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 expected future roles , develop their general capabilities as individuals and discover their own potentials, develop an organizational culture in which superior subordinate relationship, teamwork and collaboration among subunits are strong and contribute to professional well being

Meaning of HRD

It is positive concept in HRM

Believe in investment in human beings

Aims at overall development Rooted in belief that human beings have the potential to do better

HRD IS HUMANISTIC CONCEPT

People can do better, they can do wonders Involve them trust them and empower them Focus on strength of people Integrate the needs and aspiration of individuals Encourage individual initiative and response by providing and fostering culture

Features of HRD
HRD is a system HRD is a planned process HRD involves development of competencies HRD is an interdisciplinary concept HRD improves quality of life

Objectives of HRD
HRD basically aims at developing :The capabilities of each employee as an individual The capabilities of each individual in relation to his/her present role The capabilities of each employee in relation to his/her expected future role The dyadic relationship between each employee and his/her employer The team spirit and functioning in every organizational unit Collaboration among different units of thye organisation

Point of distinction Orientation structure Philosophy

Personnel function maintenance Independent function Reactive function Excusively personnel dept. Monitory rewards Improve efficiency

HRD developement Interdependent parts Proactive function All managers High order needs Develop organization

Responsibility
motivators Aim

Need for HRD

To develop competencies Mitigate the evil consequences Bring system wide change Develop proper development climate in the organization

HRD PROCESS
Personal level Existential process Empathic process Coping process Building process Collaborativ e and competitive Process tells us how an individual perceives his environment and how he interact How much empathy individual has for other person and establishes relationship with him Individual is required to cope up with pressures and stresses in relation to his role in organizaion How various groups form themselves as distinct entities Positive if promote group and negative if do not promote to reach goals

Interpersonal level Role level

Group level

Intergroup

organizational

growth

issues relating to self renewal and change

At personal level : Existential process

How individual perceives his environment and how he interacts with other
How he achieves his goals in life Process helps in integration of individual with organization Career planning, performance appraisal,feedback,counselling job enrichment improve this process

Interpersonal level : Empathic process

How much empathy one individual has for the other person How person reach out to the other person and establishes a Relationship with him

Neglecting this process affect the interpersonal effectiveness of individuals In an organization

Communication,conflict,cooperation and competition are important areas Of study in this process Training, communication improve this process

Role level : coping process

Individual should cope with pressures and stresses in relation to his Role in organization
Individual can cope up with these pressures if he is aware of the Competencies required for performing the role Role analysis improve this process

Group level : Building process

This process tells us how various groups form themselves as distinct Entities in an organization How group contribute effectively to the goals of organization OD and team building exercise improves this process

Intergroup level: Collaborative and competitive

Competition is positive if it poses a challenges to a group in terms of standard of performance and achievement
Competition is negative if it prevents or aims at escaping hard work

Process is improved by creating the climate of trust, authenticity And openness clarifying norms and standards

Organisational level: Growth process

Growth process involves issues relating to organisational climate, Self renewal and change

HRD Outcomes
People become more competent as they are aware of the skills required People understand their role better because communication increases and They are aware of the expectations of other members People become more committed to their jobs because there is greater Objectivity in administration of rewards People develop greter trust and respect for each other.They become more authentic in their behaviour Greater collaboration and team work produces synergy effect People are equipped with problem solving capabilities more prone to risk Taking and proactive in their orientation

Lot of useful and objective data on employees are generated which facilitate Better HRP

HRD MECHANISM OR SUBSYSTEMS

Performance appraisal
Potential appraisal Career planning Training and development Organisation development Rewards Employee welfare and quality of work life Human resource information system (HRIS)

HRD Strategies
HRD Strategies are a plan that defines how the human resources would be utilized through the use of an integrated array of training, organizational development and career development efforts to achieve individual, organizational objectives.

Major HRD Strategies

Communications Strategy: In todays changing scenario, it is essential to educate and train employees about the change Accountability And Ownership Strategy: Employees accountability and ownership leads to higher productivity and customer acceleration. Quality Strategy: Quality needs to be fostered in the employees through training and development.

 Cost Reduction Strategy: Every employees contribution in savings is crucial as small contributions from each employee can be pooled by organizations to save substantial savings at the end of a given period and enhance its competitive strategy. Intrapreneurship Strategy: Every employee needs to be an independent entrepreneur, who can generate ideas and bring them to reality by using the existing resources and support of the org to create innovative and creative products and services. Culture Building strategy: Orgs valuing its employees have a sustainable competitive edge over competitors because employees are highly charged, motivated and commitment to the org.

Systematic Training Strategy: The planning and organization of formal on-job training and off-job training leads to improving vital employee characteristics, build and sustain appropriate work culture and brings in more professionalism in action. Learning Strategy: Continuous development and learning environments promote self development of employees, of self and by self.

Designing HRD Strategy

Getting The Big Picture
Developing A mission Statement
Conducting Org. SWOT Analysis

Conducting HR Analysis Determining Critical people issues

Developing Consequences and solutions

Implementation and evaluation of action plans

Designing HRD Strategy

Getting Big Picture: Understanding of business strategy to highlight the key deriving forces of the business such asTechnology Distribution Competition Markets Developing a Mission statement: The mission statement should relate to people side of the business. The words or references should not be idealistic statements-it is the actual process of thinking through the issues in a formal manner.

Conducting SWOT analysis of the organization:

Focus should be on internal strength and weakness of the people side such as current skills & capability and research the external business and market environment to highlight the opportunities and threats.

