A PRESENTATION

ON

HRD Techniques
[Human Resource Development]

Subject: Personnel Management

PREPARED BY :
KINJAL H. RAJBHAR
SY BBA [ROLL NO. – 24]

SHRI K.M. SAVJANI & SMT. K.K. SAVJANI

BBA/BCA COLLEGE, VERAVAL

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• Concept of HRD:
 HRD is mainly concerned with developing the
skill, knowledge & competencies of people & it is
people oriented concept. HRD from the
organizational point of view is a process in which:

1. Employees of an organization are

helped/motivated.
2. Acquire, develop and mould various aspects of
human resources; and,
3. Contribute to the organizational, group,
individual and social goals.

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• HRD is needed by the organization that wants
to be dynamic and growth oriented or to
succeed in fast changing environment.
Organizations can become dynamic and will
grow only through the efforts and competencies
of their human resources.

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• Performance Appraisal.
• Potential Appraisal.
• Career Planning.
• Career Development.
• Employee Training.
• Executive Development.
• Organizational Change.
• Organizational Development.
• Workers participation Management.

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• Quality Circles.
• Team Work.
• Role Analysis.

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PERFORMANCE APPRAISAL:
 Performance appraisal is a systematic way of reviewing and
assessing the performance of an employee during a given period of
time and planning for his future. To improve performance through
counseling, coaching and development. To judge between actual and
desired performance.

• According to Flippo,
“Performance Appraisal is the systematic, periodic and an impartial
rating of an employee’s excellence in the matters pertaining to his
present job and his potential for a better job.”

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Process of Performance Appraisal :

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POTENTIAL APPRAISAL:
• The potential appraisal refers to the appraisal i.e. identification of
the hidden talents and skills of a person. The person might or
might not be aware of them.

• Potential appraisal is a future – oriented appraisal whose main

objective is to identify and evaluate the potential of the employees
to assume higher positions and responsibilities in the
organizational hierarchy. Many organizations consider and use
potential appraisal as a part of the performance appraisal
processes.

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 Potential appraisal serves the following purposes:

a. To advise employees about their overall career development and

future prospects.
b. Motivate the employees to further develop their skills and
competencies.
c. To identify the training needs.
d. Inform employees about their future prospects.
e. Advise employees about what they must do to improve their career
prospects.

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CAREER PLANNING :

• Career planning is the systematic process by which one selects

career goals and path to these goals. From the organizations point
of view it means helping the employees to plan their career in
terms of their capacities within the context of the organizations
need.

• Its managerial technique for mapping out the entire career of

young employees. It involves designing an organizational system of
career movement and growth opportunities for employees from
the employment stage to the retirement stage.

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 Advantages of Career Planning :

a. Knowledge of various career opportunities.

b. Helps to select the career which is suitable to his life style,
preference, family environment and self development.
c. Helps to identify talented employees.
d. Internal promotion, up gradation and transfers boost up
motivation and morale.
e. Enhances job satisfaction.
f. Improves employees’ performance.

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CAREER DEVELOPMENT :
• Career development refers to a formal approach used by the firm to
ensure that people with proper qualifications and experiences are
available when needed. It benefits the employer and employee
both, as proper developed employees are better developed to add
value to themselves, and to the company.

• Organizations devise and implement several initiatives in order to

develop their employees’ career. More significant of them are
career planning, workshops, career counseling, mentoring, personal
development plans, and career workbooks.

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 Individual Career Planning
Organizational Career Planning
Assess personal interests and abilities.
Collect data about organizational
Integrate short-term and long-term
Opportunities.
human resource needs.
Set career goals
Develop a career plan for each individual.
Develop a strategy to achieve career
Goals.

Integrate organizational needs and individual career plans.

Designing individual career paths, create developmental
Strategies and provide career counseling.

Career Development
Implement career plans
Publicize job vacancies
Appraise employee performance
Employee development through on-and
-off the job experiences
Evaluate career progression
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EMPLOYEE TRANING :

• Training improves, changes and moulds the employees’ skill,

knowledge, behavior and aptitude and attitude towards the
requirements of the job and the organization. It refers to the
teaching and learning activities carried on for the primary purpose of
helping members of an organization.

• Training is needed to match the employee satisfactions with the job

requirements and organizational needs, for technological advances,
for organizational complexity, for maintaining human relations and
to increase the productivity, organizational climate and quality of the
product.

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 Reasons:

a.Creating a pool of readily available and adequate replacements for

personnel who may leave or move up in the organization.

b.Enhancing the company's ability to adopt and use advances in

technology because of a sufficiently knowledgeable staff.

c.Building a more efficient, effective and highly motivated team, which

enhances the company's competitive position and improves employee
morale.

d.Ensuring adequate human resources for expansion into new

programs.

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EXECUTIVE DEVELOPMENT :
• Executive development is the whole of the activities aimed at
developing the skills and competencies of those that will have
executive position in the organization.

