Human Resource Development

compiled By: Nirav Vyas Asst Professor JVIMS-Jamnagar

5 Paradigm shifts
Technology enables us to stay connected
False

The speed of change remains constant

False

Employees like to do more work

True

Globalization has made doing business easy

False

Availability and ease of information reduces the pressure on people

False

Questions to be answered
HRD is a word that we have started listening since long but do we actually know the meaning of HRD?

Why is HRD getting so much hype

Is it a modern theory What is the difference between HRD and HRM

Introduction
Human Resource Development in itself is a very simple word and it means training and developing the workforce in a manner that they become thorough professionals and experts in their own work which would ultimatly result into their own job satisfaction, organizational development and harmony.

Introduction
HRD is regarded as a very important and core activity of any organization because of the fact that its the employees who build the organization and if they are not well trained regarding their work and to the dynamics of the changing situation of business then ultimately the organization can never develop to full extent

Introduction
HRD is not at all a modern theory. In fact its even older than the core concept of Human Resource Management evolved.

The roots of HRD goes beyond the industrial revolution and it reaches to the medieval ages

Introduction
HRD can be treated as one function of HRM. It deals with educating, counseling, training and developing the work force Management means to decide who will be placed on what job, what would be his/her working hours, what would be his compensation, how resolve any conflicts and such other question Development means educating and training the workforce and ultimately uplifting their standards.

Evolution of HRD
Early Apprenticeship Training Programs Early Vocational Education Programs Early Factory Schools Early Training Programs for semiskilled and unskilled workers The Human Relations Movement The Establishment of the training profession Emergence of Human Resource Development

Evolution of HRD
Early Apprenticeship Training Programs
In the 18th and early 19th century all the household goods were produced by artisan skilled workers To meet the growing demands of the households these artisan skilled workers used to employ trainees or apprentices who learned the work through their masters while working in their shop Not only limited to household items, this model was also followed in training of physicians, educators and attorneys because there were no schools for that

Evolution of HRD
Early Apprenticeship Training Programs
These apprentices can start their own practice after passing the necessary exams organized by the appropriate Govt. These apprentices were known as yeomen and at one point of time these yeomen increased to a great amount and the masters started finding it insecurity and hence they started forming Franchises so that they could regulate such things as product quality, wages, hours etc. To fight against this, the apprentices formed groups to negotiate higher wages and better working conditions

Evolution of HRD
Early Vocational Education Programs
In the later part of the stage that we discussed above, small educational institutes different professional courses started emerging DeWitt Clinton founded the first vocational school in New York city. The idea behind this school was to educate a professional craft to the unemployed people who had criminal records After that many educational schools started developing unskilled worker on different professional work and crafts

Evolution of HRD
Early factory schools
With the Industrial revolution, there came the time of machine replacing handy crafts The era was known for mass production and mass distribution Most of the work which was done by hand previously was now done through machines Significant demand came into existence for workers who know how to work on machines, repairing machines etc

Evolution of HRD
Early factory schools
This developed a need of opening of schools for training on working on prescribed machines Such first school was developed in 1872 which was located at Hoe and Company which was a New York based company

Evolution of HRD
Early Training Programs for Semiskilled and

Unskilled workers
Although there were training programs for skilled and semi skilled workers but there was no such training program for the unskilled workers which were huge in number Because of lack of training, these workers were mainly unemployed or hardly doing any significant work

Evolution of HRD
Early Training Programs for Semiskilled and

Unskilled workers
The training for unskilled workers got initiative with two events. One was introduction of Model T cars by Henry Ford and the other was World War I Model T was the first car which was able to be produced on assembly line and which required lot of unskilled workers to do the same work again and again Because of World War I, there was a great demand of workers in the steel industry and the only available mass was the unskilled workers Thus training programs for unskilled workers started.

