[1]Concepts and Initiatives for Human Resource Development?
[A] ConceptIdeal Model Person At Fuji Xerox, the spirit of striving for growth and change is consistently embodied, and for such purpose, we will seek and educate people who can think and act on their own. With globalization of business activities and the rapidly changing environment encompassing business operations in today's world, and for the continued business of companies, we believe it is important for each employee with various characteristics and background to become more self-reliant, proactive, willing to constantly improve oneself and repeatedly take on new challenges. As much as a company is expected to contribute to society through its economic, social, and human values, employees that work at Fuji Xerox are expected to display economic, social, and human qualities. We believe that the importance is in refining these qualities and also in continued learning . The foundation of Fuji Xerox is its people. We will continue to embody the spirit of striving for growth and reforms for the future, and continue to development of human resources who can think and act on ones own for this purpose.
Importance Of Human Resource Development (HRD) Human resource is needed to be developed as per the change in external environment of the organization, hence, HRD helps to adapt such changes through the development of existing human resource in terms of skill and knowledge. The importance or significance of HRD can be explained as follows:
1. HRD Develops Competent HR HRD develops the skills and knowledge of individual, hence, it helps to provide competent and efficient HR as per the jobrequirement. To develop employment's skill and competencies, different training and development programs are launched.
2. HRD Creates Opportunity For Career Development HRD helps to grasp the career development opportunities through development of human skills and knowledge. Career development consists of personal development efforts through a proper match between training and development opportunities with employe's need.
3. Employ Commitment Trained and efficient employees are committed towards their jobs which is possible through HRD. If employees are provided with proper training and development opportunities, they will feel committed to the work and the organization.
4. Job Satisfaction When people in the organization are well oriented and developed, they show higher degreeof commitment in actual work place. This inspires them for better performance, which ultimately leads to job satisfaction.
5. Change Management HRD facilitates planning, and management of change in an organization. It also managesconflicts through improved labor management relation. It develops organizational health, culture and environment which lead to change management.
6. Opportunities For Training And Development Trainings and development programs are tools of HRD. They provide opportunity foremployee's development by matching training needs with organizational requirement. Moreover, HRD facilitates integrated growth of employees through training and development activities.
7. Performance Improvement HRD develops necessary skills and abilities required to perform organizational activities. As a result of which, employees can contribute for better performance in an organization. This leads to greater organizational effectiveness.
What Are the Functions of Human Resource Managers?
Recruitment The success of recruiters and employment specialists generally is measured by the number of positions they fill and the time it takes to fill those positions. Recruiters who work in-house -- as opposed to companies that provide recruiting and staffing services -- play a key role in developing the employer's workforce. They advertise job postings, source candidates, screen applicants, conduct preliminary interviews and coordinate hiring efforts with managers responsible for making the final selection of candidates. Safety Workplace safety is an important factor. Under the Occupational Safety and Health Act of 1970, employers have an obligation to provide a safe working environment for employees. One of the main functions of HR is to supportworkplace safety training and maintain federally mandated logs for workplace injury and fatality reporting. In addition, HR safety and risk specialists often work closely with HR benefits specialists to manage the company's workers compensation issues. Related Reading: Primary Responsibilities of a Human Resource Manager Employee Relations In a unionized work environment, the employee and labor relations functions of HR may be combined and handled by one specialist or be entirely separate functions managed by two HR specialists with specific expertise in each area. Employee relations is the HR discipline concerned with strengthening the employer-employee relationship through measuring job satisfaction, employee engagement and resolving workplace conflict. Labor relations functions may include developing management response to union organizing campaigns, negotiating collective bargaining agreements and rendering interpretations of labor union contract issues. Compensation and Benefits Like employee and labor relations, the compensation and benefits functions of HR often can be handled by one HR specialist with dual expertise. On the compensation side, the HR functions include setting compensation structures and evaluating competitive pay practices. A comp and benefits specialist also may negotiate grouphealth coverage rates with insurers and coordinate activities with the retirement savings fund administrator. Payroll can be a component of the compensation and benefits section of HR; however, in many cases, employers outsource such administrative functions as payroll. Compliance Compliance with labor and employment laws is a critical HR function. Noncompliance can result in workplace complaints based on unfair employment practices, unsafe working conditions and general dissatisfaction with working conditions that can affect productivity and ultimately, profitability. HR staff must be aware of federal and state employment laws such as Title VII of the Civil Rights Act, the Fair Labor Standards Act, the National Labor Relations Act and many other rules and regulations. Training and Development Employers must provide employees with the tools necessary for their success which, in many cases, means giving new employees extensive orientation training to help them transition into a new organizational culture. Many HR departments also provide leadership training and professional development. Leadership training may be required of newly hired and promoted supervisors and managers on topics such as performance management and how to handle employee relations matters at the department level. Professional development opportunities are for employees looking for promotional opportunities or employees who want to achieve personal goals such as finishing a college degree. Programs such as
[2]role of human resource development professionals in organization [A]
Roles of the HR Professional
All HR professionals should be a technical specialist in one or more technical areas. HR professionals should develop advisor and strategic partner skills in order to become more effective in providing technical guidance and human capital services to their organization. Leaders can be found in any of the roles. HR professionals can demonstrate leadership skills at every organizational level whether or not they are in a formal leadership roles. We recommend that all HR professionals enhance their leadership skills.
