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HUMAN RESOURCE DEVELOPMENT

Expectations???

Chapter (1) An Introduction to HRD

Definition of HR Development: Human Resource Development is the part of human resource management that specifically deals with training and development of the employees in the organization. Human resource development includes training a person after he or she is first hired, providing opportunities to learn new skills and any other developmental activities his or her job actually requires.

Unlike other resources, human resources have rather unlimited potential capabilities. The potential can be used only by creating a climate that can continuously identify, bring to surface, nurture and use the capabilities of people. Human Resource Development (HRD) system aims at creating such a climate. HRD concept was first introduced by Leonard Nadler in 1969 in a conference in US. He defined HRD as those learning experience which are organized, for a specific time, and designed to bring about the possibility of behavioral change.

From HR to HRD HRD combines the primary elements of HR or the people, with the development of both people and the organization. Gilley, Eggland, and Gilley (2002) refer to the development of people as the increase in knowledge, abilities, and competencies with the purpose of improving the overall effectiveness of an organization. This development encompasses the first two areas defining HRD, (1) Individual Development (ID) and (2)Career Development (CD).

By developing people within an organization, Performance Improvement (PI) - the third element of HRD- helps improve productivity and quality, which creates a higher probability of increased financial profitability. The fourth and final element of HRD is Organizational Development (OD). Gilley , Eggland, and Gilley describe OD as the continuous improvements of an organizations culture through intervention activities related to the vision, mission, values, policies, procedures, and overall working environment.

For an organization to be competitive and productive a continuous cycle of improvement and change needs to exist. With this in mind , the primary goal of HRD is Performance Improvement and Organizational Development & change. *Bringing ID, career development, performance management, and OD together as the foundation of HRD, Gilley and Maycunich (2000) define HRD as: [the process of facilitating organizational learning, performance, and change through organized (formal and informal) interventions,

initiatives, and management actions for the purpose of enhancing an organizations performance capacity, capability, competitive readiness, and renewal ]. Hence, in relation to HRD, HR professionals have the opportunity to create a learning environment through both formal and informal individual development activities. These initiatives are the foundation for creating a learning organization with a culture focused on identifying gaps in performance and implementing solutions to close them.

THE CONCEPT OF HUMAN RESOURCE DEVELOPMENT Human resource development in the organisation context is a process by which the employees of an organisation are helped, in a continuous and planned way to: 1- Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles; 2- Develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organisational development purposes; and 3- Develop an organisational culture in which supervisorsubordinate relationships, teamwork and collaboration among sub-units are strong and contribute to the professional well being, motivation and pride of employees.

Difference between HRD and HRM: Both are very important concepts of management specifically related with human resources of organisation. Human resource management and human resource development can be differentiated on the following grounds: 1- The human resource management is mainly maintenance oriented whereas human resource development is development oriented. 2-Human resource management mainly aims to improve the efficiency of the employees whereas aims at the development of the employees as well as organisation as a whole. 3- HRM motivates the employees by giving them monetary incentives or rewards whereas

whereas human resource development stresses on motivating people by satisfying higher-order needs. 4- Responsibility of human resource development is given to the personnel/human resource management department and specifically to personnel manager whereas responsibility of HRD is given to all managers at various levels of the organisation. THE NEED FOR HRD

HRD is needed by any organisation that wants to be dynamic and growth-oriented or to succeed in a fastchanging environment. Organisations can become dynamic and grow only through the efforts and competencies of their human resources. Personnel policies can keep the morale and motivation of employees high, but these efforts are not enough to make the organisation dynamic and take it in new directions. Employee capabilities must continuously be acquired, sharpened, and used. For this purpose, an enabling organisational culture is essential. When employees use their initiative, take risks, experiment, innovate, and make things happen, the organisation may be said to have an enabling culture.

