Business Strategy & HRD

Definition of HRD: "organized learning activities arranged within an

organization in order to improve performance and/or personal growth for the purpose of improving the o!" the individual" and/or the organization#$
HRD includes the areas of training and development"

career development" and organization development

%B&'()*+'S %, HRD
To develop human resource of the company continuously for better

performance to meet objectives.

Provide opportunity for development of different level of employees. suitable need based training programs. Prepare newly inducted staff to perform their work with high level of

competency and excellence.

Meet social obligations of industry to contribute towards the excellence

of technical and management education.

-- %B&'()*+'S %, HRD
Assist the existing and potential customers in the better

use of our equipments by training the employees.

Promote a culture of creativity innovation human

development respect and dignity.

Achieve excellence in every aspect of working life. !reate environment for the trainees conducive to their

character building.

HR. +s HRD
"#$ is a sub section of "#M i.e. "#$ is a section with the department of

"#M.
"#M deals with all aspects of the human resources function while "#$ only

deals with the development part.

"#M is concerned with recruitment rewards among others while "#$ is

concerned with employee skills development.

"#M functions are mostly formal while "#$ functions can be informal like

mentorships.

HRD Functions:
%kill input to apprentices and trainees. &dentifying training needs and imparting training. 'utside deputation for competency enhancement. !ompetency mapping. 'rganisational development activities. !onducting sessions and workshops Training and development (T)$*

)H' /''D ,%R HRD: B0S*/'SS 1/D '(%/%.*(S (H1/2'S

"#$ can be +a platform for organisational

transformation.
A mechanism for continuous organisational and

individual renewal and

A vehicle for global knowledge transfer,.

THE NEED FOR HRD:

&mplementing a new policy. &mplementing a strategy. -ffecting organisational change. !hanging an organisation,s culture. Meeting changes in the external environment. %olving particular problems. Technological change creates requirements for

training and development

THE NEED FOR HRD: ORGANISATIONAL CHANGE :

'rganisations that work in less time will have a competitive advantage. A customer and quality focus will permeate tomorrow,s superior

organisation.
The arena for an organisation,s planning and action will be global . .usiness strategies now depend on quality and versatility of the human

resource.
/ork structure and design will change dramatically.

Training and Develop ent !T"D#:

Training and $evelopment (T)$* Training 0 improving the

knowledge skills and attitudes of employees for the short1 term particular to a specific job or task 0 e.g.
-mployee orientation %kills ) technical training !oaching !ounseling

--- )raining and Development 3)&D4

$evelopment 0 preparing for future responsibilities while

increasing the capacity to perform at a current job2

Management training %upervisor development

$ene%its o% Training and Develop ent :

.enefits of Training and $evelopment Training and

development helps the employees to achieve their personal goals which in turn help to achieve the overall organi3ational objectives.
Thus we can bifurcate the benefits of training and development

into two broad heads2

'rgani3ational benefits Personal benefits

%rganizational !enefits :
&mproves the morale of the workforce. 4eads to improve

profitability and more positive attitudes towards profit orientation &mproves the job knowledge and skills at all levels of the organi3ation. Aids in organi3ational development &mproves relationship between superior and subordinate.

&ersonal 'ene%its :
Personal benefits "elps the individual in making better

decisions and effective problem solving. Aids in encouraging and achieving self1development and self1confidence. Provides information for improving leadership knowledge communication skills and attitudes. "elps a person handle stress tension frustration and conflicts. "elps a person develop speaking and listening skills. "elps eliminate fear in attempting new tasks.

Critical HRD Issues:

%trategic management and "#$ The supervisor,s role in "#$ 'rgani3ational structure of "#$ Strategic Management & HRD: %trategic management aims to ensure organi3ational effectiveness for the

foreseeable future 0 e.g. maximi3ing profits in the next 5 to 6 years.

"#$ aims to get managers and workers ready for new products

procedures and materials

Supervisor(s Role in HRD:

&mplements "#$ programs and procedures 'n1the1job

training ('7T*
!oaching8mentoring8counseling !areer and employee development A 9front1line participant: in "#$

Organi)ational Structure o% HRD Depart ents:

'rgani3ational %tructure of "#$ $epartments $epends on2 company si3e industry and maturity. ;o single structure used $epends in large part on how well the "#$

manager becomes an institutional part of the company 0 i.e.

a revenue contributor not just a revenue user.

HR *anager Role:
"# Manager #ole &ntegrates "#$ with organi3ational

goals and strategies.

Promotes "#$ as a profit enhancer . Tailors "#$ to corporate needs and budget. &nstitutionali3es performance enhancement.

HR Strategic Advisor Role:

"# %trategic Advisor #ole !onsults with corporate

strategic thinkers.
"elps to articulate goals and strategies . $evelops "# plans . $evelops strategic planning education and training

programs

C+allenges %or HRD:

!hanging workforce demographics. !ompeting in global economy. -liminating the skills gap. ;eed for lifelong learning. ;eed for organi3ational learning.

HRD and organizational 5erformance