Professional Documents
Culture Documents
Digitally signed by Prof. Ram N. Koner DN: CN = Prof. Ram N. Koner, C = US Date: 2009.08.05 09:52:51 +05'30'
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Business Environment
1. Fierce competition 2. Rising demand for cost-effective solutions/services 3. Rising demand for higher quality of service/product 4. Stringent standards for adherence to regulatory requirements 4 S i d d f dh l i 5. Shortage of trained human resource There is Th i a continuous need f b i ti d for businesses t to: a) Evolve strategies for sustainable long-term growth b) Predict and manage changes in business environment c) Create unique identities that set them apart in the market d) Adopt sustainable strategies for continuous development of human resources
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Values Strategy
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Definition of HRD
A set of systematic and planned activities designed by an organization to provide i members with the i i id its b ih h necessary knowledge and skills to meet current and future job demands demands. 1. Human Resource is the backbone of any organization 2. Properly trained and highly skilled human resource is the greatest asset of an organization g g 3. They contribute to efficiency, growth, increased p productivity and market reputation y p of an organization
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Definition of HRD
To increase effectiveness and potential of human units
Individuals, Roles, Dyads Teams, Inter teams and Organization
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HRD Systems y PMS Appraisal to Process Management pp g Career System Career Plan, Mentoring Reinforcement Reward & Recognition Development Development Of Human Units Culture Values in Action Self Renewal Self Examine, OD, Research Orientation
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Developing Competencies p g p
What is Competency? Competency is the vital behavioral skills skills, knowledge and personal attributes that are translations of organizational capabilities and are deemed essential for success. They distinguish exemplary performers from adequate performers.
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Components of Competency p p y
There are four major components of competency: Skill: capabilities acquired through practice. It can be a financial skill such as budgeting, or a verbal skill such as making a presentation. Knowledge: understanding acquired through learning. This refers to a body of information relevant to job performance. It is what people have to know to be able to perform a j b such as knowledge of policies and f job, h k l d f li i d procedures for a recruitment process.
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Components of Competency p p y
Personal attributes: inherent characteristics which are brought to the job, representing the essential foundation upon which knowledge and skill can be developed. p g p Behavior: The observable demonstration of some competency, skill, knowledge and personal attributes. It p y, , g p is an essentially definitive expression of a competency in that it is a set of action that, presumably, can be observed, taught, learned, and measured.
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Definition of KSA
Knowledge: an organized body of information, usually of a factual f t l or procedural nature which, if applied, makes adequate d l t hi h li d k d t performance on the job possible, e.g., knowledge of EEO and p personnel laws, regulations etc , g Skill: the proficient manual, verbal, or mental manipulation of data or things. Skills are measurable through testing, can be observed, and quantifiable, e.g., skill in counseling, negotiation Ability: the Abilit th power or capacity t perform an activity or t k at it to f ti it task t the present time. Abilities are evidenced through activities or behaviors that are similar to those required on the job, e.g., q j , g, ability to plan and organize work.
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Organizations are driven by human capital and it is i crucial t h i l to have a scientific l k at thi f t i tifi look t this factor of production. HRM: Deals with optimum utilization of p human capital
An integrative & supportive function
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HRM vs. HRD HRM takes the stock of human capital as given and tries to optimally allocate it among different processes /activities such that output is maximized maximized. HRD on the other hand tries to bring about qualitative changes i thi stock of h lit ti h in this t k f human capital in accordance with the needs of the organization ( d strategic) and corporate i ti (read t t i ) d t objectives. It tries to mould the stock as per requirements i t
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Employment Planning
HR Dev.
Comp. Mgmt.
Perf. App. Org design Recruitment Training Job design g Selection Career pl Induction Job analysis y
Job Eva Morale Wages Job satisfaction Communication Grievance Quality of Life Discp. action 21
Perks
Placement
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Industrial Relations
Human resource management (HRM) encompasses many functions Human resource development (HRD) is just one of the functions within HRM
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Organization and job design Performance management/ performance pp y appraisal systems Research and information systems
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Evolution of HRD
Early apprenticeship programs Early vocational education programs Early f t E l factory schools h l Early training for unskilled/semiskilled Human relations movement gp Establishment of training profession Emergence of HRD
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Artisans in 1700s Artisans had to train their own workers Guild schools Early workmens unions)
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Mass production
Semiskilled and unskilled workers Production line one task = one worker
World War I
Retool & retrain Show, T ll D Ch k (OJT) Sh Tell, Do, Check
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Factory system often abused workers Human relations movement promoted better l i db working conditions Start of business & management education y Tied to Maslows hierarchy of needs
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Emergence of HRD g
Employee needs extend beyond the training classroom Includes coaching, group work, and problem solving p y p Need for basic employee development Need for structured career development ASTD changes its name to the American Society for Training and Development
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Line Authority given to managers directly responsible for the production of goods and services (direct function) Staff A th it St ff Authority given to units that advise i t it th t d i and consult line units
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Limits of Authority y
HRM & HRD units have staff authority ( (Overhead function) ) Line authority takes precedence Scope of authority how far (how much) can you authorize?
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HRD Functions
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Organizational Development g p
The process of improving an organizations g effectiveness and members well-being through the application of behavioral science concepts and techniques Focuses on both macro- and micro-levels HRD plays the role of a change agent
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Career Development p
Ongoing p g g process by which individuals y progress through series of changes until they achieve their personal level of maximum achievement.
Career planning Career management
W at What about retention of employees? Whose ete t o o e p oyees? W ose ROLE and RESPONSIBILITY is it?
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Strategic management and HRD g g The supervisors role in HRD Organizational structure of HRD
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Safety Trainer
Sales Trainer
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Consults with corporate strategic thinkers Helps to articulate goals and strategies l i l l d i Develops HR plans Develops strategic planning education and gp g training programs
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HR Systems Designer/Developer y g p
Assists HR manager in the design and development of HR systems p y Designs HR programs Develops intervention strategies Plans HR implementation actions
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Develops more efficient work teams D l ffi i k Improves quality management Implements intervention strategies p g p Develops change reports
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Designs work systems Develops effective alternative work designs l ff i l i kd i Implements changed systems
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Identifies needs of learners Develops and designs learning programs l dd i l i Prepares learning materials and learning aids Develops program objectives, lesson plans, g and strategies
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Instructor/Facilitator
Presents learning materials Leads and facilitates structured learning experiences pp p Selects appropriate instructional methods and techniques Delivers instruction
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Assists individuals in career planning Develops individual assessments Facilitates F ilit t career workshops kh Provides career guidance
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Researcher
Assesses HRD practices and programs Determines HRD program effectiveness i ff i Develops requirements for changing HRD programs to address current and future problems
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Summary of HRD y
HRD is too important to be left to amateurs HRD should be a revenue producer, not a producer revenue user HRD should b a central part of company h ld be t l t f You need to be able to talk MONEY
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Thank You!!!
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