introduction

Why HRD?
 Human resources, are the most valuable assets of any
organization, with the machines, materials and even the
money, nothing gets done without man-power
 The need for improved productivity has become universally
accepted and that it depends on efficient and effective
HRD
 It has further become necessary in view of advancement in
modern world to invest in HRD.
 Thus the role played HRD can no longer be over-
emphasized.
 Staff development are based on the premise that staff skills
need to be improved for organizations to grow.
What is HRD
 Human Resource Development (HRD) is the framework for
helping employees develop their personal and
organizational skills, knowledge, and abilities.
 Human Resource Development includes such practices as
employee training, employee career development,
performance management and development,
coaching, mentoring, succession planning, career
development, employee identification, tuition
assistance, and organization development.
 HRD aims at improving individual, group and
organizational effectiveness through the integrated use of
these practices
HRD definition – cont..
 HRD develops the key competencies that enable
individuals in organizations to perform current and
future jobs through planned learning activities.
 Groups within organizations use HRD to initiate and
manage change.
 HRD ensures a match between individual and
organizational needs.
HRD definition – cont..
 The focus of all aspects of Human Resource Development
is on developing the most superior workforce so that the
organization and individual employees can accomplish
their work goals in service to customers.
 Organizations have many opportunities for human
resources development both within and outside of the
workplace.
 Human Resource Development can be formal such as in
classroom training, a college course, or an organizational
planned change effort.
 Or, Human Resource Development can be informal as in
employee coaching by a manager.
 Healthy organizations believe in Human Resource
Development and cover all of these bases.
HRD Functions
 Training and development (T&D)
 Organizational development
 Succession planning and Career development

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Training and Development (T&D)
 Training – improving the knowledge, skills and
attitudes of employees for the short-term, particular to
a specific job or task – e.g.,
 Employee orientation
 Skills & technical training
 Coaching
 Counseling

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Training and Development (T&D)
 Development – preparing for future responsibilities,
while increasing the capacity to perform at a current
job
 Management training
 Supervisor development

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Organizational Development
 The process of improving an organization’s
effectiveness and member’s well-being through the
application of behavioral science concepts
 Focuses on both macro- and micro-levels
 HRD plays the role of a change agent

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Succession planning and Career
Development
 Ongoing process by which individuals progress
through series of changes until they achieve their
personal level of maximum achievement.
 Succession planning
 Career planning and management
 Talent management

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Some Critical HRD Issues
 Strategic management and HRD
 The supervisor’s role in HRD
 Organizational structure of HRD

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Strategic Management & HRD
 Strategic management aims to ensure organizational
effectiveness for the foreseeable future – e.g.,
maximizing profits in the next 3 to 5 years
 HRD aims to get managers and workers ready for new
products, procedures, and materials

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Supervisor’s Role in HRD
 Implements HRD programs and procedures
 On-the-job training (OJT)
 Coaching/mentoring/counseling
 Career and employee development
 A “front-line participant” in HRD

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Organizational Structure of HRD
Departments
 Depends on company size, industry and maturity
 No single structure used
 Depends in large part on how well the HRD manager
becomes an institutional part of the company – i.e., a
revenue contributor, not just a revenue user

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HR Manager Role
 Integrates HRD with organizational goals and
strategies
 Promotes HRD as a profit enhancer
 Tailors HRD to corporate needs and budget
 Institutionalizes performance enhancement