Technical Specialist: Technical specialists apply intensive knowledge of specific technical areas to address and resolve immediate needs of business. The thirteen critical general competencies in this role are: Attention to Detail; Customer Service; Information Management; Integrity/Honesty; Interpersonal Skills; Legal, Government, and Jurisprudence; Oral Communication; Reading; Self-Management; Stress Tolerance; Teamwork; Technical Competence; Writing.
Advisor: As technical consultants, advisors develop innovative HR solutions to address customer issues and achieve specific business goals (with an eye on those of tomorrow). The seven critical general competencies in this role are: Creative Thinking, Client Engagement/Change Management, Decision Making, Flexibility, Influencing/Negotiating, Project Management, Reasoning.
Strategic Partner: Strategic business partners identify broad HR issues ahead of business leaders; they are high-level consultants who develop strategies to address long-term business needs. The ten critical general competencies in this role are: Client Engagement/Change Management, Decision Making, Flexibility, Influencing/Negotiating, Organizational Awareness, Planning and Evaluating, Problem Solving, Project Management, Reasoning, Workforce Planning.
Leader: The leadership/management role can be and often is incorporated into any of the above roles or stand alone, depending on where in the organization it is found. This role may involve managing projects, managing people, managing systems and/or leading strategically. To explore the Leadership Competency Framework for development purposes, click here. For additional information on OPMs Executive Core Qualification (ECQ) competencies, click here. To review OPMs Leadership Competency Proficiency Level Illustrations, HR Needs to Transform If the HR role in your organization is not transforming itself to align with forward thinking practices, executive leadership must ask HR leaders some tough questions. Todays organizations cannot afford to have an HR department that fails to contribute to lead modern thinking and contribute to enhanced company profitability. In this environment, much of the HR role is transforming. The role of the HR manager, director, or executive must parallel the needs of his or her changing organization. Successful organizations are becoming more adaptive, resilient, quick to change direction and customer- centered. Three New HR Roles Within this environment, the HR professional, who is considered necessary by managers and executives, is a strategic partner, an employee sponsor or advocate and a change mentor. These roles were recommended and discussed inHuman Resource Champions, by Dr. Dave Ulrich, one of the best thinkers and writers in the HR field today, and a professor at the University of Michigan. The HR professionals who understand these roles are leading their organizations in areas such as organization development, strategic utilization of employees to serve business goals, and talent management and development. Lets take a look at each of these roles and their impact on HR functions and practices. Strategic Partner In todays organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. In this role, the HR person contributes to the development of and the accomplishment of the organization-wide business plan and objectives. The HR business objectives are established to support the attainment of the overall strategic business plan and objectives. The tactical HR representative is deeply knowledgeable about the design of work systems in which people succeed and contribute. This strategic partnership impacts HR services such as the design of work positions; hiring; reward, recognition and strategic pay; performance development and appraisal systems; career and succession planning; and employee development. When HR professionals are aligned with the business, the personnel component of the organization is thought about as a strategic contributor to business success. To be successful business partners, the HR staff members have to think like business people, know finance and accounting, and be accountable and responsible for cost reductions and the measurement of all HR programs and processes. It's not enough to ask for a seat at the executive table; HR people will have to prove they have the business savvy necessary to sit there. More Related to the HR Strategic Role Employee Advocate As an employee sponsor or advocate, the HR manager plays an integral role in organizational success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a work environment in which people will choose to be motivated, contributing, and happy. Fostering effective methods of goal setting, communication and empowerment through responsibility, builds employee ownership of the organization. The HR professional helps establish the organizational culture and climate in which people have the competency, concern and commitment to serve customers well. In this role, the HR manager provides overall talent management strategies, employee development opportunities, employee assistance programs, gain sharing and profit- sharingstrategies, organization development interventions, due process approaches to employee complaints and problem solving, and regularly scheduled communication opportunities. Change Champion The constant evaluation of the effectiveness of the organization results in the need for the HR professional to frequently champion change. Both knowledge about and the ability to execute successful change strategies make the HR professional exceptionally valued. Knowing how to link change to the strategic needs of the organization will minimize employee dissatisfaction and resistance to change. Organization development, the overarching discipline for change management strategies, gives the HR professional additional challenges. Consciously helping to create the right organization culture, monitoring employee satisfaction, and measuring the results of organization initiatives fall here as well as in the role of employee advocacy. The HR professional contributes to the organization by constantly assessing the effectiveness of the HR function. She also sponsors change in other departments and in work practices. To promote the overall success of her organization, she champions the identification of the organizational mission, vision, values, goals and action plans. Finally, she helps determine the measures that will tell her organization how well it is succeeding in all of this.
