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According to prof.

T V Rao

“ HRD is a process by which the employees of an organization are helped


in a continuous and planned way to acquire capabilities required to perform
various functions associated with their present or expected future roles ,
develop their general capabilities as individuals and discover their own
potentials, develop an organizational culture in which superior subordinate
relationship, teamwork and collaboration among subunits are strong and
contribute to professional well being”
Meaning of HRD

 It is positive concept in HRM

 Believe in investment in human beings

 Aims at overall development

 Rooted in belief that human beings have the potential to do better


HRD IS HUMANISTIC CONCEPT
 People can do better, they can do wonders

 Involve them trust them and empower them

 Focus on strength of people

 Integrate the needs and aspiration of individuals

 Encourage individual initiative and response by providing and


fostering culture
Features of HRD

 HRD is a system

 HRD is a planned process

 HRD involves development of competencies

 HRD is an interdisciplinary concept

 HRD improves quality of life


Objectives of HRD

HRD basically aims at developing :-

The capabilities of each employee as an individual

The capabilities of each individual in relation to his/her present role

The capabilities of each employee in relation to his/her expected future


role

The dyadic relationship between each employee and his/her employer

The team spirit and functioning in every organizational unit

Collaboration among different units of thye organisation


Point of Personnel HRD
distinction function
Orientation maintenance developement

structure Independent Interdependent


function parts
Philosophy Reactive Proactive
function function
Responsibility Excusively All managers
personnel dept.
motivators Monitory High order
rewards needs
Aim Improve Develop
efficiency organization
Need for HRD

To develop competencies

Mitigate the evil consequences

Bring system wide change

Develop proper development climate in the organization


HRD PROCESS

Personal level Existential Process tells us how an individual perceives


process his environment and how he interact

Interpersonal Empathic How much empathy individual has for other


level process person and establishes relationship with him

Role level Coping Individual is required to cope up with


process pressures and stresses in relation to his role
in organizaion
Group level Building How various groups form themselves as
process distinct entities

Intergroup Collaborativ Positive if promote group and negative if do


e and not promote to reach goals
competitive
organizational growth issues relating to self renewal and change
At personal level : Existential process
How individual perceives his environment and how he interacts with other

How he achieves his goals in life

Process helps in integration of individual with organization

Career planning, performance appraisal,feedback,counselling


job enrichment improve this process
Interpersonal level : Empathic process

How much empathy one individual has for the other person

How person reach out to the other person and establishes a


Relationship with him

Neglecting this process affect the interpersonal effectiveness of


individuals In an organization

Communication,conflict,cooperation and competition are important areas


Of study in this process

Training, communication improve this process


Role level : coping process

Individual should cope with pressures and stresses in relation to his


Role in organization

Individual can cope up with these pressures if he is aware of the


Competencies required for performing the role

Role analysis improve this process


Group level : Building process

This process tells us how various groups form themselves as distinct


Entities in an organization

How group contribute effectively to the goals of organization

OD and team building exercise improves this process


Intergroup level: Collaborative and competitive

Competition is positive if it poses a challenges to a group in terms


of standard of performance and achievement

Competition is negative if it prevents or aims at escaping hard work

Process is improved by creating the climate of trust, authenticity


And openness clarifying norms and standards
Organisational level: Growth process

Growth process involves issues relating to organisational climate,


Self renewal and change
HRD Outcomes

People become more competent as they are aware of the skills required

People understand their role better because communication increases and


They are aware of the expectations of other members

People become more committed to their jobs because there is greater


Objectivity in administration of rewards

People develop greter trust and respect for each other.They become more
authentic in their behaviour

Greater collaboration and team work produces synergy effect

People are equipped with problem solving capabilities more prone to risk
Taking and proactive in their orientation

Lot of useful and objective data on employees are generated which facilitate
Better HRP
HRD MECHANISM OR SUBSYSTEMS

 Performance appraisal

 Potential appraisal

 Career planning

 Training and development

 Organisation development

 Rewards

 Employee welfare and quality of work life

 Human resource information system (HRIS)


HRD Strategies

“ HRD Strategies are a plan that defines how the human


resources would be utilized through the use of an integrated
array of training, organizational development and career development
efforts to achieve individual, organizational objectives.”
Major HRD Strategies

Communications Strategy:
In today’s changing scenario, it is essential to educate and train
employees about the change

Accountability And Ownership Strategy:


Employee’s accountability and ownership leads to higher
productivity and customer acceleration.

