Evolution and Concept of HRD

System Concept Role of HRD Professionals HRD climate and its elements HRD Matrix HRD function HRD process Role of line managers and supervisors in HRD

12-7

Evolution of The Concept Of HRD

The early part of the century saw a concern for improved efficiency through careful design of work. Improving employee productivity and efficiency was the next big thing to hit the business world. Recent years have witnessed an increasing tilt towards improving the quality of working life, product and service quality, and speedy and efficient delivery of work.

HRD in

Evolution of HRD
Early apprenticeship programs Early vocational education programs Early factory schools Early training for unskilled/semiskilled Human relations movement Establishment of training profession Emergence of HRD

Early Apprenticeship Programs

Artisans in 1700s Artisans had to train their own workers Guild schools Yeomanries (early worker unions)

Early Vocational Education Programs

1809 DeWitt Clintons manual school 1863 President Lincoln signs the Land-Grant Act promoting A&M colleges 1917 Smith-Hughes Act provides funding for vocational education at the state level

Early Training for Unskilled/Semiskilled Workers

Mass production
Semiskilled and unskilled workers Production line one task = one worker

World War I
Retool & retrain Show, Tell, Do, Check

Human Relations Movement

Factory system often abused workers Human relations movement promoted better working conditions Start of business & management education Tied to Maslows hierarchy of needs

Emergence of HRD
Employee needs extend beyond the training classroom Includes coaching, group work, and problem solving Need for basic employee development Need for structured career development ASTD changes its name to the American Society for Training and Development

Evolution
Early Seventies In 1968- the term used in George Washington University In 1969-ASTD conference in Miami Mid 1970s become more popular Japan felt- Better people and not better technology is the key to Better Society Prof Udai Pareek-1972-SBI

Evolution
In BHEL concept introduced in 1980 Later introduced in SAIL, Maruti Udyog , Indian Airlines and TISCO IIM Centre for HRD-XLRI-Jamshedpur ISTD- and New Delhi The above took HRD movement ahead

Definition of HRD
A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.

Relationship Between HRM and HRD

Human resource management (HRM) encompasses many functions Human resource development (HRD) is just one of the functions within HRM

HRD system
Organization Development Training and development Appraisal systems Career Advancements HRD is further divided into sub-system and the mechanism used by and organization depends on the size, technology, corporate philosophy and resources of the organization

Sub-system in HRS

Job and salary

Role of HRD Professionals

Given by The American Society for Training and Development Supportive Role Role of System Development and Research Managerial Role Role of Developing Competence Process Role

Supportive Role
Strengthening Operating and Executive Levels Consolidating Existing Strength

Role of System Development and Research

Managerial Role
Manpower Planning Procurement Placement Retaining, Motivating and Integrating People Rewards Planning for growth Healthy Industrial Relations Job Analysis and Evaluation

Role of Developing Competence

Managerial

Process Role
Diagnostic

HRD Functions
A Line Function Direct activities of people in his their own departments A Co-ordinative Function Staff (Service) Function

Co-ordinate Personnel Providing support to Activities other systems Development of system, Research Management of human resources Developing Competency of various kinds Catering to the process needs

HRD Functions continued

Training and Development Organizational Development Career Development

HRD Matrix Two axes that make the HRD matrix

Six Factor Target of HRD HRD system and activities

1211

HRD Matrix
The HRD matrix shows the interrelationships between HRD instruments, processes, outcomes and organisational effectiveness .
A S c h e m a t ic P r e s e n t a t io n o f L in k a g e s b e t w e e n H R D I n s t r u m e n t s , P r o c e s s e s , O u t c o m e s a n d O r g a n i s a ti o n a l E ffe c t iv e n e s s
H R D M e c h a n is m o r S u b -s y s te m s o r In s tru m e n ts H R D D e p a rtm e n t P e r fo r m a n c e A p p r a is a l R e v ie w , D is c u s s io n , F e e d b a c k , C o u n s e llin g S e s s io n s R o le A n a l y s is E x e rc is e s P o te n t ia l D e v e lo p m e n t E x e rc is e s T r a in in g C o m m u n ic a tio n P o lic ie s J o b R o ta tio n s O D E x e r c is e s R e w a rd s J o b - e n r ic h m e n t P ro g ra m m e s O th e r M e c h a n is m s H R D P ro ce sse s & H R D C lim a te V a r ia b le s R o le C la r it y P la n n in g o f D e v e lo p m e n t b y e v e r y E m p lo y e e A w a re n e s s o f C o m p e te n c ie s R e q u ir e d fo r J o b P e r fo rm a n c e P r o a c t iv e O r ie n t a t io n M o re T ru s t C o lla b o r a t io n & Te a m W o r k A u th e n tic ity O p e n n e s s R is k - t a k in g V a lu e G e n e r a t io n C la r i f ic a t io n o f N o rm s a n d S ta n d a rd s In c re a s e d C o m m u n ic a t io n M o r e O b je c t iv e R e w a rd s G e n e r a tio n o f O b je c tiv e , D a ta o n E m p lo y e e s , e tc . O th e r F a c to rs P e r s o n n e l P o li c ie s , To p M a n a g e m e n t S ty le s , I n v e s t m e n ts o n H R D , T o p M a n a g e m e n t s C o m m itm e n ts , H is t o r y , P r e v i o u s C u lt u r e , L in e M a n a g e r s In te r e s t, e tc . ( T.V . R a o , T h e H R D M is s io n a r y, O x f o r d IB H , N e w H R D O u tc o m e s V a r ia b le s M o re C o m p e te n t P e o p le B e tte r D e v e lo p e d R o le s H ig h e r W o r k c o m m it m e n t & J o b I n v o lv e m e n t M o r e p r o b le m S o lv in g B e t t e r U t i li s a ti o n o f H u m a n R e s o u rc e s H ig h e r J o b s a tis fa c t io n a n d W o r k M o t iv a t io n B e tte r G e n e r a tio n o f In te r n a l R e s o u rc e s B e tte r O r g a n is a t io n a l H e a lt h M o r e Te a m - w o r k , S y n e rg y a n d R e s p e c t fo r E a c h o th e r O r g a n is a tio n a l E ffe c tiv e n e s s D im e n s io n s H ig h e r P r o d u c t iv ity G ro w th a n d D iv e r s if ic a t io n C o s t R e d u c t io n M o r e P r o f it s B e tte r Im a g e

