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Chapter 2

Human Resource Development

Human Resources Development

HRD as a theory is a framework for the expansion of


human capital within an organization through the
development of both the organization and the individual to
achieve performance improvement

Definition of HRD :

Definition of HRD A set of systematic and planned


activities designed by an organization to provide
its members with the necessary skills to meet
current and future job demands.

HRD develops the key competencies that enable individuals


in organizations to perform current and future jobs through
planned learning activities. HRD ensures a match between
individual and organizational needs.

According to prof. T V Rao


HRD is a process by which the employees of an
organization are helped in a continuous and planned way
to acquire capabilities required to perform various
functions associated with their present or future roles
,develop their general capabilities as individuals and
discover their own potentials, develop an organizational
culture in which superior subordinate relationship,
teamwork and Finally results will be appreciable.

Meaning of HRD

Rooted in belief that human beings have the


potential to do better
Believe in investment in human beings
Aims at overall development

Features of HRD

HRD is a system

HRD is a planned process

HRD involves development of competencies

HRD improves quality of life

Objectives of HRD

HRD basically aims at developing:


The capabilities of each employees as individual
The capabibilities in relation to his present role
The capabilities of employees for futute role
The relationship between employee and employer
The team spirit and functioning in every organisational unit
Collaburation between departments of organisation

Objectives
Assist the existing and potential customers by
training the employees. Promote a culture of
creativity, innovation, human development,
respect and dignity. Achieve excellence in every
aspect of working life.

Training and development encompasses three


main activities: training, education, and
development

Need for HRD

HRD can be a platform for organizational


transformation, a mechanism for continuous
organisational and individual renewal.

Training
Training is the formal and systematic modification of
behavior through learning which occurs as a
result of education, instruction, development and
planned experience. Development is any learning
activity, which is directed towards future, needs
rather than present needs, and which is
concerned more with career growth than
immediate performance.

Purpose of Training :
To increase productivity and quality To promote
versatility and adaptability to new methods To
reduce the number of accidents To reduce labour
turnover To increase job satisfaction and less
absenteeism To increase efficiency

When does the need for training arise? :

The installation of new equipment or techniques A


change in working methods or products produced
A realization that performance is inadequate,
necessitating the upgrading of some employees A
desire to improve quality. An increase in the
number of accidents Promotion or transfer of
individual employees. Ensures availability of
necessary skills.

Advantages of Training :

Leads to improved profitability and/or more


positive attitudes toward profits orientation. 2.
Improves the job knowledge and skills at all
levels of the organization.
3. Helps people identify with organizational
goals. 4. Improves the relationship between
boss and subordinate. 5. Aids in organizational
dev 7. Helps prepare guidelines for work.

Types of Training Programme

Induction or orientation training


Job Instruction training
Promotional training
Refresher training
Internship training

Training Methods

Induction training

Induction training is important as it enables a


new recruit to become productive as quickly as
possible. It can avoid costly mistakes by recruits
not knowing the procedures or techniques of their
new jobs. The length of induction training will
vary from job to job and will depend on the
complexity of the job, the size of the business and
the level or position of the job within the
business.

The following areas may be included in induction


training:
Learning about the duties of the job
Meeting new colleague
Learning the values and aims of the business
Learning about the internal workings and policies
of the business

On the Job training (OJT)

The most frequently used method in smaller


organizations that is on the job training. This
method of training uses more knowledgeable,
experienced and skilled employees, such as
mangers, supervisors to give training to less
knowledgeable, skilled, and experienced
employees. OJT can be delivered in classrooms as
well.