Even an organisation that has reached its limit of growth, needs to adapt to the changing environment. No organisation is immune to the need for processes that help to acquire and increase its capabilities for stability and renewal. HRD FUNCTIONS The concept of development should cover not only the individual but also other units in the organisation. In addition to developing the individual, attention needs to be given to the development of stronger dyads, i.e., twoperson groups of the employee and his boss. Such dyads are the basic units of working in the organisation. HENCE

development would involve developing a climate conducive for their effectiveness, developing selfrenewing mechanisms in the organisations so that they are able to adjust and pro-act, and developing relevant processes which contribute to their effectiveness. Therefor, the goals of the HRD systems are to develop: 1- The capabilities of each employee as an individual. 2- The capabilities of each individual in relation to his or her present role. 3- The capabilities of each employee in relation to his or her expected future role(s). 4- The dyadic relationship between each employee and his or her supervisor.

5- The team spirit and functioning in every organisational unit (department, group, etc.). 6- Collaboration among different units of the organisation. 7- The organisations overall health and selfrenewing capabilities which, in turn, increase the enabling capabilities of individuals, dyads, teams, and the entire organisation. Features of Human Resource development

The essential features of human resource development can be listed as follows: Human resource development is a process in which employees of the organisations are recognized as its human resource. It believes that human resource is most valuable asset of the organisation. It stresses on development of human resources of the organisation. It helps the employees of the organisation to develop their general capabilities in relation to their present jobs and expected future role.

It emphasise on the development and best utilization of the capabilities of individuals in the interest of the employees and organisation. It helps is establishing/developing better interpersonal relations. It stresses on developing relationship based on help, trust and confidence. It promotes team spirit among employees. It tries to develop competencies at the organisation level. It stresses on providing healthy climate for development in the organisation.

HRD is a system. It has several sub-systems. All these sub-systems are inter-related and interwoven. It stresses on collaboration among all the sub-systems. It aims to develop an organisational culture in which there is good senior-subordinate relations, motivation, quality and sense of belonging. It tries to develop competence at individual, inter-personal, group and organisational level to meet organisational goal. It is an inter-disciplinary concept. It is based on the concepts, ideas and principles of sociology, psychology, economics etc.

It form on employee welfare and quality of work life. It tries to examine/identify employee needs and meeting them to the best possible extent. It is a continuous and systematic learning process. Development is a life long process, which never ends. Benefits of Human Resource Development Human resource development now a days is considered as the key to higher productivity, better relations and greater profitability for any organisation. Appropriate HRD provides unlimited benefits to the concerned organisation. Some of the important benefits are:

HRD (Human Resource Development) makes people more competent. HRD develops new skill, knowledge and attitude of the people in the concern organisations. With appropriate HRD programme, people become more committed to their jobs. People are assessed on the basis of their performance by having a acceptable performance appraisal system. An environment of trust and respect can be created with the help of human resource development.

Acceptability toward change can be created with the help of HRD. Employees found themselves better equipped with problem-solving capabilities. It improves the all round growth of the employees. HRD also improves team spirit in the organisation. They become more open in their behaviour. Thus, new values can be generated. It also helps to create the efficiency culture In the organisation. It leads to greater organisational effectiveness. Resources are properly utilised and goals are achieved in a better way.

It improves the participation of worker in the organisation. This improve the role of worker and workers feel a sense of pride and achievement while performing their jobs. It also helps to collect useful and objective data on employees programmes and policies which further facilitate better human resource planning. Hence, it can be concluded that HRD provides a lot of benefits in every organisation. So, the importance of the concept of HRD should be recognised and given a place of eminence, to face the present and future challenges in any organisation.

Chapter (2)
HR Development: where to begin???

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" . Hence, HRD includes the areas of training and development, career development, and organization development. The goal of HRD is to improve the performance of our organizations by maximizing the efficiency and performance of our people. We are going to develop our knowledge and skills, our actions and standards, our motivation, incentives, attitudes and work environment. The operative word here is IMPROVEMENT and the obvious Question is: HOW??

Ch.(2) (A)- GAP ANALYSIS

Gap analysis compares the gap between an organizations actual performance against its potential performance. In gap analysis, you typically list out the organizations current state, its desired state, and a comprehensive plan to fill out the gap between these two states. In order to do so, we need to know the following: 1- the organizational current performance. (sales volume, profit margin, and customer satisfaction) 2- the size of the Gap (strategic targets vs. actual results); and 3- causes of the Gap (Human Resources performance) across the board.