Quality Strategy:
Quality needs to be fostered in the employees through training
and development.
 Cost Reduction Strategy:
Every employee’s contribution in savings is crucial as small
contributions from each employee can be pooled by organizations
to save substantial savings at the end of a given period and
enhance its competitive strategy.

Intrapreneurship Strategy:
Every employee needs to be an independent entrepreneur, who
can generate ideas and bring them to reality by using the existing
resources and support of the org to create innovative and creative
products and services.

Culture Building strategy:


Org’s valuing its employees have a sustainable competitive edge
over competitors because employees are highly charged, motivated
and commitment to the org.
Systematic Training Strategy:
The planning and organization of formal on-job training and off-job
training leads to improving vital employee characteristics, build
and sustain appropriate work culture and brings in more
professionalism in action.

Learning Strategy:
Continuous development and learning environments promote self
development of employees, of self and by self.
Designing HRD Strategy
Getting The Big Picture

Developing A mission Statement

Conducting Org. SWOT Analysis

Conducting HR Analysis

Determining Critical people issues

Developing Consequences and solutions

Implementation and evaluation of action plans


Designing HRD Strategy
Getting Big Picture:
Understanding of business strategy to highlight the key
deriving forces of the business such as-
Technology
Distribution
Competition
Markets

Developing a Mission statement:


The mission statement should relate to people side of the
business. The words or references should not be
idealistic statements-it is the actual process of thinking
through the issues in a formal manner.
Conducting SWOT analysis of the organization:
Focus should be on internal strength and weakness of the people
side such as current skills & capability and research the external
business and market environment to highlight the opportunities and
threats.

Conducting a detailed HR Analysis:


It concentrate on the organization’s culture, organizational
structure, people and COPS (Culture, org, people, systems). Then
gap analysis can be undertaken by examining present status and
desired status.
Determining critical people issues:
The business strategy is reviewed and examined against
SWOT and COPS analysis to identify the critical people issues
namely those issues that must be addressed so as to have a
key impact on the delivery of business strategy

Developing consequences and solution:


For each critical issue the options for managerial action
generated needs to be highlighted, elaborated and created.
Then action plans around the critical issues is to be developed
with set targets and dates for the accomplishment of the key
objectives.
Implementation and evaluation of the action
plans:
The ultimate purpose of developing a human resource
development strategy is to ensure that the objectives set are
mutually supportive so that reward sys are integrated with
employee training and career development.
The role

“ The role is the position one occupies in a social


system and is defined by the functions one performs
in response to the Expectations of the significant
members of a social system and One's own expectations
from that position or office ”
Role systems from individual point of view

System of various roles System of various roles


That individual carries and Of which his role is a part
perform (role set)
(role space)
Concept of role efficacy

Performance of a person working in an organization depend on


His own potential effectiveness, technical competence ,managerial
Experience as well as on the design of the role that he performs in
An organization .It is the integration of the two that ensures persons
effectiveness

When we move from role taking to role making effectiveness increases


Aspects of role efficacy
( 3 dimensions)

Role making Role centering Role linking


Self role integration Centrality  inter role linkage
Proactivity Influence  helping relationship
Creativity Personal growth  superordination
confrontation
Role making

1) Self role integration


When a person’s role provides him with greater opportunity for
Using special strength ( experience, training etc).This is known as
self role integration