The techniques for on the job development are:


COACHING
Demonstration
Project
JOB ROTATION
JOB INSTRUCTION TECHNIQUE (JIT)

Coaching

Coaching - a more intensive method of training


that involves a close working relationship
between an experienced employee and the
trainee

Job rotation

where the trainee is given several jobs in


succession, to gain experience of a wide range of
activities (e.g. a graduate management trainee
might spend periods in several different
departments)

Demonestration

Demonstration / instruction - showing the


trainee how to do the job

Projects

Projects - employees join a project team - which


gives them exposure to other parts of the
business and allow them to take part in new
activities. Most successful project teams are
"multi-disciplinary"

Job Instruction Training

Step by step (structured) on the job training


method in which a trainer (1) prepares a trainee
with an overview of the job, its purpose, and the
results desired, (2) demonstrates the task or the
skill to the trainee, (3) allows the trainee to mimic
the demonstration on his or her own, and (4)
follows up to provide feedback and help.

The advantages and disadvantages of this form of


training can be summarised as follows:
Advantages : Generally most cost-effective
Employees are actually productive
Opportunity to learn whilst doing Training
alongside real

Disadvantages
Quality depends on ability of trainer and time
available
Bad habits might be passed on
Learning environment may not be conducive
Potential disruption to production

Off the Job Training

Role Playing
Case Study
Management game
T-group or Sensitivity training
In basket exercise

The main advantages and disadvantages of this


form of training can be summarised as follows:
Advantages : A wider range of skills or
qualifications can be obtained
Can learn from outside specialists or experts
Employees can be more confident when starting
job

DISADVANTAGES

More expensive e.g. transport and


accommodation
Lost working time and potential output from
employee
New employees may still need some induction
training
Employees now have new skills/qualifications and
may leave for better jobs

Trainings link to motivation

Trainings link to motivation


An important part of managing people is to let
them know how they are performing. Various
methods of performance appraisal can be used
and an important output from this process should
be an assessment of an employees training
needs. Training programmes should be focused
on meeting those needs.

Assuming training is effective: then:


Employees feel more loyal to the business
Shows that business is taking an interest in its
workers
Employees should benefit from better promotion
opportunities
Employees to achieve more at work and
perhaps gaining financially from this.

Cross Cultural training

Cross-cultural training is training for


cross-cultural communication and experiences.
Preparing people to work outside their native
country.

Cultural training greatly influences the success of


managers in abroad. Training for a foreign
assignment necessarily involves cross cultural
training and enabling the managers and
employees to adjust to unfamiliar cultures and
foreign ways of doing things.

It must be understood that cross cultural training


has implications for the employee performance so
it is necessary to provide elaborate cross cultural
training. Each employee should be assigned a
mentor in the foreign country whom he/she can
turn to for guidance, moral support and help.

Basic training modules include:


Information about the country, introduction to culture and
history
The norms and values of the society
The role and the characteristics of communication
Social contacts: Friends and acquaintances
Women - life and role
Eating and drinking
The relations at work and management
Education
Studies and professional training
Action plan for the first two months in the country

Performance Management

A performance appraisal, employee


appraisal, performance review, or (career)
development discussion is a method by which
the job performance of an employee is evaluated
(generally in terms of
quality, quantity, cost, and time) typically by the
corresponding manager or supervisor.

. It is the judgement of an employee's

performance in a job based on considerations


other than productivity alone.

AIMS

Generally, the aims of a performance appraisal are to:


Give employees feedback on performance
Identify employee training needs
Document criteria used to allocate organizational rewards
Form a basis for personnel decisions: salary increases,
promotions, bonuses, etc.
Provide the opportunity for organizational diagnosis and
development
Facilitate communication between employee and employer
To improve performance through counseling, coaching and
development.

Methods

The most popular methods used in the


performance appraisal process include the
following:
Management by objectives
360-degree appraisal
Human Resource Accounting Method
Behaviorally anchored rating scales

360 degree feedback, also known as 'multirater feedback', is the most comprehensive
appraisal where the feedback about the
employees performance comes from all the
sources that come in contact with the employee
on his job.

