Define HRD & its objectives?

Human Resource Development (HRD) means to develop available manpower

through suitable methods such as training, promotions, transfers and opportunities
for career development.

According to American Society for Training and Development (ASTD),

"HRD is the integrated use of:-
1. Training and development,
2. Organizational development, and
3. Career development to improve individual, group and organizational effectiveness"
Training and Development (T&D)
Training and development (T&D) focuses on changing or improving the knowledge, skills, and
attitudes of individuals. Training typically involves providing employees the knowledge and
skills needed to do a particular task or job, though attitude change may also be attempted (e.g., in
sexual harassment training).
Organization Development
Organization development (OD) is defined as the process of enhancing the effectiveness of an
organization and the wellbeing of its members through planned interventions that apply
behavioral science concepts.
Career Development
Career development is an ongoing process by which individuals progress through a series of
stages, each of which is characterized by a relatively unique set of issues, themes, and tasks.
Career development involves two distinct processes: career planning and career management.
Career planning involves activities performed by an individual, often with the assistance of
counselors and others, to assess his or her skills and abilities in order to establish a realistic
career plan. Career management involves taking the necessary steps to achieve that plan, and
generally focuses more on what the organization can do to foster employee career development.

Human resources development is the framework for helping employees

develops their personal & organizational skills, knowledge and abilities.

b. Explain with your own view An Organization can gain

a little from its HRD process for its inappropriate career
and work system even after implementation of a very
good development system for its human resource.
HRD functions are carried out through its systems and sub systems. HRD has
five major systems.
1. Career system 2. Work system 3. Development system 4. Self-renewal
system 5. Cultural system
1. Career system: Career system ensures attraction and retention of
human resources through the following sub-systems.
1.Manpower planning 2. Recruitment 3. Career planning 4. Succession
planning 5. 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.
1. Role analysis 2.Performance plan 3.Performance feedback and guidance
4.Performance appraisal 5.Promotion 6.Job rotation 7.Reward
Objectives = HRD is to contribute to the professional well being,
motivation and pride of employees. Since an organization can only be as
effective as its employees an enlightened, motivated and job- satisfied body
of employees is the ultimate objective of HRD. HRD achieved this objective
by-

1. Attracting people of the organization and holding them.

2. Maximization their performance of assigned roles. The most conspicuous
assigned roles in any organization are to meet some minimum levels of
quantity & quality.
3. Maximization their performance beyond the assigned roles for
organizational goals. It is not enough if people within an organization simply
carry out what is required of them.
Need for HRD
To develop competencies: No organization can be survive, let alone make
a mark, if its employees are not competent in terms of knowledge, skill and
attitudes. Competent employees are as much the necessary of a nonprofit
organization as of a profit making organization. To mitigate some of the
evil consequences of industrialization: By enriching workers role HRD
satisfies their need to advancement, growth, self respect, recognition,
creativity and autonomy. Enable workers to lead an integrated life which is
mostly partitioned by the factory system into two lives: the organizational life
and personal life.

To bring about system wide changes = Whereas traditional human

resource development methods have their relevance and usefulness, they
are by themselves inadequate to bring about the kind of system wide change
which is visualized in the concept of HRD.
To develop a proper climate in the organization = No other traditional
method can do this. Executives in most of the traditional organizations seem
to hold the following values---- The important human relationships are
those which are related to achieving the organization objectives, i.e. getting
the job done For being effective in human relationship one needs to be
more rational and logical in his behavior rather then emotional.

Function of HRD
As such there can be many HRD methods available for organizations.
However, the most frequency used function are as follows--

Manpower planning
Performance appraisal & feedback
Training education development, Potential appraisal & promotion
Carrier develop & Planning
Compensation & Reward
Organizational development technique
Industrial Relation
Quality of work life & employee welfare
Participating device
Data shortage & recharge etc

Define learning and discuss any two of the adult learning principles.
1. Learning is an experience that occurs inside the learner and is activated by the learner
2. Learning is the discovery of the personal meaning and relevance of ideas
3. Learning (behavioral change) is a consequence of experience
4. Learning is a co-operative and collaborative process
Eight adult learning principles
Adults like to learn in a self-conscious way.
Adults learn best if the subject meets their needs.
Adults learn best by doing.
Adults learn through experiences.
Adults bring their own opinions to the learning environment.
Adults learn best in a non-formal atmosphere where they can feel
accepted and supported by the trainers and other trainees.
Adults learn by solving the problems relevant to their lives.
Adults can easily adapt to different teaching methods. They
prefer not to receive grades.