And when we talk about HR performance, we mean the results of employees performance appraisal. The results of such appraisals can also present whats known as the Performance GAP. *Performance gap analysis determines what aspects are lacking in the performance of an employee in a particular position. *performance gap analysis also determines what additional skills and training may be needed to bring individual employees or even an entire department up to an acceptable standards of performance.

STEP 1- Performance Mapping One of the first tasks in performance gap analysis is creating a performance map describing the behaviors of high-performing individuals in a particular job role. This performance map provides a blueprint (or a benchmark) against which to compare the performance of other employees. STEP 2- Market Competitiveness Performance gap analysis can also help your company enhance its competitive standing in its market when compared with other companies performing similar jobs in similar activities.

In this instance, the performance of your company is compared with a set of industryestablished benchmarks, or with the stated strategic goals of your company. These benchmarks can refer to companies that have acquired large market share and/or achieved excellent profit levels. STEP-3 Addressing Performance Gaps Depending on the results of the performance gap analysis, your plan of action may involve additional training for your staff, purchasing new equipment or making alterations in the design of your Org.

* STEP 4- A follow-up procedure A follow-up performance gap analysis performed after changes have been implemented can determine whether the deficiencies and shortcomings evident in the first evaluation have been remedied. Hand-out Performance gap analysis form

Ch.(2) (B) PERFORMANCE APPRAISAL


What is Performance Appraisal?
A performance appraisal is a review and discussion of an employee's performance of assigned duties and responsibilities. The appraisal is based on results obtained by the employee in his/her job, not on the employee's personality characteristics. The appraisal measures skills and accomplishments with reasonable accuracy and uniformity. It provides a way to help identify areas for performance enhancement and to help promote professional growth. It should not, however, be considered the supervisor's only communication tool. Open lines of communication throughout the year help to make effective working relationships.

Each employee is entitled to a thoughtful and careful appraisal. The success of the process depends on the supervisor's willingness to complete a constructive and objective appraisal and on the employee's willingness to respond to constructive suggestions and to work with the supervisor to reach future goals. Why Appraise Performance? Periodic reviews help supervisors gain a better understanding of each employee's abilities. The goal of the review process is to recognize achievement, to evaluate job progress, and then to design training for the further development of skills and strengths. A careful review will stimulate employees interest and improve job performance.

A Pay-for-Performance Structure Annually, the appropriate supervisor evaluates each employees performance. In the case where an employee has changed jobs part-way through the appraisal period, both of the employees supervisors during the appraisal period should submit an appraisal of the employees performance. During the performance evaluation process, the most recent job description on file with Human Resources will be reviewed and updated if necessary, by both the employee and the supervisor.

What Is the Difference Between Performance Appraisal & Evaluation? In practice, performance appraisal and evaluation are used interchangeably. Both refer to a process by which your employer reviews how well you've done your job and possibly determines any increases in salary or benefits you'll receive as a result. However, Evaluation is one step in a performance appraisal, which in turn is a broader part of an organization's performance management system. In an evaluation, a person intimately aware of an employee's work -- such as a supervisor, manager or peer -- provides feedback on measures such as work quality, punctuality and job skills.

In a less traditional way , performance appraisals attempt to assess the overall value of an employee's work in terms of his/her contribution to the overall business objectives. The purpose of Performance Appraisal Companies use performance appraisals for evaluation and developmental purposes. A properly executed appraisal acts as a basis for hiring new employees, training and development of current employees, restructuring of workflow and employee motivation. Performance appraisals offer evidence for pay increases or for terminations. Well-designed performance appraisals can start dialogue between supervisors, direct reports and co-workers that may result in positive outcomes for the individuals and the business.

The performance appraisal scheme A quality performance appraisal scheme has a set of clearly defined parameters. The documentation, whether electronic or written, includes ways to assess performance based on job-relevant skills and knowledge. Evaluations should not include assessment of employees personality of work style, but should include a review of communication techniques and behavior as it relates to interpersonal interaction. The time frame A formal performance review should take place annually. In addition, managers must communicate with employees between formal appraisals to keep them motivated and focused on personal and company objectives.

