HRD: Concept

Concept of HRD
Human Resource Development is a
positive concept.
It is based on the belief that an investment
in human beings is necessary and will
invariably bring in substantial benefits to
the organization.
It aims at overall development of the
human resource in order to contribute to
the
well
being
of
the
individual,
organization and the society at large.

Concept of HRD
It is rooted in the belief that human
beings have the potential to do better.
It places a premium on the dignity and
tremendous latent energy of people.
Where balance sheets show people on the
debit side, HRD seeks to show them as
assets on the credit side.

HRD Macro & Micro

perspective

HRD at the macro level is

concerned with the development of
people for the nations well being.
HRD at micro level talks of the
organizations manpower, planning,
selection, training, performance
appraisal, development, potential
appraisal, compensation,
organizational development etc.

HRD the philososphy

People can do better; they can do wonders.

Involve them, trust them, empower them.
Focus on their strengths & help them
overcome their weaknesses.
Integrate the needs & aspirations of
individuals into the strategic goals of the
organization for better results.
Encourage individual initiative.

HRD the philososphy

Employees are valued assets support and
manage them
Strategy is important formulate it
meticulously
Culture is imperative consider it with right
spirit
Commitment is more than effective than
compliance
Line supervision performs a key role
remember it

Evolution of the Concept of

HRD

The commodity concept labour to be bought and sold,

wages based on demand and supply, no governmental
protection to the labour

The factor of production concept like money, material,

land etc. Workers are like tools.

The goodwill concept welfare measures like safety,

lunchroom, first-aid etc. introduced

Paternalism

management

assumes

fatherly

responsibilities & protective attitude

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Evolution of the Concept of HRD

Humanitarian

concept

physical,

social

and

psychological needs of the workers are met

The human resource concept most valuable assets;

conscious effort by the organization for their needs and
aspirations to be satisfied

The emerging concept employees must be accepted

as partners (decision-making, empowerment); must be
provided opportunities for growth & self-fulfillment
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3) Proactive function, trying to

1) Maintenance oriented

2) An independent function with

ndependent sub functions

3) Reactive functions responding to events

as and when they take place.

anticipate and get ready with

appropriate responses.
4) Responsibility of all managers in
the organization.
5) Emphasis is on higher order
needs such as how to design jobs
with stretch pull and challenge how

4) Exclusive responsibility of personnel

to improve creativity ad problem

department

solving skills, how to empower

5) Emphasis is put on monetary rewards

people in all respects etc.

6) Improved performance is the result of

mproved satisfaction and morale

6) Better use of human resources

leads to improved satisfaction and
morale.

7) Tries to improve the efficiency of people

7) It tires to develop the

and administration.

organization and its culture as a

whole.

PERSONNEL
FUNCTION

HRD FUNCTION9

Objectives of HRD
HRD aims at developing:
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 employer
10

continued
5.

6.

7.

The team spirit and functioning in every

unit
Collaboration among different units of the
organization
The organization's overall health and selfrenewing capabilities

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Characteristics of HRD
It is a process by which the employees of an
organization are helped to help themselves.
HRD is a
system with
several
interdepende
nt parts
HRD
improves
quality of
life

HRD is an
interdisciplinary
concept.

It is a planned, systematic
and continuous process of
development.

It involves development of
competencies at 4 levels
individual, interpersonal,
group and organizational
levels.
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Characteristics of HRD

HRD is a system with several interdependent parts (procurement, appraisal,

development).

It is a planned, systematic and continuous process of development.

It

involves

development

of

competencies

at

levels

individual,

interpersonal, group and organizational levels.

HRD is an interdisciplinary concept, borrowing ideas, principles, concepts and

practices

from

psychology,

anthropology,

political

science,

sociology,

economics etc.