Experiences
 The most effective learning is from shared experience, either by
discussing participants past experiences or by developing new
experiences through practical exercises in the field. Participants learn
from each other and the facilitator often learns from the participants.

Reflection
Maximum learning from a particular experience occurs when a person takes
the time to reflect back upon it, draws conclusions and derives principles for
applying to similar experiences in the future.

Define & Distinguish between training and education

Training: The process of teaching new employees the basic skills they need
to perform their jobs.

Education is undertaken in the hopes of furthering your individual knowledge and developing
your intellect. While a highly educated person is often more employable, education is not about
getting a job.
Point of comparison Education Training
Content Subject oriented. Job oriented.
Scope Broad and general. Narrow and specific.
Nature Education is theoretical Training is practical
consisting of concepts aimed consisting of knowledge
at stimulating analytical and and skills required to
creative faculties of the perform specific tasks.
Duration individual.
Long duration. Short duration.
Result Delayed and unapparent. Quick and apparent.

Explain the benefit /importance of training? or Benefits of company

from training

1. Higher Productivity 2. Better Quality of Work 3. Less Learning Period

4. Cost Reduction 5. Reduced Supervision 6. Low Accident Rate 7.
High Morale 8. Personal Growth 9. Improved Organizational Climate.
Training Cycle

TNA ---- Setting Training Objective ----- Curriculum Development -----

Training Material Development ---- Training Implementation ------ Training
Evaluation
Training Methods

Methods of Training
i)Lecture
ii)Lecture/discussion
iii)Skill lesson
iv)On-the-job training (the four-step method)
There are other methods of training, but their effective use is specific to special
training situations and will not be discussed in this lecture. Some of those methods
include:
i)Role play
ii)Assignment
iii)Case study
iv)Training games
v)Group exercises
vi)Programmed learning
Less Expensive
Can be reached to large no of trainee
Knowledge building exercise
 Correct misunderstanding
Requires long periods of trainee inactivity
Less practical
Time consuming in some cases

Deciding Factors of Training Methods

1.Cost 2. Time 3. Special areas. 4. Training needs 5. Participator group. 6. Experience with
current job search practices 7. Training Status 8.Training Residuals 9. Training History 10.
Compatibility of various workloads 11. Mental Concentration 12. Mindset13. Training aids

TNA
A training needs assessment is a tool utilized to identify what educational courses
or activities should be provided to management and employees to improve their
management skills and work productivity. Focus should be placed on needs as
opposed to desires.

A needs assessment is a systematic process for determining and addressing needs,

or "gaps" between current conditions and desired conditions or "wants".

For example, a new manager that is having trouble relating to his employees would
be better served by improving various management skills as opposed to learning
further tasks about technical side of his job, which might be more interesting, but
less effective in improving morale and productivity.

Importance of TNA
Needs assessment helps diagnose the causes of performance deficiency in
employees. Causes require remedial actions. This being a generalized statement,
there are certain specific benefits of needs assessment. They are:
1) Trainers may be informed about the broader needs of the training group and
their sponsoring
Organizations
2) The sponsoring organizations are able to reduce the perception gap between
the participants and his or her boss about their needs and expectations from the
training program.
3) Trainers are able to pitch their course inputs closer to the specific needs of the
participants.
4) Determine if training will make a difference in productivity and the bottom line.
5) Define what specific training each employee needs and what will improve their
job performance.
6) Determine the difference between the need for training and other related or non-
related organizational issues

Methods of TNA
Organizational Level
Comparison of the achievement with the goal & objective of the Organization/
Manpower inventory
Skill inventory
Organizational climate indices namely
Management by objectives

