H U M A N R ESO U R C E

D EV ELO P M EN T

N eha Thakur
AP,M BA
JM IT,Radaur

According to T.V Rao,

"H RD is the process ofenabling people to m ake
thing happen.It deals both w ith the process of
com petency developm ent in people and creation
ofconditions to help people apply these
com petency developm ent in people and the
creation ofconditions to help people apply these
com petencies for their ow n benefi
t and for that of
others."

H R D process is facilitated by
m echanism s (instrum ent or subsystem )like;
.Perform ance appraisal
.Training
.O rganisation D evelopm ent
.Feedback and Counselling
.Career D evelopm ent
.Job Rotation
.Rew ards

W hy H R D ?
People need com petencies
(know ledge,attitude,values and skill) to
perform ance oftask requires a higher level
or degree ofskill.w ithout continuous
developm ent ofcom petencies in people ,an
organization is not likely to achieve its goals.

H R D is needed by every
organization that is interested in;
.Stabilizing
.D iversifying
.G row th
.Renew ing itselfto becom e m ore eff
ective
.Im proving its system and services
.Change and becom ing m ore dynam ic
.Playing leadership roles

Characteristics of H R D
.H R D is a system : w e m ustconsider H RD as being up several
m utually dependentpartor subsystem ,such as procurem ent,
developm entand perform ance apprasial.chanage in any one
subsystem leads to change in other part.
.H R D is a planned process:H RD is a planned system of
developing people,itis a lifelong process.
.H R D develops com petencies at four levels:Atindividual
levelare m ade aw are oftheir roles and w hatis expected of
them ,so thatthey are able to im prove their skilland attitudes
accordingly.Atthe dyadic level,stronger em ployer-em ployee
relationships are developed m ore trust,m utuality and help.At
group,com m ittees or task groups are m ade m ore eff
ective by
developing collaboration in their

inter-group relationship.Atorganisationallevel,developm entof

com petencies involves the developm entofself-renew ing m echanism s in
the organisations w hich enable itto adjustto change in its enviournm ent
and to be proactive.

.H R D is a continuous process: O rganisation can facilitate the

process ofdevelopm entby planning forit,by allocating organizational
resources forthe purpose ,and by creating an HRD philosophy thatvalue
hum an being and prom ote theirdevelopm ent.

.The ultim ate objective of H R D is to contribute to the

professionalw ellbeing,m otivation and pride of
em ployees:

O bjectives of H R D :
The prime objective of human resource development is to facilitate an
organizational environment in which the people come first. The other
objectives of HRD are as follows:
1. Equity:
Recognizing every employee at par irrespective of caste, creed, religion
and language, can create a very good environment in an organization.
HRD must ensure that the organization creates a culture and provides
equal opportunities to all employees in matters of career planning,
promotion, quality of work life, training and development.
2. Employability:
Employability means the ability, skills, and competencies of an individual
to seek gainful employment anywhere. So, HRD should aim at improving
the skills of employees in order to motivate them to work with
effectiveness.
3. Adaptability:
Continuous training that develops the professional skills of employees
plays an important role in HRD. This can help the employees to adapt
themselves to organizational change that takes place on a continuous
basis.

4) Work Opportunity: HRD provides an opportunity and a systematic

framework for the development resource in the organisation for full
expression of their talents.
5) Development of Traits: HRD is associated with the development of
total personality so that these can show and use their talent for the
benefit of the organisation.
6)

Ability development: HRD makes capable employees. Thus they

can develop their capability by which they can do their present job
easily.

7)

Creative Motivation:HRD manager motivates employees and

improve their level of performance.

8)

Good Relation: HRD manager stresses the need of coordination

which is used for the benefits of himself and for the benefits of those
who come in his/their touch.

9)

Develop team spirit: HRD manager develops the spirit of

teamwork; team work for it is used for the effective cooperation and
coordination of each employee which ultimately checks industrial
unrest.