UNIT-2 [3].Learning-process& theories, strategies& styles? [A] 1. Aligning business and HR needs The business goals that is its strategic imperatives sit at the heart of any HR strategy and in order to align business and HR needs one key question must to be answered, "Can your organisations internal capability deliver its business goals?" This is where HR receives most criticism. The function is frequently accused of failing to fully understand its business, goals and strategy for achieving these goals, and its business model and how it delivers to its customers. For those who already understand the demands of their business, it is easy to identify where the business has strong core competencies and where the business is weakest. Sometimes these weaknesses are related to essential systems or processes, but more often and significantly for HR these weaknesses relate to the quality of the workforce, its motivation and ability to deliver organisation performance. Taking steps to understand your business and where it has competitive advantage is an essential first step towards determining the key HR interventions that form the basis of an HR strategy. 2. Developing your HR strategy Deeper knowledge and understanding of your business goals and business model can identify potential threats and opportunities in the quantity and quality of human resource required by your organisation. This in turn identifies the key components of your HR strategy and the virtuous circle of providing whatever your organisation needs for success It is also critical that the HR team has a high level of expertise in aligning major HR interventions and their relevance to business performance. This calls for expert HR thinking and identifies the requisite interventions and, equally important, how they fit together to leverage organisation performance. If there is a strong need for the organisation to develop its management capability, for instance, should you align your compensation strategy to reinforce this objective? If the organisational structure defines the accountabilities clearly at every level of the organisation, is your HR team selecting and developing against them? This is joined-up HR at work. Another concern for HR is when it should make strategic interventions. Easy, it either follows your business cycle, or is triggered by other key events such as a merger, an acquisition or a change in business direction. 3. Organisational performance Organisational performance is the process by which business goals and objectives are cascaded and managed across and down an organisation. It provides a link and rationale for all other HR activity and, in addition, the greatest opportunity to directly impact business success, enhancing HRs reputation and contribution. HR needs to create and install a robust performance management process that sets out performance objectives for all levels of staff within a business. This is an opportunity to develop line managers skills in being able to disseminate and set stretch targets for their business. A critical part of this process is a robust performance review process, which gives people feedback about what has been achieved what people have done well and not so well. The third element is a personal development review process where individual strengths and weaknesses are identified for the purposes of assessing and meeting organisational development needs. 4. Organisational design and structure Organisational design is the shape, size and structure of the organisation required to meet customers needs. It reflects the management processes that drive the business model and determines organisational agility and flexibility. These processes can be a source of competitive advantage or sources of frustration, unnecessarily absorbing time, cost and resources. Decisions affecting the shape, size and cost of the organisation will be aligned with the business strategy. It should be relatively easy to see whether an organisation invests in marketing, sales or manufacturing, for instance, and whether the organisation is maximising its work flow capability. As people experts, the role of HR is to add value to the structure and operation of the business. Structural weaknesses offer an opportunity to revamp any part of the organisation by identifying and making appropriate changes, reductions in size or cost; or improvements to the quality of the operation. Conversely, structural strengths are a signal to the HR team to reinforce organisational competence. 5. Strategic resourcing Achieving clarity throughout the organisations structure is critical in order for resourcing strategies to work well. If the organisation is transparent about its key roles and accountabilities, this will define the skills and knowledge required to undertake the work and determine strategic resourcing requirements. Deciding on your resourcing strategy means identifying a number of critical components. These range from the processes needed to determine resourcing needs, the processes to attract the right people and the processes for assessing and selecting the right people. HR has a strong traditional involvement in all of the above. In addition, it is essential to ensure each stage of the resourcing activity is aligned and in direct response to the strategic imperatives. Another important component determining the effectiveness of any resourcing strategy is the need to create a recruitment brand how the image (or brand) of the organisation appears to the recruitment market can either support or undermine the success of a resourcing strategy. 6. Organisation development If strategic resourcing is about providing a pipeline for importing external talent, then an organisations development strategy is the way in which the HR team decides what changes and improvements need to be made to the current workforce. Usually these responses work at three levels the individual, team and organisation and all are geared to achieve high levels of organisational performance. It requires a close examination of the strategic imperatives and clarity about the capabilities to execute it. Development responses will aim to increase business skills, the application of business skills (sometimes called competencies) and the behavioural elements - all of which contribute to an organisations effective performance. It is important at an individual level, particularly for senior people, that they feel their development needs are agreed and that they are provided with the skills to do their jobs. At a team level, it defines individuals ability to work with others flexibly and align individual and team skills and activity to business goals - all of which ensure that the organisation is equipped to deliver its goals. 7. Compensation and benefits Often called reward strategy, the purpose of compensation and benefits systems is to align the performance of the organisation with the way it rewards its people, providing the necessary incentives and motivation required for an organisation to deliver its goals. Its components are a combination of base pay, bonuses, profit sharing, share options, and a range of appropriate benefits, usually based on market or competitor norms and the organisations ability to pay. Typically, the components of an organisations reward strategy will reflect the particular performance culture of a business. There is evidence that organisations see compensation as a strategic management lever and are increasingly experimenting with new practices team bonuses, for example, aimed at improving team performance or skills/behaviour payments to upskill the workforce or reinforce culture or behaviour change. A companys reward policy in particular benefits from clarity about which other elements of the HR strategy it aims to support. 8. Organisation culture Culture is usually described as the "way we do things round here" - the way the organisation acts, reacts and interacts. The trend in the last 10 to 15 years has been to align organisational behaviour more strongly with customers needs, creating customer-facing units and customer-sensitive behaviours. This has been as a direct result of the increased competition around product, quality, prices and packaging. In re-aligning an organisations culture there can be real benefit and competitive advantage through improved service.