Occupational Level
Job analysis
Comparison between actual and requirement
Performance in term of knowledge, Skill & Attitude
Working sampling
Analysis of equipment
Analysis of operation procedure
Review of report, records, research publication and other literature.
Individual Level
Performance appraisal Interview Questioner Informal talk Survey
Observation Role
play
Self analysis Case study Diaries Counseling Check list Test etc
Organizational Analysis
To align training with business strategy and to ensure there are resources
and managerial support for training.
Task Analysis
To identify the important work-related tasks and knowledge, skills, behaviors,
abilities (KSBAs); determine if the content and activities are consistent with
trainee on-the-job experience; and to develop measurable and relevant
content, objectives and methods.
Person Analysis
To ensure that trainees have the basic skills, motivation, prerequisite skills or
confidence.
Training Evaluation
In common parlance evaluation is the objectives assessment of the past to
facilitate better forecasting and controlling of the future. Evaluation in
whatever it is defined should involve the following elements---
Evaluation is a planned process.
It involves collection of information from the trainees from his
superiors, his subordinates and peers
Training is evaluated in terms of objectively variable standard or
criteria.
Importance of Evaluation
There are a number of reasons why organizations proactively monitor the
effectiveness of employee education. These are:
Helps employees to monitor their own improvement.
Builds morale, by demonstrating an interest in staff development.
To maximize the training ROI (return on investment).
Helps to determine the form of future training programs.
Assists with identifying the effectiveness of different forms of teaching
(such as classroom based or web based).

Organizations that train but do not evaluate that training cannot be certain
of its value, either to themselves or their employees
Levels of Evaluation
REACTION = This reflects the feelings of the trainees about the training
program, its methods, contents, quality of the speaker, physical facilities of
the program, suggestion about what will make the program more effective,
etc.
To what extent did the participants find the training useful, challenging, well-
structured, organized, and so on?

LEARNING = This reflects the change in the level of knowledge and/or

skills of this participants during the training program. To what extent did
participants improve knowledge and skills and change attitudes as a
result of the training?

JOB BEHAVIOUR = This type of evaluation seeks to determine the change in

the job performance of the participants as a result of training.
To what extent did participants change their behaviour back in the workplace
as a result of the training?

RESULTS = This types of evaluation seeks to assess the tangible results of

the training program on the level of organizational performance in terms
 reduced cost, higher productivity, improved safety, decrease in employee
grievances and so on.
What measurable organizational benefits resulted from the training in terms
such as productivity, efficiency and sales revenue?
Curriculum Development
Curriculum development describes all the ways in which a training or
teaching organization plans and guides learning. This learning can take place
in groups or with individual learners. It can take place inside or outside a
classroom. From this description, you will see that curriculum development
can take place in many settings, and may involve many people. Typically,
curriculum development involves four main elements:

1. Identify what learning is needed and decide on the type of training you
need to provide to meet these learning needs.
2. Plan the training carefully, so that learning is most likely to take place.
3. Deliver the training so that learning does take place.
4. Evaluate the training so that there is evidence that learning has taken
place.

Importance of Curriculum Development

The importance of curriculum development may be the lesson pan. In set
forth very specifically how the instructor will guide the learning situation. It
indicates what the learner will do. it can be considered as the road map to
help the instructor and learner reach the determined objectives. Curriculum
development focuses on the what to be learned.

Steps of CD
The key steps for curriculum development are as follows

Selection of contents on the basis of must know, should know & nice to
know

Breaking the training objectives into continuant parts and than matching it
with training needs

Selection of specific training methods on the basis of content, target group

& objective of the training

Selection of specific training media

Determination of time required for training/Sequencing the learn
sessions/Preparation of complete lesson plan.

Counseling
Support process in which a counselor holds face to face talks with another person to help him or
her solve a personal problem, or help improve that person's attitude, behavior, or character.
Counseling is discussion of a problem that usually has emotional content with an employee in
order to help the employee cope with it better. Counseling seeks to improve employees mental
health.

Importance of Counseling
The Resonance Way
Talk ' Resonance'.
'Resonance' or 'flow' refers to the state of mind where an individual employee is
deeply involved with a task, overcomes obstacles effortlessly and finds the
experience more satisfying than the result. For example, in a game of tennis, the
player is more satisfied with the techniques he used to overcome his opponent's
moves rather than actually winning.
Identify and Rediscover.
HR needs to identify if employees ever experienced ' resonance' during their
careers. Ask employees about their experiences at work or with any other activity.
Identify and Recreate.
To prevent boredom and monotony at work, employees are eager to pursue hobbies
and interests. At times, this can be given more priority and thus effect an
individual's concentration at work.