Evolution of HRD
The HRM Movement
Industrial Revolution brought huge profits but along with it, it brought exploitation of the workers Unskilled and semi skilled workers were frequently abused, they were not paid properly and were forced to work long working hours These situations gave rise to the first HR movement, the workers argued of having a human factor along with the machines In the late 1940 Abraham Maslow gave his theory of need hierarchy

Evolution of HRD
Establishment of Training Profession
With the emergence of World War II, there was a greater need of industrial production compared to World War I This gave rise to a greater demand of Manpower Many companies designed their own training departments within the organizations to give specialized trainings for the work to be finished These training programs had training professionals whose main job was to impart training.

Evolution of HRD
Emergence of HRD
Finally, in the late 1960 and 1970, the concept of HRD was developed Human resource was now regarded as the most important resource and was regarded more important than capital The organizations started believing that better trained and motivated manpower can prove to be the best economy of scale to any organization.

Relationship Between HRM and HRd

As we have seen earlier also that HRD is an integral part of the entire Human Resource Management process In order to learn the relationship between HRM and HRD properly, we should first go through the various functions of HRM HRM basically involves its functions in two fold, mainly, Primary Functions and Secondary Functions

Primary Functions of HRM

Human resource planning Equal employment opportunity Staffing (recruitment and selection) Compensation and benefits Employee and labor relations Health, safety, and security Human resource development

Secondary HRM Functions

Organization and job design Performance management/ performance appraisal systems Research and information systems

HRD Functions
Training and development (T&D) Organizational development Career development

Training and Development (T&D)

Training improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task e.g.,
Employee orientation Skills & technical training Coaching Counseling

Training and Development (T&D)

Development preparing for future responsibilities, while increasing the capacity to perform at a current job
Management training Supervisor development

Organizational Development
The process of improving an organizations effectiveness and members well-being through the application of behavioral science concepts Focuses on both macro- and micro-levels HRD plays the role of a change agent

Career Development
Ongoing process by which individuals progress through series of changes until they achieve their personal level of maximum achievement.
Career planning Career management

Roles and Competencies of an HRD Professional

ASTD Competency Model 2004

Learning Strategist
Project Manager Business Partner Professional Specialist

Workplace learning
Designing Learning Improving Human Performance Delivering training Measuring Evaluation Coaching

Areas of expertise
Interpersonal Building trust Communication Influencing Networking Buzz/Management Analyzing Needs Thinking strategically Driving Results Personal Demonstrating Adaptability Modeling

Roles of an HRD Professional

HRD Executive Roles:
Primary responsibility for all HRD activities Designing employee development programs Integration of HRD programs with the goals and strategies of the organization Promotion of the idea that HRD is very important to meet the requirement of the employees for current job and future. Evaluation of the various development programs

Other Roles
Strategic Advisor
Integration of HRD programs with the overall strategy of the organization

Change Agent
Development is to be done for changing environment. The HRD professional should be very competent in mental transformation of the employees

Other Roles
Individual Career Counselor
Assessment of the competencies of the employees and counseling them for setting their own goals and suggesting them the ways to achieve them

Researcher
Researching new ideas development programs for conducting

Mclagans Model of hRd professional roles

HR Strategic Advisor HR system designer and developer Organization change agent Organization design consultant Learning program specialist Instructor Individual developer/ Career counseller Researcher

Challenges to HRD Professional

Diversity of workforce Competing in Global Economy Eliminating the skills gap The need for life long learning Facilitating Organizational Learning

Skills Gap
Organizations interpretation and expectations from the same skills Developmen t Skills Gap

Individuals skills

Training

A Framework for the HRD Process

Needs assessment Design Implementation Evaluation

Training & HRD Process Model

Needs Assessment Phase

Establishing HRD priorities Defining specific training and objectives Establishing evaluation criteria

Design Phase
Selecting who delivers program Selecting and developing program content Scheduling the training program

Implementation Phase
Implementing or delivering the program

Evaluation Phase
Determining program effectiveness e.g., Keep or change providers? Offer it again? What are the true costs? Can we do it another way?

Summary
HRD is too important to be left to amateurs HRD should be a revenue producer, not a revenue user HRD should be a central part of company

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