10) Organisational Growth: HRM manager is responsible for

developing health, culture and effective work plan which always result

H R D Functions:
HRD functions include the following:
1. Employee training and development,
2. Career planning and development,
3. Succession planning,
4. Performance appraisal,
5. Employees participation in management,
6. Quality circles,
7. Organization change and organization
development.

D em

and of H R D on em ployees

.cooperating w ith each other

.protecting an organisation againstdisaster
.contributing ides for organization im provem ent
.selfeducation
.creating a favourable enviournm entfor organization

Im portance of H R D
1) Develops Hidden Potential - enhances the capabilities of people by
exploring their hidden potentials and shaping them to achieve
organizational goals.
2) Improves the Communication System - improves the communication
system to open the channel of communication so that everyone
understands the other person in a better way and there is no chance of
ambiguity.
3) Enhances Employee Morale - enhances the employee morale as well as
develops the same of belongingness as proper rewards are being given to
the star performer.
4) Improves Coordination and Cooperation leads to cohesive groups and terms
5) Achieving Organizational Goals - ultimately leads to overall growth and
development of the employee through the above
6) Brings Innovation: It creates trust and openness among employees and
develops analytical and rational skills among employees which help them
in becoming more innovative, proactive and risk taking.
7) Helps in Bringing Change makes employees ready to change and undergo
transformation and relearn after unlearning what they had already learnt.
mentioned techniques.

Im portance for H R D
.H RD is needed to develop com petencies
.H RD is needed to m itigate som e ofthe evil
consequences ofindustrialization
.H RD is needed to bring aboutsystem -w ide change
.H RD is needed to develop a proper clim ate in the
organization

Follow ing areas seem s to be

fundam entals of H R D system
.M anpow er planning
.Recruitm ent and selection
.perform ance appraisal
.perform ance counselling
.potentialappraisaland developm ent
.feedback and perform ing coaching
.career planning and advancem ent
.Training and developm ent
.organization developm ent
.Em ployee w elfare and quality ofw orklife
.H um an resource inform ation

The H RD Culture
HRD culture promotes :
Respect for each persons culture
Encouragement to the employee for
participation in the affairs of the
organization.
Creates trust by bridging the physical
and psychological gaps
Employees dignity and self esteem
Team feeling

 Evolution
Congruence between individual and the

organizational goals
Care for the employees
Openness and candour
Fairness
Expert-based power
Courage of conviction
Individual autonomy
Shared values

The m ajor principles of H um an R esource D evolvem ent

are-

Principle of Development of Organization

Capability- HRD System Should help the

organization to increase enabling
capabilities.
The Capabilities include- Development of
Human Recourse in all Aspects, Organizational
health, Improvements in Problem solving
capabilities, diagnostic skill, capabilities to
support all the other systems in the
organization, etc.

 Principles of potential

maximization- HRD system should

help individual to reorganize their
potential and help them to contribute
their best towards the various
organizational roles they are expected
to perform and excel in it.

Principles of Autonomy

Maximization- HRD System should

help maximize individual autonomy

through increased responsibility.

 Principles of Maximum Delegation HRD

System should facilitate decentralization

through delegation and sharing of
responsibility.
Principles of Participative Decision
Making- HRD system should facilitate
participative decision making.
Principle of Change Management HRD
development system should attempt to balance
the current organizational culture with
changing culture.

 Principles of Periodic Review

There should be a continuous review

and renewal of the Human Recourse
Development function

Role ofH RD
Planning
Staffing
Appraising and compensating
Training and development
Employee relations
Organizational Environment

N ew H RD Role
Business Strategy Formulation
HR Policy Formulation
Culture building
Creation of knowledge (and skill)

wealth
Agents of change

Role ofan H RD M anager

A searcher on a voyage of discovery
Researcher to bring in best practices
In-sight based person
Strategic planner to be a co-partner

with management
Agent of change
Counselor
Advisor
Developer

O rganization ofthe H RD D epartm ent

HRD Manager

HR Information
Assistant

Recruitment and
selection Specialist
Compensation and
benefits specialist
Training and
development specialist
Employee relations
specialist

Evolution ofH RD
Through the term, HRS is used commonly only since

1980s, the concept is quite ancient

Early Apprenticeship Training Program :
The

origins of HRS can be traces since 18th century by

apprenticeship training.

