Professional Documents
Culture Documents
Dr Dinesh Pant
Human Resource (HR)
HR is a typical resource - both critical and important.
Criticality:
Organic (having life) in nature
Importance:
Central of all other types of resources,
Strategies:
Undertake programs for economic, social, physiological and
intellectual development and empowerment of the youths -all ethnic
groups, communities, groups, sexes and regions
Increase youth-targeted services, facilities and employment
opportunities by developing their social and economic
entrepreneurship
Mainstream youth-related issues at sectoral programs for as
envisaged in the National Youth Policy 2009.
Mobilize resources from local levels for youth related-development
programs.
HRD Framework for New Generation - Areas
Public services:
Having policies for attracting youth to public employment
Offering dev. opportunities for improved performance
Encouraging older public servants to shift career to other areas to
create the space for youth.
Agriculture:
Developing youth engaged in this sector through vocational education
and training
Introducing new technology and farming system
Commercializing agriculture practices through cooperatives
Attracting the young agr technicians for practicing know-how
Social services:
Encouraging youth to engage in community services as part of
education / training courses or any formal employment.
Extending and replicating NDVS Program in all 75 districts
Mobilizing collective efforts of civil society organizations (Red Cross,
Lions, Jaycees, Rotary, Rotaract) to attract and engage youth in
social service and develop service attitides
HRD in national plan (highlights)
Policies:
Making pop mgmt and HRD synergistic through multi-sectoral
partnership and coordination (health, education, industry, trade,
agriculture, migration, etc.)
Delivering services related to pop mgmt and HRD near doorsteps
through one-window system
Strategies:
Preparing framework of pop mgmt and HRD by making sector-
wise projection of human resource based on census 2011
Encouraging / coordinating institutions engaged in rural
employment-oriented skill development and HRD
Strengthening agencies of all sectors engaged in HRD
Launching necessary programs for checking briandrain
Creating environment for personality development of every
citizen based on his interest
Expected output:
HRD through increased access of target groups to social, economic
services and facilities
HRD as part of Human Resource Mgmt
HRM practices in Nepal cover the following:
Acquisition: Recruitment, selection, placement
Development: education, training, promotion,
transfers, etc
Utilization: Financial motivation (e.g. fixed
salary and allowances and periodic increases)
and differential reward and punishment
Disposition: compulsory/ voluntary retirements;
down sizing, maintaining relations with past
employees, distribution of retirement benefits
Some HRM practices also differ in focus and
volume according to the types of organizations
HRD Practices in Nepalese Orgs.
Public sector:
GOs not having their own HRD plan at org level - some having HRD
plans at macro levels (dev plan / sectoral plan)
Limited to creating / determining positions to be filled up through
recruitments and promotions, developing employees as opportunity
emerges, etc.
HRD practices in SoEs are influenced by those of govt
Private sector:
Each org having own HRD practices - vary in org sizes - mostly based
on situational needs from short-term perspective – HRD lacking
scientific methods in small orgs.
Only a few large enterprises like Surya Nepal and Dabor tend to have
modern HRD practices
Autonomous social organizations (also NGOs / INGOs):
As provisioned in rules and by-rules - vary across org. sizes.
Few large orgs score high in adopting modern HRD practices
INGOs following the standard practices of HQs
Aspects of HRM Practices in Nepal:
HRM practices in Nepal cover the following:
Acquisition: Recruitment, selection, placement
Development: education, training, promotion,
transfers, etc
Utilization: Financial motivation (e.g. fixed
salary and allowances and periodic increases)
and differential reward and punishment
Disposition: compulsory/ voluntary retirements;
down sizing, maintaining relations with past
employees, distribution of retirement benefits
Some HRM practices also differ in focus and
volume according to the types of organizations
Human Resource Management in different sectors
Human Resources Management (HRM) practices in
Nepal differ according to the nature of organizations:
Government organizations : They have their uniform
HRM practices governed by civil service rules.
Public enterprises (state-owned business orgs.):
In most cases, they have uniform HRM practices
influenced by those of government, but also have
their own practices as per nature of functions.
Private business organizations: In most of cases,
each has its own HRM practices. Some practices are
commonly governed by the laws of the country such
as Labour Act and Regulations and Trade Union Act.
Autonomous social organizations (also NGOs): They
have practices as provisioned in their own rules and
by-rules.
HRD in organization: Conceptualization
HRD means development of human competencies
required by job
Competencies in terms of knowledge, skills and attitudes
(+ behaviors)
Competencies can be developed though various
intervention like:
- Orientation
- Training / education
- Transfer
- Promotion
- Motivation schemes (incentives / reward for performance)
- Career path planning
-Promotion of work culture
- Setting and practicing ethics
Process of HRD and Utilization
HRM functions or processes relating to HR
development and utilization go together:
a) Identification of HRD needs
b) Formulation of HRD strategy / plan /
programs relating to:
Orientation, socialization, training, management development,
employees’ career development, performance appraisal,
promotion and transfer, motivation, etc.
c) Implementation of HRD plans and programs:
Undertaking socialization programs, training / MD programs,
performance evaluation, promotion / transfer of employees
d) Evaluation of HRD plans and programs
Employee Orientation
It is an activity or process that provides
employees with the basic background
information about organization (employer)
after selection or placement on the job.
Types of Orientation:
Brief – informal
Lengthy – formal
Phases:
Basic (by training dept, external trainer, etc.
normally in a group basis)
Job-oriented – by respective supervisor
Indicators of Successful Orientation
The new employee:
feels welcome
Begins socialization
Whom to train?
Whom to transfer?
Whom to promote to higher position?
Whom to groom for leadership positions?
Whom to place on leadership position?
How to create positive work culture, etc.?
HRD through Training: What is Training?
Apprentice training,
Internship training,
Job instruction training
Supervisory efforts