[4] [A] Assessment Part of development includes realizing the skills and abilities that employees already have. Even the most well trained employees will perform poorly if they are not assessed properly. Reinforcing previously covered information, teaching new concepts, and introducing new ideas are development aspects that must be measured and assessed. Employees need to know what is expected of them. Acceptable performance can only be known if the employees are assessed and if the assessment information is communicated to them. Then, the measurement of what people have1eamed after training will be more accurate. Feedback from managers to subordinates and vice versa is essential to the development function. Research conducted over the past 70 years indicates tests to evaluate intellectual ability, the ability to draw conclusions from verbal or numerical information, and an individual's interests can help in selecting successful managers [Cascio]. An employee needs to be assessed- for readiness to accept management responsibilities. Assessment centers can focus on business simulations as well as formal assessments. These programs allow the employee to develop his/her skills in a structured and focused process. This kind of development encourages promotion and increases job satisfaction. Weaknesses are identified and the employee is empowered to tailor development to fit his or her future career plans. These centers use multiple assessment techniques, such as situational tests, tests of mental abilities, and interest inventories. They also use 18 standardized methods to make inferences from these techniques as well as pooled judgments from multiple assessors to rate each candidate's behaviour. The assessment center prediction doesn't help very much if you are only trying to predict performance in management such as the clarification and evaluation of the promotion system in an organization. They are, however, helpful in capturing the promotion policy of the organization. Both job and person analyses need to be included in assessment of the trainee [Cavanaugh]. Personality, motivation and the actual task can affect self-efficacy. This trait plays a big part in eventual performance on the job [Gist and Mitchell]. Development aimed at improving skills should increase self-efficacy. It is important to remember that no one predictor of performance is perfectly valid and some mistakes in selection are inevitable. Conscious selection of managers and lower level employees based on their fit with demonstrated job requirements, the strategic direction of a business, and organizational culture will minimize mistakes and enable you to make optimum choices. Post development evaluation criteria and processes are essential. People-management and management of change issues are the key future training and development needs for both multinational and indigenous organizations [Tregaskis]. Garavan, Heraty, and Morley discuss the differing interest groups' perceptions on evaluation of HRD programs. Senior and line managers use quantitative measures such as optimal utilization of human resources, increased productivity and enhanced employee flexibility to evaluate HRD success. HRD specialists and individual learners place more emphasis on qualitative criteria such as the number of training days, how many and who participated, and improved performance and career options. Individual learners were primarily concerned about their enhanced 19 employability resulting from certification, the range of competencies developed and the financial investment in their training. Return on investment By retaining employees, the value of their development increases. They will increase productivity and contribute to the over-all success of the organization. Their expanded knowledge makes them valuable assets for the company. Overtime, this added value will more than cover the costs of their development. This reflects a payback model with an emphasis on quantitative and tangible results. However, senior managers, education providers, and HR and HRD specialists believe in the pay- forward model, i.e., results should accrue in the longer term primarily as cultural change and increased incorporation of corporate goals by individual employees. The pay- forward model ... is more in tune with the contribution ... HRD specialists believe they can make [Garavan, Heraty, and Morley]. Technology The responsibility for managing new technological advances has fallen on the human resource manager. Proper development of technical skills from understanding how to use a computer to interfacing with networks is increasingly difficult. If technical goals and strategies are expanded, the job of developing employees will be more focused. Technological changes will alter the face of communication and also the way in which employees learn. People should be encouraged to develop their abilities individually especially with the ease of delivery of information through the Internet. Sharing knowledge, exchanging resources and learning can be improved within an organization. Interactive forums and tutorials 20 allow learning to be done from even the most remote area. Real-time conferencing allows employees to be students in virtual classrooms. All levels of business functions need technological development. HRD should focus on competent trainers. These will be the people with initial responsibility for working on technical skills. Then, as programs are further developed, people will welcome the' technological change as it works its way into the organizational culture. For example, if the accounting department is up and running with new systems, why isn't the administrative level? Employees will welcome chances to develop their technical skills to keep the internal competitive climate more equal. Changes in organizational structure will enable management to develop technical skills. They should allow an organization to restructure by enabling employees to learn, make contacts, and develop more efficiently. This can be done with effective strategic goals that allow development to take place. An example would be to have development designed internally, but the actual training would be out-sourced. Electronic performance support systems (EPSS) are the latest wave in the training and development arena [Marquardt]. These systems use computers to gain access to information, save it, and distribute it throughout an organization. This helps development because employees can gain a lot of information in a short period of time on an individual and basis staff support [5]process involved factors influencing designing hrd?