In this era, small shops operated by skilled artisans produced

virtually all household goods, such as furniture, clothing & shoes

To meet a growing demand for their products craft shop owners

had to employ additional workers

Without vocational training or technical schools, the shop keepers

had to educate & train their own workers

For little or no wages, these trainees or apprentices, learned the

craft of their master, usually working in the shop

Apprentices who mastered skills were considered yeomen, &

could leave their masters & establish their own shops

 Early Vocational Education Programs:

De Witt Clinton, in 1809, founded the first recognized privately funded

vocational school, referred as manual school, in New York

The purpose was to provide occupational training to unskilled young

people who were unemployed or had criminal records

Manual schools grew in popularity, particularly in the Midwestern

status

Early Factory Schools :

With the advent of the industrial revolution during late 1800s,

machines began to replace the hand tools of the artisans.

Scientific management principles recognized the significant role of

machines in better & more efficient production systems

Specifically semi skilled workers using machines could produce more

than the skilled workers in small craft shops

This marked the beginning of factories
Factories made it possible to increase production by using machines

 Early Training Programs for Semiskilled &

Unskilled Workers:
Both

apprenticeship programs & factory schools provided

training for skilled workers, very few companies during this time
offered training programs for unskilled workers

This changed after 2 significant historical events.

1st was the introduction of model T by Henry Ford in 1913. Model

T was the 1st car to be mass produced using an assembly line, in

which production required only the training of semiskilled
workers to perform several tasks
The new assembly lines cut production costs significantly & Ford

lowered its prices, making the model T affordable to a much

larger segment
With increasing demand for Model T, ford had to design more

assembly lines, & this provided more training opportunities

The 2nd historical event was to out break of World War 1. to meet

the huge demand for military equipments, many factories that

produced non-military goods had to retool their machinery &
retain their workers, including the semiskilled.

 The Human Relations Movement:

One of the undesirable byproducts of the factory system was the

frequent abuse of unskilled workers, including children, who were

often subjected to unhealthy working conditions, long hours and
low pay.
The appalling / awful conditions urge a national anti-factory

campaign
Led by Mary Parker Follett & Lillian Gilbreth, the campaign gave

rise to the human relations movement advocating more humane

working conditions
The human relations movement provided a more complex &

realistic understanding of workers

The HR movement highlighted the importance of human behavior

on the job

 The Establishment of Training Profession :

With the outbreak of World War II, the industrial sector was once

again asked to retool its factories to support the was efforts

With the World War I, the initiative led to the establishment of new

training program, with larger organizations & unions

The federal government established Training with Industry (TWI)

services to coordinate training programs across defense related

industries
By the end of the war, TWI had trained over 23,000 instructors

awarding over 2 million certificated to supervisors, unions,

services
Many defense related companies established their own training

departments with instructors trained by TWI

In 1942, the American Society for Training Directors (ASTD) was

established & formed some standards within this emerging

profession

 Emergence of HRD :
During 1960s & 70s, professional trainers realized that their role

extended beyond the classroom training

The move towards employee involvement in many organizations

required trainers to coach & counsel employees

T & D therefore expanded to include interpersonal skills such as

coaching, group process facilitation & problem solving

This additional emphasis on employee development inspired the

ASTD to rename itself as the American Society for Training and

development.
1980s saw greater changes affecting the t & D
At ASTD national conferences, in late 70s early 80s, discussions

centered on rapidly expanding profession

Influential books helped to clarify & define HRD
Since 90s efforts are made to strengthen the strategic role of