Discuss counseling as a human resource development process.

Step 1. Describe the changed behavior. Let the employee know that the organization is concerned with
work performance. The supervisor maintains work standards by being consistent in dealing with troubled
employees. Explain in very specific terms what the employee needs to do in order to perform up to the
organizations expectations. Dont moralize. Restrict the confrontation to job performance.
Step 2. Get employee comments on the changed behavior and the reason for it. Confine any negative
comments to the employees job performance. Dont diagnose; you are not an expert. Listen and protect
confidentiality.
Step 3. Agree on a solution. Emphasize confidentiality. Dont be swayed or misled by emotional please,
sympathy tactics, or hard-luck stories. Explain that going for help does not exclude the employee from
standard disciplinary procedures and that it does not open the door for special privileges.
Step 4. Summarize and get a commitment to change. Seek commitment from the employee to meet work
standards and to get help, if necessary, with the problem.
Step 5. Follow up. Once the problem is resolved and a productive relationship is established, follow up is
needed

Factors of Effective Counseling

Active listening, which involves attentively listening to the words an employee is saying and observing
the nonverbal behaviors and manners to address internalized thoughts and feelings.
Responding to the employee verbally and non-verbally.
Questioning should be open-ended.
Qualities of an effective counselor are as follows:
Respect for person being counseled. Mutual respect improves the chances of changing (or maintaining)
behavior and achieving outlined goals.
Self-awareness and cultural awareness. Must be fully aware of values, needs and biases prior to
counseling employees. Self-aware supervisors are less likely to allow their biases to influence the
counseling process.
Empathy. Empathy allows you to see the situation from the other person's view.
Credibility. Supervisors achieve credibility by being honest and consistent in their statements and
actions.
What is the difference between wages and salary?
Wages is best associated with employee compensation based on the number of hours worked
multiplied by an hourly rate of pay
Salary is best associated with employee compensation quoted on an annual basis.
Factors of Wage and Salary Determination
Job Content
Job Value
External Forces
Market Influences
Cost of Living
Legislative Influences

Various Method of Wage Payment

There exist several methods of employee wage payment and incentive, which can be classified under the
following headings:
1. Time Rate systems
2. Piece Rate system
3. Combination of time and piece rate system
4. Premium bonus method
Employee Counseling Effective
Co-operative/Participative Counselling: This is a compromise between the above two extreme
types of counselling. It is a mutual contribution for diagnosing a problem, analysing the problem
and then looking for a solution. It is a mutual counsellor - counselee relationship where both
participate to find a solution. Here an exchange of ideas takes place between the two. Both the
participants provide a bit of knowledge, experience and insight and thus it is a case of balanced
compromise.

Functions of Counseling
Communicating the program service to managers, supervisor and employees
andbfollowing up with them is critical in getting organizational members to
use it. In many counseling specially those dealing with addiction and mantel
heath the supervisor role in helping the employee seek treatment and
supporting the treatment effort is critical to success other necessary
ingredient for an effective counseling program include-
Top management commitment and support
A clearly written set of policies and procedures outlining the program
purpose and its function
A range of care
Maintenance of records for program evaluation
Health insurance benefit coverage for service
Family Education
A clear and well enforced policy concerning employee confidentiality
Importance of Audio Visual Aids
The Audio Visual Aids provides significant gains in informal learning,
retention and recall, rethinking and reasoning, activity, interest, imagination,
personal growth & development. .Best Motivator: Clear Image: Variety:
Freedom: Opportunities to Handle: Helpful in attracting the Attention:
Savings in Energy & Time: Realism: Encouragement to healthy class room
interaction: Scope of education as a mass scale:

Types of Audio Visual Aids

1. overhead transparencies
2. slides (typically 35mm)
3. flip charts
4. chalk boards and white boards
5. posters and pictures
6. objects and models
7. handouts as visual aids
8. computer (on the computer screen or projected from computer)
9. video tapes, films (film clips)
Marker board = have a smooth, shiny surface on which colored felt tip pens can
be used. Some are designed for use with water-soluble ink; more modern ones
("dry-marker" boards) must be used with special dry marker, solvent-based pens.
Using the wrong kind of pen can damage the board. It is therefore important to
know which type of board you are dealing with and it is a good idea to make sure
no pens of the wrong kind are available near the whiteboard. Whiteboards are
easier to use than chalkboards from both the agent's and the audience's point of
view. The pens flow smoothly over the
surface and the colours are clearer than chalk on a chalkboard.
Flip charts are quick, inexpensive visual aids for briefing small groups. The
charts, felt-tip markers and graphic materials are readily available, and with a
modest ability at lettering, the presenters can
compose the desired visual aid in-house.

Flip Charts : Help the speaker proceed through the material/Convey

information/Provide the audience with something to look at in addition to the
speaker/Can be prepared prior to, as well as during, the
presentation/Demonstrate that the speaker has given thought to his or her
remarks/Can be used to record audience questions and comments/Can be
converted to slides.
Limitations: May require the use of graphics talent/Are not suitable for
use in a large audience setting/May be difficult to transport
Multimedia projector = It is very recent development which provide the
facilities of direct projection from slide. Video cassettes. TV station, computer on
the projection screen. It is very costly but has many advantages, particularly the
image focusing and options for multi use.
Overhead Projector = are useful for audience settings of 20 to 50 people and
can be produced quickly, easily, and inexpensively. Any camera-ready
artwork, whether word charts, illustrations, or diagrams can be made into
transparencies using standard office paper copiers.

Most manufacturers of paper copiers offer clear and colored acetate

sheets that run through copying machines like paper, but transfer
a black image into acetate for use as overhead transparencies.
The standard transparency size is 8" x 11''. The only piece of hardware
required is an overhead transparency projector.
Overlay transparencies provide a good cumulative presentation.
Speaker can use an overhead projector with significant light in the room,
thereby enabling the speaker to maintain eye contact with the audience.

Limitations: The projected image size is sometimes too small to

be seen from the back of a large room/Often, the image does not sit
square on the screen, as the head of the projector is tilted to increase
the size of the image/It is difficult to write on the transparency while it is
on the projector/Sometimes the projector head gets in the audience's
way.
Management Development
Any attempt to improve current or future management performance by imparting knowledge,
changing attitudes, or increasing skills. Aspect of organizational development that covers
recruitment and assessment of executive level employees and training them in leadership to
equip them for higher positions. This process generally includes development of cognitive
(thinking, idea generation, and decision making), behavioral (choosing appropriate attitudes and
values), and environmental (suiting management style to the situation) skills.

Learning Objective
Statement describing what a employee is expected to learn from the lesson. The learning
objective provides a detailed description of what the employee will be able to do when the
instruction ends. A trainer uses a learning directive to help trainee understand how to make
practical use of information learned during the lesson.

Task Analysis
Examination of each unit of job or work situation to determine conditions, standards, and other
relevant factors for incorporation into the design, development, and evaluation of a training
program.

Systematic identification of the fundamental elements of a job, and examination of knowledge

and skills required for the job's performance. This information is used in human resource
management for developing institutional objectives, training programs, and evaluation tools. See
also activity analysis, job analysis, and performance analysis.

Active Learning
An educational process where students become vigorously engaged in assimilating the material
being taught rather than absorbing it passively in a lecture format. For example, active learning
within a business context might include performing more academic activities like reading,
writing, analysis and evaluation, as well as participating in discussion and problem solving
groups. Also called cooperative learning.

Training & Development

The official and ongoing educational activities within an organization designed to enhance the
fulfillment and performance of employees. Training and development programs offered by a
business might include a variety of educational techniques and programs that can be attended on
a compulsory or voluntary basis by staff.
Case Study
Documented study of a specific real-life situation or imagined scenario, used as a training tool in
business schools and firms. Students or trainees are required to analyze the prescribed cases and
present their interpretations or solutions, supported by the line of reasoning employed and
assumptions made.
 Training aid
Device such as a chart, diagram, notes, etc., intended to enhance learning and retention by a
student or trainee. See also training device.