Attention -The modern workplace can 'overload' human attention with enormous amounts of information, far in excess of that encountered in the natural world. The way in which we learn information can help reduce demands on our attention, but can sometimes create further problems
Perception -In order to interact safely with the world, we must correctly perceive it and the dangers it holds. Work environments often challenge human perception systems and information can be misinterpreted.
Memory -Our capacity for remembering things and the methods we impose upon ourselves to access information often put undue pressure on us. Increasing knowledge about a subject or process allows us to retain more information relating to it.
Logical reasoning -Failures in reasoning and decision making can have severe implications for complex systems such as chemical plants, and for tasks like maintenance and planning.
Environmental, organisational and job factors, in brief, influence the behaviour at work in a way which can affect health and safety. A simple way to view human factors is to think about three aspects: the individual, the job and the organisation and their impact on people's health and safety-related behaviour. Following figures shows that all three are interlinked and have mutual influence
The typical examples of immediate causes and contributing factors for human failures are given below: Individual factors low skill and competence level tired staff bored or disheartened staff individual medical problems Job factors illogical design of equipment and instruments constant disturbances and interruptions missing or unclear instructions poorly maintained equipment high workload noisy and unpleasant working conditions Organisation and management factors poor work planning, leading to high work pressure poor SOPs lack of safety systems and barriers inadequate responses to previous incident management based on one-way communications deficient co-ordination and responsibilities poor management of health and safety poor health and safety culture. It is concluded that the performance of human is being strongly influenced by organizational, regulatory, cultural and environmental factors affecting the workplace. For example, organizational processes constitute the breeding grounds for many predictable human errors, including inadequate communication facilities, ambiguous procedures, unsatisfactory scheduling, insufficient resources, and unrealistic budgeting in fact, all processes that the organization can control. Following figure summarizes some of the factors contributing to human errors and to accidents
[6].steps involved in implementing hrd programs [a]
Strategy implementation is the translation of chosen strategy into organizational action so as to achieve strategic goals and objectives. Strategy implementation is also defined as the manner in which an organization should develop, utilize, and amalgamate organizational structure, control systems, and culture to follow strategies that lead to competitive advantage and a better performance. Organizational structure allocates special value developing tasks and roles to the employees and states how these tasks and roles can be correlated so as maximize efficiency, quality, and customer satisfaction-the pillars of competitive advantage. But, organizational structure is not sufficient in itself to motivate the employees. An organizational control system is also required. This control system equips managers with motivational incentives for employees as well as feedback on employees and organizational performance. Organizational culture refers to the specialized collection of values, attitudes, norms and beliefs shared by organizational members and groups. Follwoing are the main steps in implementing a strategy:
Developing an organization having potential of carrying out strategy successfully.
Disbursement of abundant resources to strategy-essential activities.
Creating strategy-encouraging policies.
Employing best policies and programs for constant improvement.
Linking reward structure to accomplishment of results.
Making use of strategic leadership. Excellently formulated strategies will fail if they are not properly implemented. Also, it is essential to note that strategy implementation is not possible unless there is stability between strategy and each organizational dimension such as organizational structure, reward structure, resource-allocation process, etc. Strategy implementation poses a threat to many managers and employees in an organization. New power relationships are predicted and achieved. New groups (formal as well as informal) are formed whose values, attitudes, beliefs and concerns may not be known. With the change in power and status roles, the managers and employees may employ confrontation behaviour.
Recruitment and Selection Recruitment is the process by which organizations locate and attract individuals to fill job vacancies. Most organizations have a continuing need to recruit new employees to replace those who leave or those who are promoted, to acquire new skills and to permit organizational growth. Recruitment goes hand in hand with the selection process by which organizations decide the suitability of candidates for various jobs.