HRD, i.e. how HRD links to & supports the goals & objectives of
organization

H RD & H RM
In some organization training is a stand alone

function or department
However in most organizations Training or HRD is a
part of larger HRM department
Primary Functions of HRM
HR Planning predicting changes in management
strategies & future HR Needs
Equal Employment & Opportunities to satisfy
both the legal & moral responsibilities of the
organization through the prevention of discriminatory
policies, procedures & practices
Staffing activities designed for the timely
identification of potential applicants for current &
future openings

 Compensation

& Benefits responsibility for

establishing & maintaining an equitable internal wage
structure, a competitive benefit package, incentives tied
to individuals, team or org. performance

Employee Relations developing a communication

system where employees can address their problems &

grievances. Else it leads to labor union, contract
negotiation & administration
Health, Safety & Security activities seek to promote

a safe & healthy work environment. This can include

actions such as safety training employees assistance
programs, & health & wellness programs.
HRD

activities intended to ensure organizational

members have the skills or competencies to meet current
& future job demands.

Secondary Functions :
Organizational / Job Design concerned

with
interdepartmental
relations
organizational & definition of jobs

&

PMS Used for establishing & maintaining

accountability throughout the organizations

Research

Necessary
Decisions

& Information System

to
make
enlightened
HR

HRD Functions :

Training and Development focus on changing or improving the

knowledge, skills and attitudes of individuals

Training involves providing employees the knowledge and skills

needed for particular tasks / job through attitude change

Development activities have a longer term focus on preparing for

future work responsibilities, while also increasing the
capacities of employees to perform their current jobs

T & D begins as an employee enters the organization in the form of

employee orientation & skills training

Employee orientation is the process by which new employees learn

important organisation values, norms, working relationships, etc

Skills and Technical training then narrow in scope to teach the

employee a particular skill or area of knowledge

 Once through with this, HRD activities focuses more on

development
counseling.

activities

specifically

coaching

&

Coaching is the process, where individuals are encouraged

to accept responsibilities for their actions, to address any

work related problems, and to achieve & sustain superior
levels of performance
Coaching

involves treating employees as partners

achieving both personal and organizational goals

in

Counseling techniques are used to help employees deal

with personal problems that

achievement of these goals.

may

interfere

with

the

Counseling

programs may address such issues as

substance abuse, stress management, smoking cessation, or
fitness, nutrition and weight control

HRD professionals are also responsible for coordinating

management training and development programs to

ensure that managers and supervisors have the knowledge

Fram ew ork for the H RD Process

HRD programs and interventions can be used to address a

wide range of issues and problems in an organisation

They are used to orient and socialize new employees in to

org., provide skills and knowledge and help individuals and

groups become effective
To ensure that these goals are achieved, extra care must be

taken while designing and delivering HRD programs

HRD interventions involves a 4 step sequential process :

Assessment, Design, Implementation and evaluation

ADImE

Assessmen
t

Design

Implementatio
n

Select
evaluation
criteria

Define
Objectives
Assess
Needs

Prioritize
needs

Develop
Lesson Plan
Develop /
acquire
material
Select
Trainer/
leader

Evaluation

Determine
evaluation
design
Deliver the
HRD
Intervention
or program

Conduct
evaluation
of program

Select
methods &
techniques
Schedule
interventio
n

Interpret
the results

Needs Assessment Phase:

A need can either be a current deficiency, such as

poor employee performance or a new challenge that

demands a change in the way organization works
Identifying

needs
involves
organisation, its environment,
employee performance.

examining
job tasks

This information can be used to

Establish priorities for expending HRD efforts
Define specific training and HRD objectives
Establish evaluation criteria

the
and

 Design Phase:

It would include

Selecting the specific objectives of the program

Developing an appropriate lesson plan for the program
Developing or acquiring the appropriate materials for the trainees

to use
Determining who will deliver the program
Selecting the most appropriate method to conduct the program
Scheduling the program
After the assessment, it is important to translate the issues

identifies in that phase to clear objectives for HRD interventions

This will facilitate the development of clear lesson plan concerning

the programs
The design phase also includes the selecting and developing the

content of the program i.e. choosing from on the job training,

classroom training, role play, lectures, workbooks, job aids,
films, videos, ppt., etc

 Implementation Phase :
The goal of assessment and the design phase

is implementation of effective HRD program /

interventions
That

is the program must be delivered or

implemented using the most appropriate aid or
means

Delivering any HRD program generally presents

numerous challenges, such as executing the

program as planned, creating and environment
that enhances learning & resolving problems that
may arise.

 Evaluation Phase:

Evaluation phase is the final phase in Training and HRD process

Here the effectiveness of the HRD intervention is measured

This is an important but underemphasized activity

Careful evaluation provides information on participants reactions to

program, what did they learn, usefulness of the intervention, areas to
be improved, etc

HRD professionals are increasingly being asked to provide evidence of

the success of their efforts, i.e. the bottom line impact, as well as
employee reaction. This helps manager to make decisions on :

Continuing to use the technique or vendor in future programs

Offering a particular program in future
Budgeting and resource allocation
Using some other HR or managerial approach to solve the persisting

problem
Armed with this information HRD managers can better compete with

managers form other areas of the organisation for the effectiveness of

their action

Challenges to O rganizations & to H R D

Emerging work place Trends:
1. Drastic

Times, Drastic Measures:

Uncertain
economic
conditions
force
organizations to reconsider how they can
grow & be profitable
2. Blurred Lines (life or work): new
organizational structures are changing the
nature of work for employees and HRD
professional
3. Small
World
&
shrinking:
Global
communication technology is changing the
way people connect and communicate

5. Work be nimble (quick): Accelerated pace of change

requires more adaptable employees and nimbler
organizations
6. Security Alert: concerns about security & about the
ability of governments to provide protection have
increased individual anxiety levels worldwide
7. Life & Work in the e Lane: Technology, especially
the internet is transforming the way people work and live
8. A Higher Ethical Bar : Ethical lapses at the highest
levels in large organizations have shaken employees
loyalty, trust and sense of security

Challenges
Increasing Workforce Diversity :
Workforce is becoming increasingly diverse including

racial, ethnic and gender lines

Effectively managing diversity has been identified as

one of the distinguishing features of organizations

Diversity

issues
professionals

have

several

implications

for

HRD

Organizations need to address racial, ethnic & other

prejudices that may persist as well

insensitivity & language differences

as

cultural

Secondly with the increasing numbers of women in the

workforce, organizations should continue to provide

developmental opportunities that will prepare women
for advancement into the sr. ranks and provide safeguards
against sexual harassment.
The aging of the workforce highlights the importance

of creating HRD programs that recognize & address the

Competing In a Global Economy :

Companies compete in a global economy many

are introducing new technologies that require more

educated and trained workers.
Successful Organizations must hire employees with
the knowledge to compete in an increasingly
sophisticated market.
Competing

educating
challenges

in global market requires more that

and training workers to meet new

Successful organizations institute quality improvement

processes & introduce change efforts

Workforce must learn to be culturally sensitive to

communicate & conduct business among different

cultures
Developing managers to be global leaders has been

Eliminating the Skills Gap

To

compete successfully in the global

companies should hire educated workers.

economy,

But almost 30% of high school students fail to graduate,

& employers must confront that many young adults

entering the workforce are unable to meet current job
requirements
This skill gap poses serious consequences
It is impossible to learn many things as it would require

reading and writing

Many

industrialized nations have made

changes in order to bridge the skill gap.

systematic

Eg. Japan and Germany, have an educational system that

do a better job of teaching students the basic skills

needed by most employers

Need for Life long Learning

Given the rapid changing trends, it is certain that

employees must continue

throughout their careers

the

learning

process

This need will compel the organizations to make an

ongoing investment in HRD

Eg.