HRD improves quality of life by not only giving the employees meaningful and
challenging work but also by implementing various employee welfare policies

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HRD Mechanisms

HRD subsytems and HRD instruments are

tools used to spread the spread the HRD
efforts into the organization

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HRD as a Total System

Performance appraisal
Potential appraisal
Review discussions
Feedback and counseling sessions
Training & development
Organization development
Career planning
Rewards
Employee welfare & quality of work life
Human resource information system
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Performance & Potential

Appraisal

Evaluating
performance
Performance targets
are set.
Actual performance is
measured objectively
and accurately.
Picture of current and
past performance
through appropriate
methods

Evaluating potential
Latent talents are
explored.
Assessment of future
roles that can be
assigned
Picture of abilities to
assume challenging
responsibilities
through appropriate
methods
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T & D and OD

Training is a learning
experience designed
for permanent change
in individual that will
improve his abilities.
Development is a
future-oriented
training process
focusing on the
personal growth of the
employee.

OD is a planned change
effort on an entire org or
on a large subsystem.
Change agent is usually
a third party well versed
in behavioral sciences.
The change agent
studies the
psychological climate
before charting a course
of action.
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Career Planning & Rewards

A career is a sequence
of positions held by a
person in the course
of a lifetime.
CP does not guarantee
success but without it
employees are rarely
able to encash various
opportunities that
come their way.

Intrinsic rewards come

from the job itself such
as feeling of pride and
achievement.
Extrinsic rewards are
pay, promotions,
increments and
benefits.
Rewards should have
external, internal and
individual parity.
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Review discussions &

feedback

Review discussions
Informal process
Discuss performance
at intervals
Lesser than one year

Feedback

Superior observe/
identify/provide
Communication
Communicate routine , procedural
and to
jobjuniors on
feedback
related information
those areas which are
Organizational communication includes
unidentified by the
management control and directives , sharing
candidate
of achievements , percolation
of policy himself
and
objectives , steps on problem solving ,
employee involvement

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Employee welfare QWL

For lower level
employees who
perform
monotonous tasks
Nurture and nourish
them

Medical insurance
Disability insurance
Post retirement benefits
Children's education
Holidays
vacations

Degree to which
members of a work
organization are able to
satisfy personal needs
Adequate and fair
compensation
Safe and healthy working
conditions
Opportunity to use and
develop human capacities
Opportunity for career
growth
Social integration
Social relavance

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21

What We Need to Know About Training and

Development for
the 21st Century
Training and development play a significant
Training and development play a significant

role
role in
in achieving
achieving aa companys
companys strategic
strategic goals.
goals.
Training is crucial to bring about change and
Training is crucial to bring about change and
the
the operation
operation of
of aa world-class
world-class organization.
organization.
Recognition of cultural differences and
Recognition of cultural differences and
different
different work
work practices
practices and
and approaches
approaches is
is
important.
important.
Training and development programs must be
Training and development programs must be
monitored
monitored to
to respond
respond to
to changing
changing needs.
needs.
Training and development must be
Training and development must be
differentiated.
differentiated.

Human Resource Development: Relation to Other HRM

Functions

Work/Job
Analysis
Staffing
Process
Performance
Management
Systems

Organizational
Change
Human Resource
Development
Activities
Organizational
Design

HRD Responsibilities Within

an Organization
Employee
Responsibilities

Supervisor
Responsibilities

HRD
Responsibilities

Advantages of Developing Intranet Training Programs

Consistency can be created, since the

same training materials can be viewed
by an employee at different times and
locations
Interactivity can be created through
discussion groups, comprehension tests,
and two-way communication tools
Training materials can be kept current at
a central location where updating of
publications and training materials is
done
User-friendly interfaces, with point-and9.13

Types of Instructional
Interventions

Classroom Training
Learning on the Job
- Lectures
- Structured OJT
- Role-plays
-Apprenticeship
- Case methods
-Job Rotation
- Vestibule training
Learning Technologies
- Programmed instruction
- In-basket exercises
- Business games
- Intranet
- IVI
9.12

Recommendations to Increase the Effectiveness

of Job Rotation

Proactively manage job rotation as a

component of the overall HRD system
Outline the specific skills that are
expected to be developed in a jobrotation system
Link rotation with the career
development planning process so that
employees know the developmental
needs addressed by each job assignment
Ensure breadth of job rotation by opening
opportunities to all groups of employees,
not just managerial and professional
9.14

Sources of Data to Evaluate

HRD Programs
Measures of knowledge or skill, obtained
through tests or other standardized
measures
On-the-job behaviour and performance
measures, such as individual production
rates, error rates, customer complaints
Organizational measures, such as
profitability, production costs, and scrap
rates

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