Orientation To develop an effective workforce, an organization should firstly express a positive view to the new employees through the orientation. New hires should not get a negative view of joining a company. This can result in negatively motivated and less productive workforce. Many Indian firms have devised elaborate and detailed programs for new employee selection. Steel Authority of India (SAIL), National Thermal Power Corporation (NTPC) and Indian Oil Corporation Ltd. use a combination of class room sessions, on-the-job experiences, visits to various locations and self learning as a part of the orientation of trainee employees.
Training and Development Immediately after orientation, training should begin. Training basically means giving new or existing employees the skills they need to perform their jobs. This might mean showing a new web designer the intricacies of the companys website, a new sales person how to sell the firms product, etc. Organizations also provide employees ways to enhance their qualifications academically. Companies such as Ernst and Young, together with the University of Notre Dame and the University of Virginia, has developed a unique Master's program primarily for non- accounting business majors. Training is a hallmark of good management. Having high-potential employees does not guarantee theyll succeed. Instead they must know what to do and how to do it. Research shows that an organizations revenues and overall profitability are positively correlated to the amount of training provided. According to Training Magazine industry report, U.S. companies spend nearly $50 billion annually to provide each of their employees with 26 hours on average of formal training. The top 100 companies provide nearly double that amount of training.
An Easy, 5 step Training and Development Process Step 1: Identifying the skills required for the job, assessing the prospective trainees skills through the development of a measurable knowledge and performance analysis. Step 2: Decide, compile and produce the training program which includes workbook, exercises and activities. Step 3: Refining the training process and testing its validity. Step 4: Implement the program on the targeted group. Step 5: Evaluate the success or failure of the training program and make necessary changes or provide additional training if applicable.
Implementing HRD in Schools
Human Resource Development should be practiced right at the grassroots level, i.e. Schools. The implementation of accurate training to budding minds is essential to build future managers and responsible adults.
HRD can be implemented in schools by the school administration and teaching staff to students in a similar way it is implemented by employers to their employees. It can begin by student profiling and assessment of their strengths and weaknesses and noting the field of interest of the student. Accordingly the school can devise appropriate training programs for individual students or groups of students through field trips, outdoor activities which build interest towards the subject or related field, project work to promote self-learning, use of audio-visual aids and computer graphics to promote interest, video conferencing of other schools to enable students to have a wider perspective and learning environment and grouping of students with similar traits and working out difficulties faced by them through introduction of interactive learning sessions based on their weaknesses. [7]career management and development?
Implementation of such programs in schools as it is practiced in the corporate world can greatly enhance the quality of both theoretical and practical knowledge of students and successfully make a set of motivated individuals, capable of solving practical issues at work in the future.
Career development planning benefits the individual employee as well as the organization by aligning employee training and development efforts with the organization's mission, goals, and objectives. An individual development plan (IDP) is a tool to assist employees in achieving their personal and professional development goals. IDPs help employees and supervisors set expectations for specific learning objectives and competencies. While an IDP is not a performance evaluation tool or a one-time activity, IDPs allow supervisors to clarify performance expectations. IDPs should be viewed as a partnership between an employee and their supervisor, and involves preparation and continuous feedback. Many agencies require IDPs for new and current employees, and encourage employees to update them annually. When using an IDP, supervisors develop a better understanding of their employees' professional goals, strengths, and development needs. Employees take personal responsibility and accountability for their career development, acquiring or enhancing the skills they need to stay current in their roles. Some of the benefits of an IDP are: Provide an administrative mechanism for identifying and tracking development needs and plans Assist in planning for the agency's training and development requirements Align employee training and development efforts with its mission, goals, and objectives There are no regulatory requirements mandating employees complete IDPs within the Federal Government, although many employee and leadership development programs require IDPs (e.g. PMF Program). Completing IDPs is considered good management practice, and many agencies have developed their own IDP planning process and forms. While there is no one "correct" form for recording an employee's development plan, an effective plan should include, at minimum, the following key elements: Employee profile - name, position title, office, grade/pay band Career goals - short-term and long-term goals with estimated and actual competion dates Development objectives - linked to work unit mission/goals/objectives and employee's development needs and objectives Training and development opportunities - activities in which the employee will pursue with estimated and actual completion dates. These activities may include formal classroom training, web-based training, rotational assignments, shadowing assignments, on-the-job training, self-study programs, and professional conferences/seminars Signatures - supervisor and employee signature and date For more information on IDPs and to view IDP templates, please visit the OPM Training and Development Wiki. Executive Development Plans While there are no regulatory requirements for IDPs, Senior Executive Service (SES) members are required to have a plan for their continued training and development. Under 5 CFR 412.401, all Senior Executives must complete and regularly update an Executive Development Plan (EDP). Facing constant challenges, changing technologies, and a dynamic environment, executives must pursue ongoing professional executive development to succeed and grow. It is crucial that executives continue to strengthen and enhance their Executive Core Qualifications (ECQs), broaden their perspectives, and strengthen their performance. Federal agencies are required by law (Title 5, U.S. Code, Section 3396) to establish programs for the continuing development of senior executives. SES members are required to prepare, implement, and regularly update an EDP as specified by 5 CFR 412.401. The Executive Development Plan (EDP) is a key tool in assisting executives in their continued development. EDPs should outline a senior executive's short-term and long-term developmental activities which will enhance the executive's performance. These activities should meet organizational needs for leadership, managerial improvement, and results.