For semiskilled workers, it may involve more

rudimentary skills training to help them build their
competencies

To professional employees, this learning may mean taking

advantage of continuing education opportunities

The challenge to HRD professional is to provide a full

range of learning opportunities for all kinds of employees

Individual assessments can determine the deficiencies or

gaps in employees performance capabilities, while also

pointing out their preferred learning styles

H RD Clim ate
organizational climate as a product of

leadership practices, communication practices

and enduring and systematic characteristics
of the working relationships among persons
and divisions of any particular organization.
organizational climate as a "set of attributes
which can be perceived about a particular
organization and/or its subsystems, and that
may be induced in the way that organization
and/ or its subsystems deal with their
members and environment". P

H RD Clim ate
HRD climate as a conceptual linkage between organizations and

individuals that intervenes between specific situation attributes or

events and individual perceptions, attitudes and behaviour.
HRD climate as a relatively enduring quality of an organizations
internal environment, distinguishing it from other organizations, which:
(a) results from the behaviour and practice of members of the
organization especially in top management
(b) is perceived by members of the organization
(c) serves as a basis for interpreting the situation and
(d) acts as a source of pressure for directing activity.
The elements of HRD climate can be grouped into three-broad categories;
(1) General climate
(2) (2) HRD culture and
(3) (3) Human Resource Development mechanisms.

HRD culture is essential for facilitating HRD climate. The HRD culture
deals with the extent to which Openness, Confrontation, Trust,
Autonomy, Proactivity, Authenticity, Collaboration and
Experimentation (OCTAPACE) are valued and promoted in the
organization.

Features ofH RD Clim ate

(1) a tendency at all levels starting from top management to the lowest

level to treat people as the most important resource

(2) perception that developing the competencies in the employees is the

job of every manager/supervisor

(3) faith in the capability of employees to change and acquire new

competencies at any stage of life

(4) a tendency to be open in communications and discussions rather than

being secretive (fairly free expression of feelings)

(5) encouraging risk-taking and experimentation
(6)
(7)

making efforts to help employees reorganize their strengths and

weaknesses through feedback
a general climate of trust

(8) a tendency on the part of employees to be generally helpful to each

other and collaborate with each other; (team spirit)

(9) tendency to discourage stereotypes and favouritism
(10) supportive personnel policies
(11) supportive human resource development practices including

performance appraisal, training, reward management, potential

development, job-rotation career planning etc.

Factors Aff
ecting H RD Clim ate
Return for investment attitude
Concept of status
Self orientation
Skepticism
Culture of indifferences
Rigid hierarchy restricts

communication

R equirem ents of developing

organizationalclim ate
Motivator role of manager and supervisor
Faith upon employees
Free expressions of feelings
Feedback
Helpful nature of employees
Supportive personnel management
Encouraging and risk taking experimentation
Discouraging stereotypes and favouritism
Team spirit

Com ponents ofH RD Clim ate

Organization structure
Organization culture
HR process

M easuring H RD Clim ate

Economic condition
Leadership style
Managerial assumptions about

human nature
Managerial values and ethos
Organization size
Employee characteristics
Organization policy

Elem ents ofH RD clim ate

The elements of HRD climate can be

grouped into three broad categories:

(1) General climate
(2) HRD (OCTAPACE) culture, and
(3) Human Resource Development
mechanisms.