• Executive development is also used to evaluate future potential,

future executives as well as the mechanism for the CEO, and the
executive team to cascade their strategies, goals and even elements
of the culture to rest of the management team and ultimately the
organization.

• It also helps to provide input to the strategy creation process.

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 Objectives of Executive Development:

a. To improve the performance of the managers.

b. To identify persons with the required potential and prepare them for
senior positions.
c. To increase the morale of the management group.
d. To keep executives abreast with the changes and development in
their respective fields.
e. To improve thought of process and analytical ability.
f. To broaden the outlook of the executive towards his position and
responsibilities.
g. To stimulate creative thinking.

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ORGANIZATIONAL CHANGE :
• The concept of the organizational change is in regard to the
organization wide change, as opposed to smaller changes such as
adding new person, modifying a program, etc. Its example may
include change in mission, restructuring operations, new
technologies, re-engineering, etc.
• Usually organizational change is provoked by some major outside
driving force, e.g., substantial cuts in funding, address major new
markets/clients, need for dramatic increases in
productivity/services, etc.
• Organizational change may be defined as ‘the adoption of a new
idea or behavior by an organization. It is a way of modifying an
existing organization. Organizational change is largely structural in
nature as it brings about modifications in organizational structure,
methods and processes.

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 Features of Change:

a. It is deliberate, systematic and intentionally undertaken.

b. It takes place in all organizations at varying speeds and different
degrees.
c. It challenges the status quo and sets the organization on a new path.
d. Change may focus on organization’s technology, products, markets,
processes, people, etc.
e. Changes are difficult to bring about, costly and time consuming.

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ORGANIZATIONAL DEVELOPMENT:

• Commonly, the planned efforts in the response of the

organizational change is known as Organizational Development.

• According to French & Bell,

“OD is a long-range effort to improve an organization’s problem

solving and renewal processes, particularly through a more
effective and collaborative management of organizational culture
−with special emphasis on the culture of formal work teams− with
the assistance of a agent, or a catalyst and the use of the theory
and technology of applied behavior science, including action
research.”

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 Features of OD:

a. Focus on whole organization.

b. Use of a Change agent.
c. Systems orientation.
d. Problem Solving.
e. Learning by experience.
f. Group processes.
g. Team building.

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WORKERS’ PARTICIPATION IN
MANAGEMENT (WPM):

• Workers’ participation in management means giving scope for

workers to influence the managerial decision-making process at
different levels by various forms in the organization. The principal
forms of workers’ participation are information sharing, joint
consultation, suggestion schemes, etc.

• Industrial democracy converts the workers from the mere subjects

obeying the orders of the employers, into citizens of the industrial
world, with a right to self-determination and self-government, that
is, representative participation in making rules and enforcing them.
This is known as Workers’ Participation in Management.

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 Significance :

a. Higher productivity.
b. Greater commitment.
c. Improved decisions.
d. Human resource development.
e. Reduced resistance to change.
f. Reduced industrial unrest.

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QUALITY CIRCLES:

• It is small group of employee in the same work area doing similar

type of work who voluntarily meets to identify, analyze and resolve
related problems not only to improve quality, productivity and the
total performance of the organization, but also to enrich the quality
of work life of employees.

• It increases self-development in terms of skills, knowledge,

sensitivity of employees, etc. The effective functioning of quality
circle results in organizational development. It helps to develop the
harmony and mutual trust between members and the management.

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 Objectives:

a. To develop, enhance and utilize human resources effectively.

b. To improve quality of products/services, productivity and reduces
cost of production per unit of output.
c. To improve various supervisory skills like leadership, problem
solving, inter-personal and conflict resolution.
d. To enhance the employees’ morale and commitment by fulfilling
the psychological needs for self-urge, participation, etc.

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TEAM WORK:

• The process of working collaboratively with a group of people, in

order to achieve a goal. Team work is often a crucial part of a
business, as it is often necessary for colleagues to work well
together, trying their best in any circumstances.

• Team work means that people will try to cooperate, using their
individual skills and providing constructive feedback, despite any
personal conflict between individuals.

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 Importance:

a. Improves interdisciplinary knowledge.

b. Advantage in diversity.
c. One vision, many hands.
d. Shared responsibilities.
e. Improves mutual understanding.
f. Effective productivity.

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ROLE ANALYSIS:

• Over a period of time, roles to be played by a job holder may

undergo a change, and due to this reason role analysis becomes an
important task of the organization.

• A role is a set of expectations people have about the behavior of a

person in particular position. A position holder may perform three
types of role in day to day life:
1. Expected role.
2. Perceived role.
3. Enacted Role.
• Role analysis may be helpful in job analysis as it is based on job
description and specification which nothing different but role
analysis.

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 Importance:

a. It clarifies the role of each individual clearly.

b. Authority and responsibilities are unambiguous.
c. Reduces conflicts among the employees.
d. Good for effective management.

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COMMUNICATION POLICIES AND
PRACTICES :

• Communication is a process by which an individual exchanges

the information with others effectively. Raymond V. Lesikar
describes four factors that influence the effectiveness in the
organizational communication i.e. The formal channels of
communication, The organizations’ authority structure, Job
specialization and Information ownership.

