What do you mean by HRD?

Ans: The part of human resource management that specifically deals with training and development of the employees. Human resource development includes training an individual after he/she is first hired, providing opportunities to learn new skills, distributing resources that are beneficial for the employee's tasks, and any other developmental activities. A definition of HRD is "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization" . HRD includes the areas of training and development, career development, and organization development. This is related to Human Resource Management -- a field which includes HR research and information systems, union/labor relations, employee assistance, compensation/benefits, selection and staffing, performance management systems, HR planning, and organization/job design . Human Resource Development (HRD) is the frameworks for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers. Organizations have many opportunities for human resources or employee development, both within and outside of the workplace.

Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases. According to American Society for Training and Development (ASTD), "HRD is the integrated use of :training and development, organisational development, and career development to improve individual, group and organisational effectiveness."

McLean and McLean (2001) have offered the following global definition of HRD after reviewing various definitions across the world: Human Resource Development is any process or activity that, either initially or over the longer-term, has the potential to develop adults work based knowledge, expertise, productivity, and satisfaction, whether for personal or group/team gain, or for the benefit of an organization, community, nation, or, ultimately the whole humanity . Objectives of HRM Objectives are benchmarks against which actions of an HRM department are evaluated. The following is one listing of these objectives: Societal objective:- To be socially responsible to the needs and challenges of society while minimizing the negative impact of such demands upon the organization. The failure of organizations to use their resources for society's benefit may result in restrictions. For example, societies may pass laws that limit human resource decisions

.Organizational objective:- To recognize that HRM exists to contribute to organizational effectiveness. HRM is not an end in itself; it is only a means to assist the organization with its primary objectives. Simply stated, the department exists to serve the rest of the organization. Functional objective:- To maintain the department's contribution at a level appropriate to the organization's needs. Resources are wasted when HRM is more or less sophisticated than the organization demands. A department's level of service must be appropriate for the organization it serves. Personal objective:- To assist employees in achieving their personal goals, at least insofar as these goals enhance the individual's contribution to the organization. Personal objectives of employees must be met if workers are to be maintained, retained and motivated. Otherwise, employee performance and satisfaction may decline, and employees may leave the organization. Functions and Activities of HRM In order to achieve the objectives of an organization, the HRM section or department must carry out a number of functions. The key functions of HRM can be summarized as the acquisition, maintenance, development and termination of employees. Acquisition: This is the 'getting' phase of HRM. It includes estimating both the future demand and supply for human resources and integrating these resources into a total human resource strategy. In other words, the objectives and future directions of the organization must be known before any reliable forecasts of people needs can be made. The acquiring process includes recruiting, selection and the socialization or induction of new employees. Maintenance : This is the 'keeping' function and involves providing benefits, services and working conditions that are needed if individuals are to remain committed to the workplace. Development: This encompasses the whole domain of training and development, which has become a major area of concern and expense for organizations. Developing also includes the concepts of organizational change and development and how these processes impact upon employees. Termination: This is the 'saying goodbye' activity and is sometimes known as the

separation phase of employment. It involves such issues as retirement, redundancy, resignation and dismissal. These issues have become of major importance in organizations in recent years. Moreover, there have been many legislative developments in Australia that have had a major impact on the arrangements for terminating the employment contract. (The Howard government is proposing further reforms to industrial relations in Australia in 2005 which will make it easier for employers to terminate employees by reducing their protection against 'unfair dismissal'). The HRM functions are broad sweeping. Within each of these functions there are a number of activities that human resource specialists must carry out if these functions are to be fulfilled. Human resources activities are those actions taken to provide and maintain an appropriate workforce for the organization. The five most common activities of HRM personnel in organizations are identified as: planning for human resource needs staffing identified personnel need performance management and remuneration for employees improving employees and the work environment establishing and maintaining effective working relationships.