(1) G eneralclim ate

The following factors work as an

enabling force to enhance of human

resource development climate:
Top Management Style and
Philosophy
Personnel policies
Positive Attitudes Towards
Development
Commitment of Line Managers

(2) H RD (O CTAPACE) culture

The HRD (OCTAPACE) Culture deals with the following items:

a)

Openness: The term openness refers to freedom to express ideas, opinion,

views, frankness, outspoken, straightforwardness.

b)

Confrontation: The term confrontation refers to conflict, encounter, dispute,

estrangement, to evolve effective and efficient suggestions and solutions to a
given problem.

c)

Trust: Trust means belief, confidence, faith. One cannot order others to
trust, it comes only through their experience.

d)

Autonomy: The word autonomy refers to freedom, independence. Freedom to

do a thing in the way one wants tends to act as a morale booster.

e)

Proaction: The term pro-action generally refers to planning in advance, lead

from the front, the state of alertness / preparedness.

f)

Authenticity: The term authenticity refers to genuine, factual, legitimate,

actual. Every institution has a goal and various departments are used in the
process to achieve the objectives through their varied and specialised skills.

g)

Collaboration: The term collaboration refers to cooperation, participation,

teamwork, association. Cooperation means working together.

h)

Experimentation: Modern organisations are often systems and to cope with

environmental challenges, they allow their members to experiment with new
ideas.

(3) H um an R esource D evelopm ent

m echanism s

Important HRD mechanisms, which constitute

the part of the HRD climate and considered for

the present study are the following.
a) Performance Appraisal
b) Career Planning
c) Grievance Mechanism
d) Feedback and Counselling
e) Training and Development
f) Employee Welfare for quality work life
g) Job Rotation
h) Rewards
i) Recruitment and Selection

H RD SYSTEM S and Sub

HRD functions are carried out through its systems and
SYSTEM
sub systems.S
HRD has five major systems and each of
the systems has sub systems as elaborated below: the
first three systems viz., Career system, Work system and
Development system, are individual and team oriented
while the fourth and the fifth systems viz. Self renewal
system and Culture Systems are organization based.
1. Career system: As an HRD system, career system
ensures attraction and retention of human resources
through the following sub-systems.
Manpower planning
Recruitment
Career planning
Succession planning
Retention

2. Work system: Work-planning system ensures that the

attracted and retained human resources are utilized in the
best possible way to obtain organizational objectives.
Following are the sub systems of the work planning system.
Role analysis

Role efficacy

Performance plan

Performance feedback and guidance

Performance appraisal

Promotion

Job rotation

Reward

3. Development system: The environmental situation and the business

scenario is fast changing. The human resources within the organization
have to raise upto the occasion and change accordingly if the
organization wants to be in business. The development system ensures
that the retained (career system) and utilized (work system) human
resources are also continuously developed so that they are in a position
to meet the emerging needs of the hour. Following are some of the
developmental sub - systems of HRD that make sure that human
resources in the organization are continuously developed.
Induction
Training
Job enrichment
Self-learning mechanisms
Potential appraisal
Succession Development
Counselling
Mentor system

4. Self-renewal system: It is not enough to develop individuals and teams in

the organizations but occasionally there is a need to renew and re-juvenate the
organization itself. Following are some of the sub systems that can be utilized
to renew the organization.
Survey
Action research
Organizational Development interventions
Organizational Retreats
5. Culture system: Building a desired culture is of paramount importance in
todays changed business scenario. It is the culture that will give a sense of
direction, purpose, togetherness, and teamwork. It is to be noted that whether
an organization wants it or not along with the time common ways of doing
things (culture) will emerge. If not planned carefully and built systematically
such common traits may not help the business but may become a stumbling
block. Hence it is very important to have cultural practices that facilitate
business. Some of the culture building subsystems are given below:
Vision, Mission and Goal
Values
Communication
Get-togethers and celebrations
Task forces
Small Groups

H RD Sub-System s
T.V. Rao is of the opinion that HRD sub-systems comprise
performance appraisal,
potential appraisal,
career planning,
training,
performance coaching,
organisation development,
employee welfare,
rewards,
Counselling
Quality circle
Role analysis
HRP
Job rotation
Procurement & Placement
quality of work life and
human resource information system

