HRD STRUCTURE

Structure is the arrangement of and relations between the parts

or elements of something complex.
Structure is an arrangement and organization of interrelated
elements in a material object or system, or the object or system
so organized.
Organizations are created to achieve different goals. To achieve
goals it should run various activities. Therefore an organization
must consist of a structure, which defines jobs and relationships.
organization and structure of HRD

organization
Definition
A social unit of people that is structured and managed to meet a
need or to pursue collective goals.

Organization for Human resource Development :

Organization is the process of creating structure. Structure
refers to networks of relationships and coordination
mechanisms that exist among jobs.

HRD structure is concerned with the design of HRD jobs

and relationships. It involves:

 Determining the place of HRD in the organization.

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  Grouping of HRD tasks. They are grouped into units.
Division of work done.
 Assignment of specific HRD tasks to competent people.
 Determining networks of authority and responsibility
relationship for HRD. Delegation is practiced.
 Establishing channels of communication.
 Coordinating HRD related activities for integration.

2.HRD structure

organizational structure

The typically hierarchical arrangement of lines of authority,

communications, rights and duties of an organization.
The place of HRD function in the organization structure reflects
the importance attached to HRD. The structure of HRD function
has evolved through the following stages:

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2.1. HRD as a staff function:
Under this structure the role of HRD advisory. A training
officer provides advice and service to the department on HRD
matters.

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 General
Manager

Administrative
Department Other
Departments

Training
officer

HRD as a staff function.

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2.2 HRD as a part of Administration function:
The HRD function is generally performed by the personnel
section of the administration Department. This structure found
in small organization.

General
Manager

Administrative Other Departments

Department

Personnel General
Section Services

HRD as a part of Administration function.

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2.3 HRD as a part of Human Resource Management
Department
A separate HRM Department is established. HRD is a part of
HRM Department. It is concerned with human resource
development. This structure is found in model of the large
sized organizations.

General
Manager

HRM Other Departments

Department

Acquisition Human
and Resource
Maintenance Development
Section

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HRD as a part of Human Resource Management Department.

HRD as a separate Department:

HRD is treated as a major function in the organization. All
activities related to HRD are integrated under a separate HRD
Department. It is headed by a Manager. This structure is
prevalent in globally- oriented large sized organizations.

The Human Resources Division, within the Department of

Administrative Services, performs a variety of functions
including overall administration of the state's human resources
operations for state employees. This division provides services
and information to state employees and assists state agencies in
conducting their human resource functions. Services are offered
in the areas of policy development, payroll administration,
benefits administration, classification and compensation, drug
testing, central recruiting, training and development, workforce
planning and records maintenance.

General
Manager

Deputy
General
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 ManagerOther
Deputy Departments
General Manager

Manager Manager
HRD other HRM
Departments Departments

HRD as a separate Department.

The manager in-charge of HRD function should be :

Possesses competencies in HRD mechanism.
Have clearly defined responsibilities for managing and
strengthening the HRD function in the organization.
Have sufficient time to devote for HRD function.
Develop linkage with line managers to ensure effective HRD
implementation.
Administer separate budget and personnel for HRD. HR
structure
Federal Level:
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The Federal classification system is not a pay plan, but is vital to
the structure and administrations of employee compensation.
The pay system is influenced by the grade level and by quality
of performance, length of service, and recruitment and retention
considerations.
The law requires the Office of Personnel Management (OPM)
to define Federal occupations, establish official position titles,
and describe the grades of various levels of work. OPM
approves and issues position classification standards that must
be used by federal agencies to determine the title, series, and
grade of positions.
The classification standards help assure that the Federal
personnel management program runs soundly because agencies
are now becoming more decentralized and now have more
authority to classify positions. Agencies are required to classify
positions according to the criteria and the guidance that OPM
has issued. The official titles that are published in classification
standards have to be used for personnel, budget, and fiscal
purposes. The occupations in federal agencies may change over
time, but the duties, responsibilities, and qualifications remain
the same so careful application of appropriate classification of
the standards needs to be related to the kind of work for the
position. When classifying a position the first decision to be
made is the pay system. There is the General Schedule (GS) and
the Federal Wage System (FWS), which covers trade, craft, or
laboring experience.
General Schedule Covers positions from grades GS−1 to
GS−15 and consists of twenty two occupational groups and is
divided into five categories:

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Professional – Requires knowledge either acquired through
training or education equivalent to a bachelor's degree or higher.
It also requires the exercise of judgment, discretion and personal
responsibility. Examples can be attorneys, medical officers, and
biologists. Usually a person who is in the field of HR, and has
gone through the education required, stays in the field for long-
term career goals. People of this category are seen in the upper
management of HR departments.
Administrative – Requires the exercise of analytical ability,
judgment, discretion, and personal responsibility, and the
application of a substantial body of knowledge of principles,
concepts, and practices applicable to one or more fields of
administration or management. These positions do not require
specialized education, but do require skills usually gained while
attaining a college level education. Examples can be budget
analysts and general supply specialists. These positions will
most likely be filed by career employees that act in a managerial
function.
Technical – Requires extensive practical knowledge, gained
through experience and specific training and these occupations
may involve substantial elements of the work of the professional
or administrative field. Technical employees usually carry out
tasks, methods, procedures, and computations that are laid out
either in published or oral instructions. Depending upon the
level of difficulty of work, these procedures often require a high
degree of technical skill, care, and precision. Examples of the
technical category would be forestry technician, accounting
technician, and pharmacy technicians.
Clerical – Involves work in support of office, business, or fiscal
operations. Typically involves general office or program support
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duties such as preparing, receiving, reviewing, and verifying
documents; processing transactions; maintaining office records;
locating and compiling data or information from files. Examples
can be secretaries, data transcribers, and mail clerks.
Other – There are some occupations in the General Schedule
which do not clearly fit into one of the groups.[12] Some
firefighter and various law enforcement agencies have
specialized positions that manage HR duties within the
organization.

https://en.wikipedia.org/wiki/Human_resource_management_in
_public_administration

http://www.opm.gov/wiki/training/Leveraging-New-
Technologies-for-Employee-Development-Programs.ashx

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Read more:
http://www.businessdictionary.com/definition/organizational-
structure.html#ixzz30vxMw9Di

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