6 Steps to Successful Career Management In some respects building a successf ul career is no different from any other project. Clear goal setting, thorough planning and effective execution are key ingredients in the recipe for success. Though expert advice can help you with the process, in the end it is up to you to formulate objec tives, develop a plan, and follow through to realize your career goals. While you may enjoy your share of luck, success seldom falls in your lap. Furthermore, if you ignore the basic principles of career management, an unexpected setback could badly damage your long - term prospects. Here are six steps towards success in your career: 1. Take a good look at yourself. Understand your needs. What is important to you? What are you passionate about? A career spans many years. It can be hard to maintain enthusiasm, e xcitement and energy unless you believe in what you are doing. Look for the right balance in of career, earnings and fulfillment. Are you aiming for the top or is family more important? What are your unique talents and abilities? It makes sense to play to your strengths. 2. Research career options and prioritize. Discover what skills and experience various careers require ahead of time. What is a good fit for you with your skill set? 3. Map a path from where you are to where you want to be. Think strategically and long - term about your career. Don't place too much emphasis on compensation early on. It may be more important to develop the skills and experience to "set you up." Your action plan should build upon your strengths and improve your weaknesses. Establish firm bases for the future. If the platform is secure, you can usually survive a mistake or setback. 4. Don't ignore ongoing training. Acquiring the additional skills, knowledge and education needed for your new career is fundamental. Also consider getting s ome unique experience which will help differentiate you in the market place. 5. Market yourself. Don't take an overly conservative or narrow view. Consider start - ups and smaller organizations where you will get more responsibility. But always target companie s that are excellent at what they do, and that place importance on developing staff, particularly at the beginning of your career. Don't forget to network! A well - developed list of professional contacts can open doors for you. 6. Seek ongoing career manageme nt. Continue to examine, evaluate and refine. The marketplace can change quickly. Be prepared for unexpected opportunities as well as setbacks. Don't ignore the value of mentors. Establish at least one quality mentor in the field you hope to pursue. Also, use advisors and experts often. Their experience, advice and influence may
UNIT-5 [8]Coaching & performance management [A]
Module 1: Employee Development and Workplace Learning
Introduces you to the concept of learning and explores key theoretical debates in the field. It moves on to examine the implications of different approaches to learning for employee development and HRD practice by analysing, through specific examples, their impact at individual and organisational levels.
On completion you will be able to:
* understand and critique theories of learning and the ways in which they can be applied to employee development * analyse and critique theories of workplace and work-related learning
Module 2: Performance in Organisations
Gives you an understanding of the impact of the ever intensifying competition amongst organisations for new markets, greater performance and productivity. In particular, the module examines how this impact led to changes in HR practices and the role of HR professionals within organisations.
On completion you will be able to:
* identify the changes that have occurred in organisations and critically evaluate the theories explaining these changes * discuss the effect of these changes on the training function and those responsible for managing performance
Module 3: The Global Context of HRD and HRMProvides an overview of changes in the world economy brought about by globalisation. It considers the ways in which these changes have impacted on the organisation of production and employment in different societies and identifies the issues for HRM and HRD.
On completion you will be able to:
* understand the changes in the world economy associated with globalisation * understand the role of HRM within multinational corporations * examine the impact of globalisation on national systems of HRD and identify the ways in which different countries are responding to the pressures brought about by globalisation
Module 4: Research Methods
Introduces the process of social science research and the fundamental debates pertaining to the philosophy of social science. The module also provides research methods training in a range of techniques.