360 degree appraisal has four integral


components
Self appraisal
Superiors appraisal
Subordinates appraisal
Peers appraisals

Self appraisal gives a chance to the employee to look at


his/her strengths and weaknesses, his achievements, and
judge his own performance. Superiors appraisal forms the
traditional part of the 360 degree performance
appraisal where the employees responsibilities and actual
performance is rated by the superior.
Subordinates appraisal gives a chance to judge the
employee on the parameters like communication and
motivating abilities, superiors ability to delegate the work,
leadership qualities etc. Also known as internal customers,
the correct feedback given by peers can help to find
employees abilities to work in a team, co-operation and
sensitivity towards others.

Management by objectives

The modern approach to performance


development has made the performance
appraisal process more formal and structured.
Now, the performance appraisal is taken as a tool
to identify better performing employees from
others, employees training needs, career
development paths, rewards and bonuses and
their promotions to the next levels.

The modern approach to Performance appraisal is


a future oriented approach and is developmental
in nature. This recognizes employees as
individuals and focuses on their development.

HUMAN RESOURCE ACCOUNTING


METHOD
Human resources are valuable assets for every
organization. Human resource accounting method
tries to find the relative worth of these assets in
the terms of money. In this method the
Performance appraisal of the employees is judged
in terms of cost and contribution of the
employees.

Behaviourally Anchoured Rating scales

In this method, an employees actual job


behaviour is judged against the desired behaviour
by recording and comparing the behaviour with
BARS. Developing and practicing BARS requires
expert knowledge.

Competency profiling

Competency profiling is a process that aims to


identify the skills, knowledge, abilities, attitudes
and judgement (or competencies) required for
effectiveness in a specific job role within a
specific organisation

Once a set of competencies has been identified or


provided, these competencies can be applied at
the recruitment stage and can also be used
throughout an employee's career for appraisal,
training and reward purposes.

Competency profiling can be divided into four main


categories:
Job competency profiling - profiling based on the
specific tasks of a particular job
Role competency profiling - profiling based on the
part an individual employee plays in the organisation's
overall success
Functional competency profiling - profiling based on
the skills required of an employee in a particular
function of the business, e.g. marketing or finance
Core competency profiling - profiling based on the
competencies that every employee should have in
keeping with the overall values and vision of the
organisation.

In competency profiling, you identify what skills,


knowledge and behaviors are required to perform
the job well. This adds value to human resource.
The more you develop your people the more you
can enhance organizational capability.
The difference between what skills, knowledge
and behaviors that employees have now and
what they must have is referred to as the
competency gap.

Why competency Profiling is Necessary


Competency profiling is necessary to ensure that
your organization is in a better position to achieve
its business objectives.
An organization may not know whether it is
achieving its objectives. It must formulate clearlydefined standards and the means to attain them.
If you do this, your organization's products and
services can satisfy the requirements of quality,
timeliness and pricing.

Implementation of Competency Profiling


You have the option to carry out competency profiling as stated
below.
Firstly, identify your organization's overall objectives and how
your organization define processes for product or service
delivery.
Secondly, define the quality standards, delivery time-line and
cost in respect of each task.
Thirdly, put in writing whether or not employees have achieved
the required competence. From this, you can identify the
learning objectives. Arrange these in terms of priority.
Lastly, ensure effective implementation throughout your
organization. Make good use of your HRIS.

Performing a skill gap analysis will help a trainer


understand gaps in performance and possible
areas for training and development. Typically a
skill gap analysis is conducted after competency
profiling provides a benchmark of the
competencies needed for ideal performance.

The first step in a skill gap analysis is to clearly


define what ideal performance looks like.
Competency profiling is a method of looking at
the behaviors, skills, knowledge and attitudes
required to excel in a role. Competencies can be
rated as critical or core (a high level of proficiency
is mandatory for success in the role) or preferred
(nice to have to ensure success).

Personal Development Planning

Personal development planning is the process


of creating an action plan based on awareness,
reflection goal-setting and planning for personal
development within the context of a career,
education, or for self-improvement.