2) Proactivity
A person who occupies a role responds to various expectations that
people in the organization have from that role. This gives him satisfaction
It satisfies others in the organization

3) Creativity
If a person feel that the role does not allow any time to be creative
Efficacy bound to be low
4) confrontation
If people in an organization avoid problems or shift them on them to
Others their role efficacy will be low. The tendency to confront problems
And find relevant solutions contribute to efficacy
Role centering

1) Centrality : If a person feels that the role he occupies is central


to the organization his role efficacy is likely to be high.If people feel
that there roles are not important their potential effectiveness will be low

2) Influence : The more influence the person is able to exercise in his role
the higher its efficacy is likely to be

3) Personal growth : The perception that the role provide the individual
with opportunity to grow and develop increase role efficacy
Role linking

1) Inter-role linkage : Linking one’s role with other’s in the organization


increases efficacy.If there is a joint effort to understand problems
find solutions efficacy of roles involved will be high

2) Helping relationship :If a person performing a particular role feels that


he can get help from some source in the organization.whenever the
need arises he is likely to have higher role efficacy

3) Super-ordination : A role may have linkage with systems,groups


entities beyond the organization when a person performing particular
role feels that what he does is likely to be of value to larger group his
efficacy is likely to be high
The Team

According to Katzenbach and Douglas Smith “ A team


is a small Number of people with complementary skills
who are committed To a common purpose, set of
performance goals and approach for which they hold
themselves mutually accountable”
Characteristics of effective team
Rensis Likert and Douglas Mc Gregor identified following
Characteristics of well functioning effective teams

1) Atmosphere needs to be relaxed, comfortable and informal


2) Teams task is well understood and accepted by members
3) The members listen well to each other and there is lot of
task relevant discussion in which most members participate
4) People express both their feelings and ideas
5) Conflicts and disagreements are present but are centered
around ideas and methods not around personalities and
people
6) Self conscious about its own operations
7) Decisions are usually based on consensus not on majority
vote
Importance of Teams
Primary benefits of team are:-
 Improved employee motivation

 Positive synergy

 Satisfaction of social needs

 Commitment to team goals

 Improved organizational communication

 Benefits of expanded job training

 Organizational flexibility
Types of Teams
Problem solving teams
Self managed teams
Cross functional teams
Virtual teams
1) Problem solving teams : teams consist of 5-12
employees of same department who meet a few
hours every week to discuss the ways and means of
improving quality
drawback – these teams can only give suggestion
but could not implement solutions

2) Self managed teams : self directed work teams take


responsibilities of their former supervisors. They
collectively control over pace of work and determine
work assignment
drawback : high absenteeism and turnover rate
3) Cross functional teams : These teams are made of
employees from different work areas who come together
to accomplish task example committees

4) Virtual teams : cross functional team that operate across


space time and organizational boundaries with members
who communicate mainly through electronic technology
The Organisation
Organisation refers to a group or an association or an institution
of individuals working in prestructured manner for achieving predetermined
Common goals

Louis A Allen defined it as a mechanism or structure that enables living


Things to work effectively together

Chester Bernard defined Organisation as system of consciously


co coordinated activities or forces of 2 or more persons
Primary characteristics of
Organisation
 Organisation is a social grouping which consist of
individuals. It operates Through these individuals who
are known as members or employees Of the Organisation

Once the Organisation is formed it acquires its own entity


Structure, process to be used and functions to be performed
For achieving goals

Every Organisation is based on principle of cooperation


All members of the Organisation and all sub system of it work
Together in cooperation in given situation for realizing
objective
 Organisation is goal oriented and is purposeful system to achieve
Common goals that an Organisation is designed and its activities are
Directed and coordinated

 Organisation are marked by deliberate planning done by group of


Individuals known as top managers

 Division of labor is important feature of Organisation

 Every organization operates within external environment which provides


broad parameters and constraints to it
HRD Matrix

Matrix shows the interrelationship between HRD instruments


Processes, Outcomes and organisational effectiveness

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