Nature / Scope / Characteristics / Features of HRD

The nature / scope / characteristics or features of HRD are as follows :1. Training and Development HRD involves training and developing the employees and managers. It improves their qualities, qualifications and skills. It makes them more efficient in their present jobs. It also prepares them for future higher jobs. 2. Organisational Development (OD) HRD also involves Organisational Development. OD tries to maintain good relations throughout the organisation. It also solves problems of absenteeism, internal conflicts, low productivity and resistance to change.

3. Career Development HRD also involves career planning and development of employees. It helps the employees to plan and develop their careers. It informs them about future promotions and how to get these promotions. So HRD helps the employee to grow and develop in the organisation. 4. Performance Appraisal HRD conducts Performance Appraisal, Potential Appraisal, etc. It informs the employees about their strengths and weaknesses. It also advises them about how to increase their strengths and how to remove their weaknesses. 5. Multidisciplinary HRD is multidisciplinary. That is, it uses many different subjects. It uses education, management, psychology, communication, and economics. HRD uses all these subjects for training and developing the employees. 6. Key Element for solving problems Now-a-days an organisation faces many different problems. These problems are caused due to the economic, technological and social changes. These problems can be solved only by knowledge, skill and creative efforts. This knowledge, skill, etc. is achieved from HRD. Therefore, HRD is a key element for solving problems in the organisation. 7. Continuous in Nature HRD is not a one time affair. It is a continuous process. Development of human resources never stops. This is because continuous changes happen in the organisation and environment.

8. Integrated use of sub-systems HRD system involves the integrated use of sub-systems such as performance appraisal, potential appraisal, career planning, training, etc. 9. Placement HRD places the right man in the right job. Placement is based on performance appraisal, potential appraisal, training, etc. Proper placement gives satisfaction to the employee, and it increases the efficiency. 10. Promotions and Transfer HRD also gives promotions and transfers to the employees based on performance appraisals, etc. 11. Motivation by Rewards HRD also motivates the employees by giving them rewards for performing and behaving better, suggesting new ideas, etc. Financial and non-financial rewards are given.

HRM Policies
Whatever the size of the organization and however the HRM function is structured and located, there will be a need to communicate to employees their terms and conditions of employment. These employment guidelines are usually reflected in the HRM policies. The HRM policies are general statements that serve to guide decision making. As guides rather than as hard and fast rules, policies are somewhat flexible, requiring interpretation and judgment in their use. Some potential policy statements that affect HRM would be: the provision of a safe place for employees to work the encouragement of all employees to achieve as much of their human potential

as possible the provision of remuneration that will encourage a high level of productivity ensuring that current employees are considered first for any vacancy that might occur. the provision for voluntary and involuntary redundancy. Structuring HRM Functions Not all organizations carry out HRM activities in a formal or structured manner. The human resource function seems to undergo change as an organization grows. Small businesses seldom have a formal human resource unit. Rather, other managers or the manager himself or herself handle human resource functions. The main focus in these situations is usually hiring and retaining capable employees. As a firm grows, a separate staff function may be required to coordinate human resource activities. When the organization's human resource function becomes too much for one person to handle, separate sections are created and placed under the control of a human resource manager. These sections will usually perform tasks involving human resource manager. These sections will usually perform tasks involving human resource development, acquisition, compensation, benefits, training, health and safety, industrial relations, and termination. In still larger organizations, the human resource function takes on even more responsibility requiring even greater specialization. The importance an organization assigns to HRM is reflected in the status it has given in its hierarchy. There is evidence that over time this status has assumed increased significance as organizations have recognized the vital contribution that people as resources make to their operations. On the other hand, there has been evidence that many organizations are seeking flatter management structures and as a result are disbanding HR sections and dispersing these functions to line managers. Where human resource departments or sections exist they do so to assist other employees, managers and the organization. They do not have the authority to manage other departments. They have staff authority not line authority. Staff

authority is the authority to advise but not direct. Line authority is the right to direct the operations of those departments that make or distribute the organization's goods and services. Nevertheless staff authority can be quite powerful. In some circumstances the HRM department is granted functional authority over specific issues. Functional authority is the right to make the final decision in specified circumstance, e.g. in order to ensure that consistent recruitment policies are applied across all parts of an organization.

