: The age profile and attitude of the employees. The job position for which the training is given. The training at the top level is more intense. The time and cost factors should be considered.

 The purpose of the training.

Advantages & Disadvantages

The advantages of this training program are as follows:
The method provides the trainees with higher precision materials which correctly stimulates the real

work environment. The experience gained here can help the candidate while solve the real life work problems. This is an inexpensive tool of imparting knowledge and it is high impact learning tool. This is a flexible training method which can be used for different functions. It can be used as training tool or can be used during recruitment & selection process. As the evaluation is done on an individual basis there is no problem of self consciousness arising among the trainees, in other training tools like role plays this problem can arise. The basic limitation of this training method is as follows:
The total time required in this training program is high. While the individual processing of in-

basket takes about one hour, the analysis phase takes about two or three hours. The trainees need a lot of time and data to prepare and produce letters; memos etc to give them authentic look. A huge data is needed to be assembled and integrated to create an in-basket. The work become difficult when separate in basket has to be given to the individual trainee. The facilitator need to be skilled and comfortable with working in groups. They should have creativity, logical thinking and management knowledge to develop an interesting and effective inbasket. Not all the trainees meet all the facets of this qualification.

Unit-4
Meaning of Performance Appraisal Performance Appraisal is the systematic evaluation of the performance of employees and to understand the abilities of a person for further growth and development. Performance appraisal is generally done in systematic ways which are as follows: 1. The supervisors measure the pay of employees and compare it with targets and plans. 2. The supervisor analyses the factors behind work performances of employees. 3. The employers are in position to guide the employees for a better performance. Need of Performance Appraisal Performance Appraisal can be done with following objectives in mind: 1. To maintain records in order to determine compensation packages, wage structure, salaries raises, etc. 2. To identify the strengths and weaknesses of employees to place right men on right job. 3. To maintain and assess the potential present in a person for further growth and development. 4. To provide a feedback to employees regarding their performance and related status. 5. To provide a feedback to employees regarding their performance and related status. 6. It serves as a basis for influencing working habits of the employees. 7. To review and retain the promotional and other training programmes.

Purpose of Performance Appraisal It is said that performance appraisal is an investment for the company which can be justified by following advantages:
1. Promotion: Performance Appraisal helps the supervisors to chalk out the promotion programmes 2.

3.

4.

5.

for efficient employees. In this regards, inefficient workers can be dismissed or demoted in case. Compensation: Performance Appraisal helps in chalking out compensation packages for employees. Merit rating is possible through performance appraisal. Performance Appraisal tries to give worth to a performance. Compensation package which includes bonus, high salary rates, extra benefits, allowances and pre-requisites are dependent on performance appraisal. The criteria should be merit rather than seniority. Employees Development: The systematic procedure of performance appraisal helps the supervisors to frame training policies and programmes. It helps to analyse strengths and weaknesses of employees so that new jobs can be designed for efficient employees. It also helps in framing future development programmes. Selection Validation: Performance Appraisal helps the supervisors to understand the validity and importance of the selection procedure. The supervisors come to know the validity and thereby the strengths and weaknesses of selection procedure. Future changes in selection methods can be made in this regard. Communication: For an organization, effective communication between employees and employers is very important. Through performance appraisal, communication can be sought for in the following ways: a. Through performance appraisal, the employers can understand and accept skills of subordinates. b. The subordinates can also understand and create a trust and confidence in superiors. c. It also helps in maintaining cordial and congenial labour management relationship. d. It develops the spirit of work and boosts the morale of employees. All the above factors ensure effective communication.

6. Motivation: Performance appraisal serves as a motivation tool. Through evaluating performance of

employees, a persons efficiency can be determined if the targets are achieved. This very well motivates a person for better job and helps him to improve his performance in the future. Key result areas 1. Definition of Key Result Areas (KRA) Key Result Areas or KRAs refer to general areas of outputs or outcomes for which the departments role is responsible. Key Result Area in simple Terms may be defined as Primary responsibilities of an Individual, the core area which each person is accountable. 2. Importance of KRAs. Set goals and objectives Prioritize their activities, and therefore improve their time/work management Make value-added decisions Clarify roles of department or individual Focus on results rather than activities

 Align their roles to the organizations business or strategic plan Communicate their roles purposes to others. 3. Types of KRAs: Training KRAs Management KRA Purchasing KRA RD KRA Administration KRA Finance KRA HR KRA Manufacturing KRA Quality KRA Marketing KRA Sales KRA Key result areas Career Development: - Career development is a continuous process where both employees as well as employers have to put efforts in order to create conducive environment so that they can achieve their objectives at the same time. Objectives of Career Development Systems

Fostering Better Communication in Organization: The main objective of designing a career development system is to foster better communication within the organization as a whole. It promotes communication at all levels of organizations for example manager and employee and managers and top management. Proper communication is the lifeblood of any organization and helps in solving several big issues. Assisting with Career Decisions: A career development system provides employees as well as managers with helpful assistance with career decisions. They get an opportunity to assess their skills and competencies and know their goals and future aspirations. It helps them give a direction so that they can focus on achieving their long term career goals. Better Use of Employee Skills: A career development system helps organization make better use of employee skills. Since managers know their skills and competencies and therefore, can put them at a job where they will be able to produce maximum output. Setting Realistic Goals: Setting realistic goals and expectations is another main objective of a career development system. It helps both employees and organization to understand what is feasible for them and how they can achieve their goals. Creating a Pool of Talented Employees: Creating a pool of talented employees is the main objective of organizations. After all, they need to meet their staffing needs in present and future and a career development system helps them fulfil their requirements. Enhancing the Career Satisfaction: Organizations especially design career development systems for enhancing the career satisfaction of their employees. Since they have to retain their valuable assets and prepare them for top notch positions in future, they need to understand their career requirements and expectations from their organization. Feedback: Giving feedback on every step is also required within an organization to measure the success rate of a specific policy implemented and initiatives taken by the organization. In addition to this, it also helps managers to give feedback for employees performance so that they can understand what is expected of them.