Performance Appraisal: Performance appraisal is the

process of determining how well a worker is performing
his job. It provides a mechanism for identification of
qualities and deficiencies observed in an employee in
relation to his job performance. The object of appraisal
is to determine the present state of efficiency of a
worker in order to establish the actual need for training.
The process of performance appraisal consists of:

Setting standards for performance

Communicating the standard to the employees
Measuring the performance
Comparing the actual performance with the standards

set

 Potential Appraisal: Potential appraisal provides

necessary data which helps in preparing career plans for

individuals. It aims at development of latent abilities of
individuals. The HRD function has a long way to go in
introducing a streamlined potential appraisal system which
ensures a good match between the employees and the job.
Counselling: Feedback of performance data can be used to
monitor individual development and for indentifying training
needs. Career counselling and verbal rewards are integral
parts of review discussions between the superior and the
subordinate. Counselling serves several purposes in any
organisation. It helps in strengthening the superior and
subordinate relationship, helps the executives to understand
the limitation of his seniors and problems of his juniors,
improves communication, thereby facilitating quality
decision, helps employees in recognising their strengths and
weakness and also help evaluate the impact of their
decisions and so on.

 Training: Training is a process that involves

the acquisition of skills, concepts and attitudes

in order to increase the effectiveness of
employees in doing particular jobs. Training is
expected to provides the needful stimulus to
initiate impulses of changes in management
and to improve efficiency, productivity and
administrative effectiveness.
Role Analysis: Role analysis is a participatory
process which aims at defining the work
content of a role in relation to all those with
whom the role occupant has significant
interaction in the performance of his job

 Career Planning: It is the planning of ones career and

implementation of career plans by means of education, training, job

search and acquisition of work experiences. It is aimed at generating
among employees an awareness of their strengths and weaknesses and
at helping them to match their skills and abilities to the needs of the
organisation. Without development of people in the organisation , the
organisation cannot prosper. Individual career development is
considered to be a three step process:
Identifying and organising skills, interests, work-related needs and
values
Converting these inventories into general careers, fields and specified
job-goals and
Testing the possibilities against the realities of the organisation or the
job market
Job Rotation: The work-task should be rotated among the employees

so as to broaden their field of specialisation as well as their knowledge

about the organisations operation as a whole, one should be rotated
once a year among the various employees depending upon their
qualifications and suitability to perform new works.

 Quality Circle: A quality circle is a small group of

employees doing similar or related work who meet

regularly to identify, analyse and solve product-quality
problems and to improve general operation. The quality
circles are relatively autonomous units (ideally about 10
workers), usually, led by a supervisor or a senior worker
and organised as work units. The workers, who have a
shared area of responsibility, meet periodically to
discuss,analyse, and propose solutions to ongoing
problems.
Reward system: Rewarding employees performance over

and above their normal wages and salaries is considered

to be an important task of the HRD. To check frustration is
rewarding the efficient workers for their work which may
be known as incentive. It will lead to better utilisation of
human resources at all levels which is easy, cheapest,
quickest and surest means of increasing productivity.

 Organisation Development: Organisation development is

an organisation-wide, planned efforts managed from the

top, placing emphasis on making appropriate intervention in
the ongoing activities of the organisation. OD provides a
normative framework within which changes in the climate
and culture of the organisation towards harnessing the
human potential for realisation of organisational objectives.
Quality of Working Life: The condition under which the

workers work and live, assume the form of another

important factor contributing to workers satisfaction or
otherwise and consequently the job satisfaction. In order of
priorities, it comes next to the earning of a worker in the
Indian context. For an employee to be able to work at his
best, it is necessary to understand that inadequate working
and living condition produce adverse mental and physical
effect on the employee, ultimately causing decline in the
efficiency.

 Human Resource Planning: It is

the process aimed at ensuring that

the organisation will have adequate
number of qualified persons,
available at proper time, performing
jobs which would meet the needs of
the organisation and also provide
satisfaction for the individuals
involved.