HR PRACTICES IN WIPRO(HUMAN RESOURCE PLANNING)

Planning is very important to our everyday activities. Several definitions have been given by different writers what planning is all about and its importance to achieving our objectives. It is amazing that this important part of HR is mostly ignored in HR in most organizations because those at the top do not know the value of HR planning.Organizations that do not plan for the future have less opportunities to survive the competition ahead. This article will discuss the importance of HR planning; the six steps of HR planning that is: Forecasting; inventory, audit, HR Resource Plan; Auctioning of Plan; Monitoring and Control.

When I look at where we have come, what gives me tremendous satisfaction is not so much the success, but the fact that we achieved this success without compromising on the value we defined for ourselves? Values combined with a powerful vision can turbo-charge a company to scale new heights and make it succeed beyond ones wildest expectations. Azim Premji

Wipro is the first Indian company to adopt Six Sigma Today, Wipro has one of the most mature Six Sigma programs in the industry ensuring that 91% of the projects are completed on schedule, mush above the industry average of 55%. As the pioneers of Six Sigma in India,

Wipro has already put around ten years into process improvement through Six Sigma. Along the way, it has scaled Six Sigma ladder, while helping to rollout over 1000 projects. The Six Sigma program spreads right across verticals and impacts multiple areas such as project management, market development and resource utilization Evolution of Six Sigma at Wipro:Six Sigma at Wipro simply means a measure of quality that strives for near perfection. It is an umbrella initiative covering all business units and divisions so that it could transform itself in a world class organization. At Wipro, it means:(i) Have products and services meet global benchmarks(ii) Ensure robust processes within the organization(iii) Consistently meet and exceed customer expectations(iv) Make Quality a culture within Process of human resource planning at Wipro is done by the top management executives of HRD. They formulate the different polices in reference to the Human Resource Planning. MODEL OF HRP SYSTEM Human Resource Policies: Manpower Planning Recruitment & Selection Training & Development Performance Appraisal Promotion, Transfer, & Demotion

 Administration Section Grievance Handling Kaizen suggestion Welfare Activities Wipros HR Business Process Outsourcing thought leadership Building transformation led and technology enabled Shared Service Centers Promoting enhanced use of HR self-service in client organizations Expanding the HR BPO portfolio, geographically and functionally Engaging with more transformational engagements Expanding language services (Wroclaw, Shanghai, Cebu, and Bucharest)Continuously improving via Six-Sigma and Lean initiatives Leveraging HR domain skills and process knowledge. RECRUITMENT & SELECTION Recruitment refers to the process of screening, and selecting qualified people for a job at an organization or firm, or for a vacancy in a volunteer-based organization or community group. While generalist managers or administrators can undertake some components of the recruitment process, mid- and large-size organizations and companies often retain professional recruiters or outsource some of the process to recruitment agencies. External recruitment is the process of attracting and selecting employees from outside the organization. A)Internal Sources:Promotions and Transfer . Job postings. Employee Referrals B)External Sources:Advertisement. Employment Agencies. On campus Recruitment. Employment exchanges. Education and training institute WIPRO recruitment process:-

Placement Tips Three sections: u have to clear each section separately 15-verbal, 15- apti, 20technicaltime 50 minutes. verbal type :word pair, analogy, fill in the blanks with appropriate words Apti type: people, n chairs/chambers/parking etc all questions of this type and also a paragraph was given and the logical deduction was to be done.4 questions were common from barons Tech type: gk of computers(no programming language questions) 4options for each Interview was in 2 stages , technical was mainly concentrated on data structure and C .. DBMS and CPP was also asked but stress was mainly upon the former, Linux was asked too if it was mentioned in the CV it was grilling and easy for some (there were 7 panels) for the non -IT branch the interview was mainly on their project. HR was also an easy cake, we had to prepare for 2 questions: What u know about Wipro and your strong points, weak point, hobbies nothing else but the most surprising part was that they eliminated more than 50 % of the candidates in the HR only whereas in others HR eliminates only 5-10%.

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