. Performance management These regular communications serve as praise for good performance and a means of stopping poor habits and behaviors before they affect the annual review scores. This is called:

performance management: will be discussed in the following section ( C )


2 Issues regarding performance appraisal systems *No appraisal system, regardless of how sophisticated, is completely objective. Problems arise when evaluators tend to give overly lenient or overly strict ratings on a consistent basis.

Personal prejudices can skew results, as can poorly defined standards of measurement. Finally, employees must view the system as fair and just for the results to impact their behaviors and job performance. If employees do not see the process as a credible one, it loses validity and value overall. The Downside 0f performance appraisal Talk to any group of human resources and business leaders and you're likely to hear many opinions about the fairness, accuracy and usefulness of performance appraisals and employee evaluations. A 2010 "Wall Street Journal" article said that everyone "hates" performance appraisals and likened them to rotten milk.

Among the criticisms are that they're tied to a date on the calendar, rather than need, and that few people get to say what they really think. The process also drives home the illusion that the boss's opinion is the key to an employee's pay raise and career progress. But evaluations and appraisals can also be litigation risk factors. The legal experts on Saudi labour Courts procedures" are saying that: as faulty as they might be, evaluations and appraisals are often required in court cases litigated by employees against their employers.

We continue here

Performance management

Ch.(4) PERFORMANCE MANAGEMENT


Employee Performance Management is a process for establishing a shared workforce understanding about what is to be achieved at an organisation level. It is about aligning the organisational objectives with the employees' agreed measures, skills, competency requirements, development plans and the delivery of results. The emphasis is on improvement, learning and development in order to achieve the overall business strategy and to create a high performance workforce.

How Annual Appraisals are Different But Part of Performance Management??? Most organisations have some type of employee appraisal system, and many are experiencing the shortcomings of manual staff evaluation systems. When discussing workforce performance the most commonly asked question is "How does Performance Management differ from performance appraisals or staff reviews"? Performance Management is used to ensure that employees' activities and outcomes are congruent with the organisation's objectives and entails specifying those activities and outcomes that will result in the firm successfully implementing the strategy. An effective Performance Management process establishes the groundwork for excellence by:

Linking individual employee objectives with the organisation's mission and strategic plans. The employee has a clear concept on how they contribute to the achievement the overall business objective, Focusing on setting clear performance objectives and expectations through the use of results, actions and behaviours, Defining clear development plans as part of the process, and Conducting regular discussions throughout the performance cycle which include such things as coaching, mentoring, feedback and assessment.

Performance appraisal properly describes a process of judging past performance and not measuring that performance against clear and agreed objectives. Performance Management shifts the focus away from just an annual event to an on-going process. The following Figure is a process diagram that provides a graphical view of the major differences between the two processes

Typical Outcomes from Annual Appraisals:1- Misdirected Bonuses 2- Too Painful, Emotionally Charged 3- Poor Understanding of Expectations 4- Bad Timing 5- Subjective Manager Opinion 6- Performance Not Aligned to Promotions 7- Poor Development Opportunities 8- No Consequence For Non-Participation Typical Outcomes from Performance Management

1- Communication Improves 2- Everyone Knows the Rules 3- Better Recording Opens Up Communication 4- Frequent Communication Reduces Stress 5- Appraisals Become Relevant for Everyone 6- Employee Learning and Development Starts to Happen.

The Performance Management Process Model

Key Tools
Performance Dialogue (PD) (handout): The PD form has been developed by staff across Cornell, and the current version includes revisions from a 2009 pilot delivered to five colleges and units. Individual Goal Alignment (handout): A tool to help staff and supervisors track and assess progress towards individual goals through regular discussion with a quarterly check-in on progress. Individual Development Plan (IDP) (handout): A tool for staff members and supervisors to use to mutually create yearly individual development plans. When developing the plan, align the goals of the IDP with the goals of the department, unit, and university. Link the action items on the IDP to the areas most critical to success in the position. Generally, meeting the goals are predominantly the responsibility of the staff member.