The PDP (personal development plan), also called


an IDP (individual development plan) or PEP
(personal enterprise plan), typically includes a
statement of one's aspirations, strengths or
competencies, education and training, and stages
or steps to indicate how the plan is to be realized.
Personal development plans may also include a
statement of one's career and lifestyle priorities,
career positioning, analysis of opportunities and
risks, and alternatives

Personal Development plans


Create your Own Personal Development
Plan to Know, Heal and Expand Yourself
You will never resolve your problems or life issues
if you do not know the specifics of who you are!
Its true the more you know and express your
authentic self, the more meaning, joy and
fulfillment you will have in your life.

Clarify your uniqueness and the gifts you offer


yourself and others.
Know your fundamental life challenges that block
your ability to succeed.
Reveal your underlying semi-conscious motives
Identify how you give away your power.
Know the values that bring you strength.

Manage your time Make the most of the time


of your life.
Enhance your self worth.
Build healthier relationships - Explore your
role in the dynamics of connecting with the
important people in your life. Find more
satisfaction and fulfillment with others.
Expand your creativity
Find your life purpose
As we master one aspect of our life, the other
aspects shift and grow naturally. Focus on
resolving your most important issue and your
whole life improves.

A SMART Action Plan


Specific
Is your goal well-defined? Avoid setting unclear or
vague objectives; instead be as precise as
possible

Measurable
Be clear how you will recognise when you have
achieved your goal. Using numbers, dates and
times is one way to represent clear objectives.

Attainable
Setting yourself unrealistic goals will only end in
disappointment. Make your goals challenging, but
attainable.

Relevant
Ensure that any development actions that you plan
are directly relevant to the international context
that
you are currently, or will be, operating in.

5 Time-bound
Set a time scale for completion of each goal. Even if
you have to review this as you progress, it will help
You to keep you motivated.

What is Employee Counselling?


Employee counselling can be explained as providing help
and support to the employees to face and sail through
the difficult times in life. At many points of time in life
or career people come across some problems either in
their work or personal life when it starts influencing
and affecting their performance and, increasing the
stress levels of the individual. Counselling is guiding,
consoling, advising and sharing and helping to resolve
their problems whenever the need arises.

Performance counselling
Ideally, the need for employee counselling arises
when the employee shows signs of declining
performance, being stressed in office-hours, bad
decision-making etc. In such situations, counselling
is one of the best ways to deal with them. It should
cover all the aspects related to the employee
performance like the targets, employee's
responsibilities, problems faced, employee
aspirations, inter-personal relationships at the
workplace.

Personal and Family Wellbeing : Families and


friends are an important and inseparable part of the
employee's life. Many a times, employees carry the
baggage of personal problems to their workplaces,
which in turn affects their performance adversely.
Therefore, the counselor needs to strike a comfort
level with the employees and, counseling sessions
involving their families can help to resolve their
problems and getting them back to work- all fresh
and enthusiastic.
Other Problems : Other problems can range from
work-life balance to health problems. Counseling
helps to identify the problem and help him / her to
deal with the situation in a better way.

Need of counselling at workplace


Apart from their personal problems, there are various
reasons which can create stress for the employees at the
workplace like unrealistic targets or work-load, constant
pressure to meet the deadlines, career problems,
responsibility and accountability, conflicts or bad interpersonal relations with superiors and subordinates,
problems in adjusting to the organizational culture.
Counselling helps the employee to share and look at his
problems from a new perspective, help himself and to
face and deal with the problems in a better way.
Counselling at workplace is a way of the organisation to
care about its employees.

Conclusion:
Counselling can go a long way in helping the employees
to have better control over their lives, take their
decisions wisely and better charge of their
responsibilities, reduce the level of stress and anxiety.
Counselling of employees can have desirable
consequences for the organisation. It helps the
organisation when the employees know that the
organization cares for them, and build a sense of
commitment with it. It can prove to be of significant help
to modify the behaviour of the employees and more so
to re-enforce the desired behaviour and improve and
increase the employee productivity.