• Organizational communication may be formal or informal. The

communication may flow in either horizontal or vertical
direction. The vertical communication may be upward or
downward. The informal communication is also known as
grapevine. There are many other types of communication
practices such as verbal and nonverbal communication, oral and
written communication and informal communication.

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 Purpose :
a. Communication is needed to exchange the information, ideas,
thoughts, opinions, etc. with the colleagues, superiors &
subordinates.
b. Employee orientation and socialization programme becomes
possible mostly through communication.
c. Employee performance is evaluated by getting information,
opinions, ratings from the superiors, subordinates and
employers. In all these activities communication plays a crucial
role.
d. Almost all the training and development programme are
possible due to communication only.
e. Participative management is possible due to communication
only

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MONETARY REWARDS:

• The purpose of monetary incentives is to reward associates for

excellent job performance through money. Monetary incentives
include profit sharing, project bonuses, stock options and
warrants, scheduled bonuses (e.g., Christmas and Diwali).

• Traditionally these have helped maintain a positive motivational

environment in the organization. This may increase the morale of
the employee which will deliver the best result of the work done in
the organization.

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NON MONETARY REWARDS:
• Employees today are ravenous for encouragement and positive
feedback, but few feel they are receiving it. Here are the five top
non-monetary rewards in the workplace that employees want:

a. Opportunity to Learn, Develop and Advance as an Employee:

Employees understand they need to grow, learn and develop new
skills in order to advance. The ability to be able to choose their
assignments and rise to new challenges offered by new
responsibilities.
b. Flexible Hours: Family, children, friends, church, sports, hobbies
and other activities all have demands on today's employees. A
flexible schedule or the occasional afternoon off can help
employees meet some of these obligations. By allowing some
flexibility in an employees schedule you can increase their desire
and motivation. This, to some, is considered the most important of
the non-monetary rewards in the workplace.

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c. Recognition: In today's high paced work environment it is reported
that employees consider it very rare and infrequent that they receive
recognition of their work and efforts. Think about it - What better
way to have employees continue their good work and success then
to offer them praise-verbal, written or ideally a public
announcement. Recognition is probably the most sought after of the
non-monetary rewards in the workplace.

d. The Opportunity to Contribute: The opportunity to be part of the

team. To work closely with managers and management. To be
involved in key decisions. To be listened to and heard.

e. Independence and Autonomy: Employees want to be able to work

independently. They do not want someone constantly watching over
them and questioning their every move. They like to receive their
assignments -preferable with the time frame required for completion
and then have the independence to complete the work given the
guidelines and framework you have set on their own merits.

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EMPLOYEE BENEFITS :

• Employee benefits and services include any benefits that the

employee receives in addition to direct remuneration. The
synonyms used are fringes, services programs, employee benefits
and hidden payroll.
• Significant benefits and services programs may include:
– Payment for the time not worked.
– Insurance benefits.
– Compensation benefits.
– Pension plans.
– Awards.
– Knick-knacks.
– Tokens.

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GREIVANCE MECHANISM :
• Management and trade unions try to provide the best benefits and
services to the workers but still the workers may feel some
dissatisfaction. Workers’ dissatisfaction are dealt through the
grievance procedure.

• According to Flippo, grievance as, “ A type of discontent which

must always be expressed. A grievance is usually a more formal in
character than a complaint. It can be valid or ridiculous, and must
grow out of something connected with the company operation or
the policy. It must involve an interpretation or application of the
provisions of the labor connected.

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 Need for G.P :
a. Most grievances disturb the employees which affects there morale
and productivity. If an explosive situation develops it can be
handled easily if there grievance handling procedure already in
existence.

b. It is not possible that all the grievances will be handled easily by the
supervisors.

c. The employee are entitled to legislative, executive and judicial

protection and they get this protection from the grievance
redressal procedure, which also acts as a means of upward
communication

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EMPLOYEE COUNSELLING :

• Employee face a variety of uncertainties, issues and problems

both at the work and the family. Counseling is one f the efficient
interventions to find out work and family related employee
problems that affect the work negatively. Counseling is the
process of helping other persons to find and act upon a solution to
their problems, anxieties, uncertainties and issues.

• Counseling is provided for work and personal issues such as :

stress , change, conflict , career planning, communication, trauma,
depression, relationship issues, family problems, gambling, grief
and bereavement, anxiety, drug and alcohol problem, work
satisfaction.

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 Objective of counseling:
a. To provide help for employees who are having problems before
they develop into more serious issues e.g. alcohol/substance
misuse, increased accident rate, stress related illness etc.
b. To offer counseling by fully counselors. Such counseling will be
strictly confidential between the counselor and the employee . No
details or records will be disclosed.
c. Managers and Supervisors should assess whether counseling may
be useful to support employees, they have responsibility for.
Counseling may be at the suggestion of, or recommended by line
management.

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