An Effective Performance Management Process (PMP): Maximizes staff engagement, development, and performance Is consistent across units to enhance full development and utilization of talent Remains flexible, efficient, measurable, fair, transparent Provides better alignment of staff roles and goals with the organizations mission Promotes on-going and proactive succession management

Preparation and Planning for Performance Management

Much work is invested, on the front end, to improve a traditional employee appraisal process. In fact, managers can feel as if the new process is too time consuming. Once the foundation of developmental goals is in place, however, time to administer the system decreases. Each of these steps is taken with the participation and cooperation of the employee, for best results. Performance Management and Development in the General Work System:-

Define the purpose of the job, job duties, and responsibilities. Define performance goals with measurable outcomes. Define the priority of each job responsibility and goal. Define performance standards for key components of the job. Hold interim discussions and provide feedback about employee performance, preferably daily, summarized and discussed, at least, quarterly. (Provide positive and constructive feedback.)

Maintain a record of performance through critical incident reports. (Jot notes about contributions or problems throughout the quarter, in an employee file.) Provide the opportunity for broader feedback. Use a 360 degree performance feedback system that incorporates feedback from the employee's peers, customers, and people who may report to him. Develop and administer a coaching and improvement plan if the employee is not meeting expectations. Immediate Preparation for the Performance Development Planning Meeting:-

1- Schedule the Performance Development Planning (PDP) meeting and define pre-work with the staff member to develop the performance development plan (PDP). 2- The staff member reviews personal performance, documents self-assessment comments and gathers needed documentation, including 360 degree feedback results, when available. 3- The supervisor prepares for the PDP meeting by collecting data including work records, reports, and input from others familiar with the staff persons work. 4- Both examine how the employee is performing against all criteria, and think about areas for potential development

5- The supervisor discusses performance for the quarter and suggests ways in which the staff member might further develop his performance. 6- Add the supervisor's thoughts to the employee's selected areas of development and improvement. 7- Discuss areas of agreement and disagreement, and reach consensus. 8- Examine job responsibilities for the coming quarter and in general. 9- Agree upon standards for performance for the key job responsibilities. 10- Set goals for the quarter. 11- Discuss how the goals support the accomplishment of
the organization's business plan, the department's objectives and so on.

12- Agree upon a measurement for each goal. 13- performance is satisfactory, establish a development plan with the staff person, that helps him grow professionally in ways important to him. 14- If performance is less than satisfactory, develop a written performance improvement plan, and schedule more frequent feedback meetings. Remind the employee of the consequences connected with continued poor performance. 15- The supervisor and employee discuss employee feedback and constructive suggestions for the supervisor and the department.

16- Discuss anything else the supervisor or employee would like to discuss, hopefully, maintaining the positive and constructive environment established thus far, during the meeting. 17- Mutually sign the performance development tool to indicate the discussion has taken place. 18- End the meeting in a positive and supportive manner. The supervisor expresses confidence that the employee can accomplish the plan and that the supervisor is available for support and assistance. 19- Set a time-frame for formal follow up, generally quarterly.

20- Following the Performance Development Process Meeting:-

If a performance improvement plan was necessary, follow up at the designated times. Follow up with performance feedback and discussions regularly throughout the quarter. (An employee should never be surprised about the content of feedback at the performance development meeting.) The supervisor needs to keep commitments relative to the agreed upon development plan, including time needed away from the job, payment for courses, agreed upon work assignments and so on.

The supervisor needs to act upon the feedback from departmental members and let staff members know what has changed, based upon their feedback. Forward appropriate documentation to the Human Resources office and retain a copy of the plan for easy access and referral. How to Develop a Performance Management System
1- Evaluate your current performance appraisal process 2- Identify organizational goals 3- Set performance expectations 4- Monitor and develop their performance throughout the year. 5- Evaluate their performance 6- Set new performance expectations for the next year

Ch.(2) D- Training Need Analysis

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