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Kirti Singh

Introduction o Training Systematic and short term acquisition of knowledge, skills and attitude to bring someone to a desired standard or efficiency by instruction or practice o Education - Exposure to planned learning activities to train the mind. A development process affecting knowledge and abilities including character, culture, aspirations and achievements o Learning Acquiring knowledge of or skill in something by study, experience or being taught a never ending process of personal unfolding o Development Realization of potential through activities and supporting processes which positions people for medium and long term opportunities o Emerging key words Learning organizations, development strategy, change agent skills, knowledge workers

Recent Approaches
o Design, delivery and resourcing of learning

interventions and opportunities within organizations with the aim to enhance the contribution of individual employee in order to secure an organizations skill base. organization development and career development to improve individual, group and organizational effectiveness. coordinated and dynamic approaches for major learning initiatives within and outside an organization to order to facilitate the achievement of corporate objectives in a competitive environment.

o The integrated use of training and development,

o Emphasis on the development of comprehensive,

Findings from Research of 20 leading Companies


o Individual initiative is encouraged. Skills are developed through

o
o

training. Creation and leveraging of knowledge takes place through organizational learning, with new career paths, investment, teamwork, action learning and networking to ensure knowledge transfer. There is continuous renewal through challenge imposed internally; refinement balanced with regeneration and knowledge is used to supplement strategic fit with strategic challenge Contracts of compliance and control are replaced with commitment and initiative based on learning and self-confidence Individual competence are developed based on appropriate knowledge, skills and attitudes of front-line, middle and top managers Transformational processes are managed by developing new leaders

Emerging Concepts
Some of the trends that can be discerned in HRD practice and theory:
i. Talent Management and Leadership Development - A

preoccupation of those at the top and concerned with succession planning while ensuring that each senior position has one or two candidates ready to fill it.
position HRD as a strategically important partner by giving it the same level of importance as other functions. Need for learning that emerges from the strategic directions and aims. Development of people can also influence strategy. Hence important to determine the type of learning that will contribute directly to the objectives of the organization.

ii. The connection to corporate strategy The need to

Emerging Concepts, contd


iii. Clarifying who benefits from learning Why should

organizations provide individuals with transferable skills which enhances their marketability? In order to build skills and capacities through:
The use of systematic & planned training activities Adopting a policy of continuous development Creating maintaining a learning organization Ensuring that all training activities are performance related Paying particular attention to management development and career planning

o o o

o
o

iv. Individual Development: Coaching and Mentoring

Organizations are using coaching and mentoring as part of an integrated strategy of change combined with other HRD interventions.

Emerging Concepts, contd


v.

HRD as a Business Partner As the rationale for action of HRD is similar to other departments, it contributes to the mission of the organization while adding value by collaborating in supporting the goals and projects of the organization.

vi. Visionary and Transforming Leadership Leadership

has a central position in the development of all types of organizations. Helping to develop catalytic and enabling leadership seems to be an important component of HRD.
learning combined with e-learning with the recognition that certain learning need to be face to face including social skills and team work.

vii. E-Learning: Integration of IT and HR Face to face

Emerging Concepts, contd


viii. The broadening of HRD constituency Concerns ix.

non-employee development (other stake holders) The extension into team learning Facilitating self managed teams, outdoor training to entire management team, quality circles for problem solving

x.

The incorporation of organizational development Undertaking large scale change efforts by utilizing the services of external consultants
The incorporation of career development Individuals taking responsibility for own learning resulting in careers being self managed

xi.

Emerging Concepts, contd


xii. Emphasis on internal consultancy The usage of

internal consultants for providing performance and facilitation support by connecting it with learning issues. processes contributing to learning by creating organizational learning climate contributing to peoples willingness to learn and transfer learning to the workplace.

xiii. Focus on organizational learning Emphasis on

xiv. The link to knowledge management Deals with the

organizations intellectual capital.It also facilitates knowledge and skill acquisition, development and retention.

Key Challenges for Organizations


o Compete successfully o Improve quality and increase productivity o Improve customer service o Lower costs

o Adapt to fast changing technology


o Achieve more with less o Become more flexible o Manage diverse and mobile workforce

o The emerging rationale now is on workplace learning and the

Wake up Call

enhancement of performance as different from classroom training. This can lead to knowledge creation at a macro organizational level and contributes to sustainable competitive advantage. Some elements to consider: HRD professional have to consider themselves as architects of change within organizations Operating at organizational levels to create shared learning instead of training of individuals Line managers and other key organizational players should look at learning issues from a new perspective HRD professionals occupy a pivotal role in orchestrating change Establish links between learning, performance and knowledge

HRD PRACTICES AND MANAGEMENT PHILOSOPHY IN INDIA


examine the assumptions of the top management about

the people working in the organization. understand the social organization through HRD belief and the philosophy of management in the organization. examine the nature of differences in the philosophy of management subscribed by the organization towards employees working in the public and the private sector. examine the nature of relationship between HRD practices represented by planning, recruitment, selection, performance evaluation, training and development, career management and rewards and the philosophy of management in the private and the public sector organizations.

Thank you !