Job enlargement and enrichment

Job enrichment is an attempt to motivate


employees by giving them the opportunity to use
the range of their abilities. It is an idea that was
developed by the American psychologist Frederick
Hertzberg in the 1950s

Job enrichement allows employees to have more


control over their work. Job Enrichment should be
distinguished from enlargement job enlargement
attempts to make a job more varied by removing
the dullness associated with performing repetitive
operations. In job enrichment, the attempt is to
build in to jobs a higher sense of challenge and
achievement. The accumulation of achievement
must lead to a feeling of personal growth
accompanied by a sense of responsibility.

How to enrich a job


A job may be enriched by giving it Varity, and also
may be enriched by :
1. Given worker more latitude in deciding about such
things as work method, sequences and pace or by
letting them make decisions about accepting or
rejecting materials :
2. Giving workers a feeling of personal responsibility
for their tasks.
3. Taking steps to make sure that people can see how
their tasks contribute to a finished products and the
welfare of the enterprises.

4. Giving people feedback on their job performance


preferable before their supervisors get in and
5. Involving workers in analysis and change of
physical aspects of the worker environment such as
lay out of office or plant, temperature, lighting and
cleanliness.
Thus in an enriched job the employee know the
overall deadlines and the quality standard he must
meet and with in that frame work plans the order in
which he will take the various task and the time that
should be devoted to each one. He holds himself
responsible both for meeting the deadline and for
producing the work of necessary quality

Job Enlargement
Job enlagement increases the number of tasks
an individual performs. It is the horizontal
expansion of a job. It involves the addition of
tasks at the same level of skill and
responsibility. It is done to keep workers from
getting bored. This would also be considered
multi tasking by which one person would do
several persons jobs, saving the company
money and man hours that normally would be
paid to additional workers.

Job Enlargement vs Job Enrichment


The difference between job enrichment and job
enlargement is quality and quantity. Job enrichment
means improvement, or an increase with the help of
upgrading and development, whereas job
enlargement means to add more duties, and an
increased workload. By job enrichment, an employee
finds satisfaction in respect to their position and
personal growth potential, whereas job enlargement
refers to having additional duties and responsibilities
in a current job description.

Job enlargement is a vehicle employers use to put additional


workload on employees, perhaps in economical downtime.
Due to downsizing, an employee might feel lucky to have a
job at all, despite the fact that his duties and responsibilities
have increased. Another approach is that by adding more
variety and enlarging the responsibilities will provide the
chance of enhancement and more productivity. Job
enrichment involves organizing and planning in order to gain
more control over their duties and work as a manager. The
execution of plans and evaluation of results motivates
workers and relieves boredom. Job enlargement and job
enrichment are both useful for motivating workers to
perform their tasks enthusiastically.

Summary

Job enlargement means taking charge of more duties and


responsibilities which are not mentioned in the job
description.
Job enrichment gives more control and managerial access
to perform tasks and responsibilities.
Job enlargement is horizontal, whereas job enrichment is
vertical expansion.
Job enlargement and job enrichment are tools for
motivation and growth.

Competency

A Competency is an underlying characteristic of a


person which enables him /her to deliver superior
performance in a given job, role or a situation.

Competency Mapping
Competency mapping is a process by which
organisations assess the key competencies
required for a particular position and how the
strengths and weaknesses of their present and
potential employees match up to these
requirements.

Individual employees can also use competency


mapping to judge their own performance and
behaviour and assess where they need to
improve to do better in their career.

This process may involve filling up a questionnaire


or a one on one interview in which employees are
asked about their job profiles and behavioural
requirements. This data is collected, compared
and analysed, and once a larger picture is
available, key competencies for each position in
the firm can be drawn out.

Uses of competency mapping


Candidate appraisal for recruitment
Employee potential appraisal for promotion or
functional shift
Employee training need identification
Employee performance diagnostics
Employee self development initiatives.