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Importance of training and
development
 Optimum Utilization of Human Resources – Training
and Development helps in optimizing the utilization of
human resource that further helps the employee to achieve
the organizational goals as well as their individual goals.
 Development of Human Resources – Training and
Development helps to provide an opportunity and broad
structure for the development of human resources’
technical and behavioral skills in an organization. It also
helps the employees in attaining personal growth.
 Development of skills of employees – Training and
Development helps in increasing the job knowledge and
skills of employees at each level. It helps to expand the
horizons of human intellect and an overall personality of
the employees
 Productivity – Training and Development helps in
increasing the productivity of the employees that helps
the organization further to achieve its long-term goal.
 Team spirit – Training and Development helps in
inculcating the sense of team work, team spirit, and
inter-team collaborations. It helps in inculcating the
zeal to learn within the employees.
 Organization Culture – Training and Development
helps to develop and improve the organizational
health culture and effectiveness. It helps in creating
the learning culture within the organization.
 Organization Climate – Training and Development
helps building the positive perception and feeling
about the organization. The employees get these
feelings from leaders, subordinates, and peers.
 Quality – Training and Development helps in
improving upon the quality of work and work-life.
 Healthy work environment – T & D helps in
creating the healthy working environment. It helps to
build good employee, relationship so that individual
goals aligns with organizational goal.
 Health and Safety – Training and Development helps
in improving the health and safety of the organization
thus preventing obsolescence.
 Morale – Training and Development helps in
improving the morale of the work force.
 Image – Training and Development helps in creating
a better corporate image.
 Profitability – Training and Development leads to
improved profitability and more positive attitudes
towards profit orientation
 Training and Development aids in organizational
development i.e. Organization gets more effective
decision making and problem solving. It helps in
understanding and carrying out organisational
policies
 Training and Development helps in developing
leadership skills, motivation, loyalty, better attitudes,
and other aspects that successful workers and
managers usually display.
HRD jobs/roles
 HRD manager,
 Training manager or director,
 management development specialist
 chief learning officer, and
 individual career development advisor
HRD Jobs/Roles
 Executive/Manager
 HR Strategic Advisor
 HR Systems Designer/Developer
 Organization Change Agent
 Organization Design Consultant
 Learning Program Specialist

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HRD Jobs/Roles
 Instructor/Facilitator
 Individual Development and Career Counselor
 Performance Consultant (Coach)
 Researcher

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HR Strategic Advisor Role
 Consults with corporate strategic thinkers
 Helps to articulate goals and strategies
 Develops HR plans
 Develops strategic planning education and training
programs

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HR Systems Designer/Developer
 Assists HR manager in the design and development of
HR systems
 Designs HR programs
 Develops intervention strategies
 Plans HR implementation actions

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Organization Change Agent
 Develops more efficient work teams
 Improves quality management
 Implements intervention strategies
 Develops change reports

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Organization Design Consultant
 Designs work systems
 Develops effective alternative work designs
 Implements changed systems

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Learning Program Specialist
 Identifies needs of learners
 Develops and designs learning programs
 Prepares learning materials and learning aids
 Develops program objectives, lesson plans, and
strategies

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Instructor/Facilitator
 Presents learning materials
 Leads and facilitates structured learning experiences
 Selects appropriate instructional methods and
techniques
 Delivers instruction

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Individual Development and Career
Counselor
 Assists individuals in career planning
 Develops individual assessments
 Facilitates career workshops
 Provides career guidance

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Performance Consultant (Coach)
 Advises line management on appropriate
interventions to improve individual and group
performance
 Provides intervention strategies
 Develops and provides coaching designs
 Implements coaching activities

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Researcher
 Assesses HRD practices and programs
 Determines HRD program effectiveness
 Develops requirements for changing HRD
programs to address current and future problems

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Challenges for HRD
 Changing workforce demographics
 Competing in global economy
 Need for lifelong learning
 Need for organizational learning

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Competing in the Global Economy
 New technologies
 Need for more skilled and educated workers
 Cultural sensitivity required
 Team involvement
 Problem solving
 Better communications skills

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Need for Lifelong Learning
 Organizations change
 Technologies change
 Products change
 Processes change
 PEOPLE must change!!

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Need for Organizational Learning
 Organizations must be able to learn, adapt, and
change
 Principles:
 Systems thinking
 Personal mastery
 Mental models
 Shared visions
 Team learning

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Summary
 HRD is too important to be left to amateurs
 HRD should be a revenue producer, not a revenue user
 HRD should be a central part of company
 You need to be able to talk MONEY