Conducting a detailed HR Analysis:

It concentrate on the organizations culture, organizational structure, people and COPS (Culture, org, people, systems). Then gap analysis can be undertaken by examining present status and desired status.

Determining critical people issues:

The business strategy is reviewed and examined against SWOT and COPS analysis to identify the critical people issues namely those issues that must be addressed so as to have a key impact on the delivery of business strategy .

Developing consequences and solution:

For each critical issue the options for managerial action generated needs to be highlighted, elaborated and created. Then action plans around the critical issues is to be developed with set targets and dates for the accomplishment of the key objectives.

Implementation and evaluation of the action plans:

The ultimate purpose of developing a human resource development strategy is to ensure that the objectives set are mutually supportive so that reward sys are integrated with employee training and career development.

The role
The role is the position one occupies in a social

system and is defined by the functions one performs in response to the Expectations of the significant members of a social system and One's own expectations from that position or office

Role systems from individual point of view

System of various roles That individual carries and perform (role space)

System of various roles Of which his role is a part (role set)

Concept of role efficacy

Performance of a person working in an organization depend on His own potential effectiveness, technical competence ,managerial Experience as well as on the design of the role that he performs in An organization .It is the integration of the two that ensures persons effectiveness When we move from role taking to role making effectiveness increases

Aspects of role efficacy

( 3 dimensions)

Role making Self role integration Proactivity Creativity confrontation

Role centering Centrality Influence Personal growth

Role linking inter role linkage helping relationship superordination

Role making
1) Self role integration When a persons role provides him with greater opportunity for Using special strength ( experience, training etc).This is known as self role integration 2) Proactivity A person who occupies a role responds to various expectations that people in the organization have from that role. This gives him satisfaction It satisfies others in the organization 3) Creativity If a person feel that the role does not allow any time to be creative Efficacy bound to be low

4) confrontation If people in an organization avoid problems or shift them on them to Others their role efficacy will be low. The tendency to confront problems And find relevant solutions contribute to efficacy

Role centering
1) Centrality : If a person feels that the role he occupies is central to the organization his role efficacy is likely to be high.If people feel that there roles are not important their potential effectiveness will be low 2) Influence : The more influence the person is able to exercise in his role the higher its efficacy is likely to be 3) Personal growth : The perception that the role provide the individual with opportunity to grow and develop increase role efficacy

Role linking
1) Inter-role linkage : Linking ones role with others in the organization increases efficacy.If there is a joint effort to understand problems find solutions efficacy of roles involved will be high 2) Helping relationship :If a person performing a particular role feels that he can get help from some source in the organization.whenever the need arises he is likely to have higher role efficacy 3) Super-ordination : A role may have linkage with systems,groups entities beyond the organization when a person performing particular role feels that what he does is likely to be of value to larger group his efficacy is likely to be high

The Team
According to Katzenbach and Douglas Smith A team is a small Number of people with complementary skills who are committed To a common purpose, set of performance goals and approach for which they hold themselves mutually accountable

Characteristics of effective team

Rensis Likert and Douglas Mc Gregor identified following Characteristics of well functioning effective teams
1) Atmosphere needs to be relaxed, comfortable and informal 2) Teams task is well understood and accepted by members 3) The members listen well to each other and there is lot of task relevant discussion in which most members participate 4) People express both their feelings and ideas 5) Conflicts and disagreements are present but are centered around ideas and methods not around personalities and people 6) Self conscious about its own operations 7) Decisions are usually based on consensus not on majority vote

Importance of Teams
Primary benefits of team are: Improved employee motivation Positive synergy Satisfaction of social needs Commitment to team goals Improved organizational communication Benefits of expanded job training Organizational flexibility

Types of Teams
Problem solving teams Self managed teams Cross functional teams Virtual teams

1) Problem solving teams : teams consist of 5-12 employees of same department who meet a few hours every week to discuss the ways and means of improving quality drawback these teams can only give suggestion but could not implement solutions

2) Self managed teams : self directed work teams take responsibilities of their former supervisors. They collectively control over pace of work and determine work assignment drawback : high absenteeism and turnover rate

3) Cross functional teams : These teams are made of

employees from different work areas who come together to accomplish task example committees
4) Virtual teams : cross functional team that operate across

space time and organizational boundaries with members who communicate mainly through electronic technology

The Organisation
Organisation refers to a group or an association or an institution of individuals working in prestructured manner for achieving predetermined Common goals

Louis A Allen defined it as a mechanism or structure that enables living Things to work effectively together

Chester Bernard defined Organisation as system of consciously co coordinated activities or forces of 2 or more persons

Primary characteristics of Organisation

Organisation is a social grouping which consist of

individuals. It operates Through these individuals who are known as members or employees Of the Organisation

Once the Organisation is formed it acquires its own entity Structure, process to be used and functions to be performed For achieving goals Every Organisation is based on principle of cooperation All members of the Organisation and all sub system of it work Together in cooperation in given situation for realizing objective

 Organisation is goal oriented and is purposeful system to achieve Common goals that an Organisation is designed and its activities are Directed and coordinated Organisation are marked by deliberate planning done by group of Individuals known as top managers

Division of labor is important feature of Organisation

Every organization operates within external environment which provides broad parameters and constraints to it

HRD Matrix
Matrix shows the interrelationship between HRD instruments Processes, Outcomes and organisational effectiveness