O th e r F a c to rs E n v ir o n m e n t, Te c h n o lo g y, R e s o u rc e A v a ila b ility, H is to r y, N a t u r e o f B u s in e s s e tc .

HRD in

D e lh i, 1 9 9 0 )

1211

A E ffe c t iv e n e s s

The HRD matrix shows the interrelationships between HRD instruments, processes, outcomes and organisational effectiveness S c h e m a t ic P r e s e n ta tio n . o f L in k a g e s b e t w e e n H R D In s t r u m e n t s , P r o c e s s e s , O u t c o m e s a n d O r g a n is a tio n a l
H R D M e c h a n is m o r S u b -s y s te m s o r In s tr u m e n ts H R D D e p a rtm e n t P e r fo rm a n c e A p p r a is a l R e v ie w , D is c u s s io n , F e e d b a c k , C o u n s e l lin g S e s s io n s R o le A n a ly s is E x e rc is e s P o te n t ia l D e v e lo p m e n t E x e rc is e s T r a in i n g C o m m u n ic a tio n P o lic ie s J o b R o ta tio n s O D E x e r c is e s R e w a rd s J o b - e n r ic h m e n t P ro g ra m m e s O th e r M e c h a n is m s H R D P ro ce sse s & H R D C lim a te V a ria b le s R o le C la r it y P la n n in g o f D e v e lo p m e n t b y e v e r y E m p lo y e e A w a r e n e s s o f C o m p e te n c ie s R e q u ir e d fo r J o b P e r fo rm a n c e P r o a c t iv e O r ie n ta t io n M o re T ru s t C o lla b o r a t io n & Te a m W o r k A u th e n tic ity O p e n n e s s R is k - t a k in g V a lu e G e n e r a t io n C la r if ic a t io n o f N o rm s a n d S ta n d a rd s In c re a s e d C o m m u n ic a tio n M o r e O b je c t iv e R e w a rd s G e n e r a tio n o f O b je c tiv e , D a ta o n E m p lo y e e s , e t c . O th e r F a c to rs H R D O u tc o m e s V a r ia b le s M o re C o m p e te n t P e o p le B e tte r D e v e lo p e d R o le s H ig h e r W o r k c o m m itm e n t & J o b I n v o lv e m e n t M o re p ro b le m S o lv in g B e t t e r U t ilis a t io n o f H u m a n R e s o u rc e s H ig h e r J o b s a tis fa c tio n a n d W o r k M o t iv a ti o n B e tte r G e n e r a tio n o f In te rn a l R e s o u rc e s B e tte r O r g a n is a t io n a l H e a lt h M o r e Te a m - w o r k , S y n e rg y a n d R e s p e c t fo r E a c h o th e r O r g a n is a tio n a l E ffe c tiv e n e s s D im e n s io n s H ig h e r P r o d u c t iv ity G ro w th a n d D iv e r s if i c a t i o n C o s t R e d u c t io n M o r e P r o f it s B e tte r Im a g e

O th e r

F a c to rs

P e r s o n n e l P o lic ie s , To p M a n a g e m e n t S ty le s , I n v e s t m e n ts o n H R D , To p M a n a g e m e n ts C o m m itm e n ts , H is t o r y, P r e v i o u s C u lt u r e , L in e M a n a g e r s I n t e r e s t , e tc .