Expected outcomes
Uncover the gap of required and actual
competency needed for strategic goals.
Right match of job and people.
Improved Customer experience.
Succession planning.
Optimum utilization of training programs

Competency mapping also gives a good picture of


the strengths and weaknesses of the organization
itself, in terms of how it can fare against its
competitors and how well equipped it is in
meeting its own goals and objectives.

The steps involved in competency mapping

Step 1 : Job Analysis

List down all the activities/tasks

Step 2 : Competency based job description

Step 3 : Identifying minimum acceptable level of


Competency

Step 4 : Development plan

career
A career is a series of positions or jobs held by a
person during the course of his working life. It
consists of a series of properly sequenced role
experience leading to an increasing level of
responsibility, status, power and rewards.

Career management
The career management process begins with
designing and implementing goals, plans and
strategies to enable the organisation to satisfy
employee needs while allowing individuals to
achieve their career goals.

Career Planning
Career planning is the process by which one selects
career goals and the path of these goals.
career Development
Career development involves those personal
improvements one undertakes to achieve a
personal career plan

career management is about lifelong time


management. It means taking time out, in fact,
from a pressurized routine to perform a detailed
review of who you are and where you are going. A
career review is something you should do
regularly, setting short-, medium- and long-term
goals

If you manage your career, actively and


consciously, you will make it work better for you.
Those who plan their working lives are more
successful and more satisfied. They have thought
about the work they want to do, and are actively
pursuing it.

Career management is
about:
Discovering the kind of work you find most
stimulating and enjoyable, renegotiating your job so
that you can do it ...;

Discovering fields of work (including jobs you didn't


know existed) where you can make a difference;

Striking a balance between what you are looking for


and what the world has to offer;

Setting goals - these goals may be financial, learning


goals, or personal goals, and setting out the steps on
your journey;
Achieving the right life/work balance - making room
for learning, family, relationships;
Making sure that work provides the things that
motivate you most status, recognition,
independence, learning
Planning for retirement or changes of lifestyle

Knowledge Management
In simpler terms, Knowledge Management seeks
to make the best use of the knowledge that is
available to an organization, creating new
knowledge in the process.
Knowledge management signifies capturing
knowledge from where it is available and
disseminating to where it is requied

Knowledge Management is the discipline of


enabling individuals, teams and entire
organisations to collectively and
systematically create, share and apply
knowledge, to better achieve their
objectives"

The Benefits of
Knowledge Management

Whether to minimize loss and risk, improve


organizational efficiency, or embrace innovation,
Knowledge Management efforts and initiatives
add great value to an organization

Knowledge Management:
Facilitates better, more informed decisions
Contributes to the intellectual capital of an
organization
Encourages the free flow of ideas which leads to
insight and innovation
Eliminates redundent processes

streamlines operations, and enhances employee


retention rates
Improves customer service and efficiency
Can lead to greater productivity

The challenge of Knowledge Management is to


determine what information within an
organization qualifies as "valuable..
All information is not knowledge, and all
knowledge is not valuable.
The key is to find the worthwhile knowledge
within a vast sea of information.

Knowledge Management is about


people

It is directly linked to what people know, and how,


what they know can
support business and organizational objectives.
It draws on human competency, intuition, ideas,
and motivations.
It is not a technology-based concept. Although
technology can support a
Knowledge Management effort, it shouldn.t begin
there

Successful knowledge management often


requires a cultural change within an
organization, and the most common problem with
knowledge management is thatinterpersonal and
cultural issues have not been adequately
addressed.

To create an environment in which every


individual's knowledge is valued and rewarded,
encouraging the individual to share knowledge is
critical and shouldn't be underestimated.
Incentives are often used to encourage the
sharing of knowledge, but care must be exercised
so that the quality and relevance of the
information remains consistent. Ideally,
contributing to a knowledge management
program should be its own reward and should
improve work quality for participating individuals

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