On completion you will have:
* an understanding of the practical, ethical and theoretical processes underpinning social science research * the ability to select appropriate research methods * an understanding of the issues relating to the design, construction, implementation and analysis of quantitative and qualitative research Performance Management Performance Management Cycle Implementing FCAT-M Performance Management Competencies: Understanding Performance Management Process and Practices In order for the performance management process to be efficient and effective, supervisors must master the process and apply it consistently. The Federal Competency Assessment Tool - Management (FCAT- M) assesses whether, and to what degree, supervisors have specific competencies. One of these competencies is Understanding Performance Management Process and Practices. A supervisor equipped with this competency will be able to better focus employee efforts on achieving organizational and individual goals. What is performance management? According to A Handbook for Measuring Employee Performance, performance management is the systematic process of planning work and setting expectations continually monitoring performance developing the capacity to perform periodically rating performance in a summary fashion rewarding good performance Planning. The supervisor should meet with employees to create their performance plans. The supervisor should establish measurable goals that align to the agency's strategic and operational plans and consult with his/her employees when creating these goals. It is in this planning stage that the supervisor has an opportunity to explain to employees how their performance directly impacts how the agency and work unit will achieve their goals. Monitoring. The supervisor should monitor employee progress, not only when there is a progress review due, but on a continuous basis throughout the appraisal period. Monitoring gives the supervisor an opportunity to make a course correction or adjust a timeline if it is needed so that employees will produce the desired outcome of successfully achieving the agency's or work unit's goals. It also provides the opportunity for the supervisor to make employees aware of their progress, whether favorable or unacceptable. Should the supervisor determine the employee has unacceptable performance on any critical element, monitoring performance enables the supervisor to identify the problem early and get an opportunity period in place well before the rating of record is due. Developing. The supervisor should be able to determine from continuous monitoring whether employees need additional development to achieve their assigned responsibilities. It is important to remember that employee development includes not only remediation but enhancing good performance as well. Types of development could include formal training (classroom) informal training (online) coaching or mentoring new work assignments (additional responsibilities) details (within current agency or to an outside agency) Rating. The supervisor will use the knowledge gained from monitoring the employee's performance during the appraisal period to compare that performance against the employee's elements and standards and assign a rating of record. The final rating should not be a surprise to the employee, particularly when the supervisor and the employee have had numerous performance discussions during the rating period. Rewarding. The supervisor must make meaningful distinctions when granting awards. Award amounts should be clearly distinguishable between different performance levels that are fully successful or above. Performance management should support compensation decisions. Every agency has policies that govern performance management that are unique to the agency. Supervisors must, in addition to mastering and consistently applying good planning, monitoring, developing, rating, and rewarding practices, learn and apply those policies as they relate to the agency-specific practices of performance management. For more guidance on agency-specific performance management systems, refer to the agency's policy and procedures manual. To determine whether they have implemented their agency's performance management system successfully, supervisors need to answer the following questions: Does my application of the system encourage better performance, and Has performance improved during the appraisal period? Positive answers reflect effective application of good performance management policies and practices. Implementing FCAT-M Performance Management Competencies: Performance Coaching and Feedback Facilitating Performance Differentiating Performance Building Performance Culture
[9].Employee socialization & orientation? [a] Socialization can be conceptualized as a process made up of three stages. a. Pre-arrival Stage: This stage explicitly recognizes that each individual arrives with a set of organizational values, attitudes, and expectations. For instance, in many jobs, particularly high skilled and managerial jobs, new members will have undergone a considerable degree of prior socialization in training and in school. Pre-arrival socialization, however, goes beyond the specific job. The selection process is used in most organizations to inform perspective employees about the organization as whole. In addition, of course, interviews in the selection process also act to ensure the inclusion of the right type determining those who will fit in. Indeed, the ability of the individuals to present the appropriate face during the selection process determines their ability to move into the organization in the first place. Thus success depends upon the degree to which aspiring members have correctly anticipated the expectations and desires of those in the organization in charge of selection. b. Encounter Stage: Upon entry into the organization, new members enter the encounter stage. Here the individuals confront the possible dichotomy between their expectations about their jobs, their coworkers, their supervisors, and the organization in general and reality. If expectations prove to have been more or less accurate, the encounter state merely provides a reaffirmation of the perceptions generated earlier. However, this is often not the case. Where expectation and reality differ; new employees must undergo socialization that will detach them from their previous assumption and replace these with the organizations pivotal standards. Socialization, however, cannot solve all the expectation differences. At the extreme, some new members may become totally disillusioned with the actualities of their jobs and resign. It is hoped that proper selection would significantly reduce this latter occurrence. c. Metamorphosis Stage: Finally the new member must workout any problems discovered during the encounter stage. This may mean going through changes. Hence the last stage is termed as metamorphosis stage. Metamorphosis is complete as is the socialization process when new members have become comfortable with the organization and their work teams. In this situation they will have internalized the norms of the organization and their coworkers; and they understand and accept these norms. New members will feel accepted by their peers as trusted and valued individuals. They will have gained an understanding of the organizational system- not only their own tasks but the rules, procedures and informally accepted practices as well. Finally they will know how they are going to be evaluated. They will know what is expected of them and what constitutes a good job. Consequently, successful metamorphosis should have positive effect on a new employees productivity and the employees commitment to the organization, and should reduce the likelihood that the employee will leave the organization any time soon.