E n v ir o n m e n t , Te c h n o lo g y, R e s o u rc e A v a ila b ilit y, H is t o r y , N a tu re o f B u s in e s s e tc .

HRD in

( T.V . R a o , T h e H R D

M is s io n a r y, O x f o r d I B H , N e w

D e lh i, 1 9 9 0 )

Role of Line Managers and Supervisors in HRD

Orientation Training Coaching Career Development

Orientation

Meaning

Example
E.gDeputy Heads will be accountable for the development of the department component of employee orientation. This information may include things like:
Overview of the departments vision, mission and values Information about the departments structure, including its divisions Overview of the departments goals, priorities and the business plan Information about department policies and procedures Overview of the programs and services delivered by the department Review of the departmental organizational chart Information about human resources initiatives for employees, such as healthy workplace, diversity, learning and development, and employee recognition activities Information about employee benefits and pensions

An employee orientation program takes into consideration the culture and values of the department/Organization. Employee orientation should be an on-going learning process, ideally starting on the employees first day, to help employees understand their job and performance expectations, division and department goals and priorities, and corporate goals and government priorities. Employee orientation programs should be offered using multiple learning methods, to best meet the needs of employees. This can include coaching, peer support, information sessions and on-line learning.

Training
Training is a systematic process through which an organizations human resources gain knowledge and develop skills by instruction and practical activities that result in improved corporate performance.

The Gap Concept

Expected Curve
1,000 Cars

Gap
200 Cars

Performan ce/Results

Actual Curve 800 Cars

Time

In training terms this means we need to develop programs to fill the Gap

Differences between Training, Education & Development

Training is short term, task oriented and targeted on achieving a change of attitude, skills and knowledge in a specific area. It is usually job related. Education is a lifetime investment. It tends to be initiated by a person in the area of his/her interest Development is a long term investment in human resources.

The ASK Concept

If we follow the GAP concept, training is simply a means to use activities to fill the gaps of performance between the actual results and the expected results. This GAP can be separated into 3 main themes
Attitude Skills Knowledge

CREATING A COACHING CULTURE

What is coaching?
A coach is someone who supports, explains, demonstrates, instructs and directs others via encouragement and asking questions. Creates the capacity for continuous improvement, development and success through supporting people and organisations to make best use of their knowledge, insight, vision, creativity, sensibility, and vast ability to learn and develop Centered on goals Non-directive, impose solutions or opinions

KEY COACHING SKILLS

Active questioning and listening Building Trust and rapport

Promoting positive outcomes

Providing feedback

Creating the right environment

KEY BENEFITS OF COACHING

Increased motivation
Clarity and direction

Ownership Increased and Productivity Responsibility

positive outcomes

Career Development
Career A sequence of positions occupied by a person during the course of a lifetime A sense of where one is going in ones work life

Career Development
Career development the process of managing life, learning and work over the lifespan Cant be delivered in isolation of ones life experiences Holistic in its nature Doesnt rely on numeric result

Provides the basis for ongoing learning and development Critical core business in every school, community and organization

Organizational Culture and Climate

Culture refers to the behavioral norms, assumptions, and beliefs of an organization.

the way things are done around here.

Climate refers to perceptions of persons in the organization that reflect those norms, assumptions, and beliefs.

Definition
Hellriegel and Slocum (1974) define organizational climate as a set of attributes which can be perceived about a particular organization and or its sub-systems, and they may be induced in the way that organization and/or its sub-systems deal with their members and environment

HRD climate HRD climate is an integral part of organizational climate

Development climate will have the following characteristics

People are most important Developing competencies in employees is job of every manager Faith in employees to change and acquire competencies To be open in communications and discussions rather than being secretive

Encouraging risk taking and experimentation Making efforts to help employees recognize their strengths A climate of trust Be helpful and collaborate with each other Teams spirit Discourage stereotypes and favouritism Supportive personnel policies Supportive HRD practices

Elements of HRD climate

OCTAPACE
Openness: is where people feel free to express their ideas, views, opinions and feelings to each other, irrespective of their level, designations etc. Confrontation: is the culture of facing issues squarely. People can be relied upon to treat issues as issues and not take them as personal assault. Trust: deals with a culture of people believing each other and acting on the basis of verbal messages and instructions, without having to wait for written instructions or explanations. When people say that they will do something or promise to do something, it is simply relied upon. Authenticity: is speaking the truth fearlessly and keeping promises once they are made. It is indicated by the extent to which people say what they mean and do what they say.

Proaction: is a culture that promotes initiative and explorations and new activities and new ways of doing things are encouraged. Autonomy: is present if every role holder in the organization, irrespective of the level has some scope in his or her job to use some discretion. Collaboration: is a culture where people are eager to help each other. There is a spirit of sacrifice for each others sake and for the larger goals. Experimentation: is the orientation on the part of employees to try out new ways of doing things and experiment with new decisions. It characterizes a risk-taking culture in the organization.

Factors affecting HRD climate

HRD process