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Training and Development
 Training and development are processes that attempt
to provide an employee with information, skills, and
understanding of the organizations of the organisation
and its goals
 T & D is designed to help a person continue to make
positive contribution in the form of good performance
Training and Development cont..
 Training and Development a systematic development of
knowledge, skills and attitudes required by employees to
perform adequately on a given task or job.
 New entrants into organizations have various skills, though
not all are relevant to organizational needs.
 Training and development are required for staff to enable
them work towards taking the organization to its expected
destination.
 It is against the backdrop of the relative importance of
staff training and development in relation to organization
effectiveness that this course is offered
Differences between Training and Development
 Training is defined as:
 Any attempt to improved employees performance on
a currently held job or one related to it
 This usually means changes in specific knowledge,
skills, attitudes or behavior
 It is the methods used you give new or present
employees the skills they need to perform their job.
It may mean job orientation, showing employees
how to use new equipment or showing a sales
persons how to sell
Training (cont..)
 It is a systematic process of altering the behavior of
employees in a direction that will achieve
organizational goals.
 Training is related to present job skills and abilities
Development
 Development refers to:
 Learning opportunities designed to help employees
grow
 Such opportunities to not have to be limited to
improving employees performance on their current job
Differences between training and
devt
Training Development
Training usually refers to some kind Development is a process
of organized (and finite it time)
event -- a seminar, workshop

Training has a beginning and end. Employee development is a much

Participants are exposed to bigger, inclusive "thing". For
knowledge and skills associated with example, coaching and rotating of
new concepts during the event. job responsibilities to learn about the
jobs of their colleagues
Training
Results of training is changes
performance
When we train people, we focus on
the job
When we train people, we’re adding
value to specific things, such as what
their job description is.
Development
Results of development is to
changes lives
When we develop people, we focus
on the person
When we develop people, we add
value to everything. They not only
become better in their jobs, they
become better in life.
Training
Employee training is a necessity for
any business that wants to remain
competitive in today’s marketplace.
Training people is helpful for a short
time,.
Training often focuses on the
immediate period to help fit any
current deficit in employees skills.
Development
But leaders who want to make a
lasting difference also recognize that
training by itself is not enough and
development will do
Developing people is helpful for a
lifetime
The focus on development is on the
long term to help employees prepare
for future work demand
Models of training
 Training is a sub-system of the organization because
the departments such as, marketing & sales, HR,
production, finance, etc depends on training for its
survival.
 Training is a transforming process that requires some
input and in turn it produces output in the form of
knowledge, skills, and attitudes (KSAs)
THE TRAINING SYSTEM
 A System is a combination of things or parts that must
work together to perform a particular function. An
organization is a system and training is a sub system of the
organization.

The System Approach views training as a sub system of an

organization. System Approach can be used to examine
broad issues like objectives, functions, and aim.
 It establishes a logical relationship between the sequential
stages in the process of training need analysis (TNA),
formulating, delivering, and evaluating
Models of training
 The three model of training are:

1. System Model

2. Instructional System Development Model

3. Transitional model
System model
 The system model consists of five phases . The steps involved in
System Model of training are as follows:

1. Analyze and identify the training needs i.e. to analyze the

department, job, employees requirement, who needs training,
what do they need to learn, estimating training cost, etc The
next step is to develop a performance measure on the basis of
which actual performance would be evaluated.

2. Design and provide training to meet identified needs. This

step requires developing objectives of training, identifying
 3. Develop- This phase requires listing the activities in the
training program that will assist the participants to learn,
selecting delivery method, examining the training
material, validating information to be imparted to make
sure it accomplishes all the goals & objectives.
4. Implementing is the hardest part of the system because
one wrong step can lead to the failure of whole training
program.
5. Evaluating each phase so as to make sure it has achieved
its aim in terms of subsequent work performance. Making
necessary amendments to any of the previous stage in
order to remedy or improve failure practices.
Instructional system development
model
 Instructional System Development model or ISD
training model was made to answer the training problems.
 Concerned with the training need on the job performance.
 In this model, training objectives are defined on the basis
of job responsibilities and job description, and on the basis
of the defined objectives individual progress is measured.
 This model also helps in determining and developing the
favorable strategies, sequencing the content, and delivering
media for the types of training objectives to be achieved
Stages in ISD
 The Instructional System Development model comprises
of five stages:

1. ANALYSIS – This phase consist of training need

assessment, job analysis, and target audience analysis.

2. PLANNING – This phase consist of setting goal of the

learning outcome, instructional objectives that measures
behavior of a participant after the training, types of
training material, media selection, methods of evaluating
the trainee, trainer and the training program, strategies to
impart knowledge i.e. selection of content, sequencing of
content, etc
 3. DEVELOPMENT – This phase translates design decisions into
training material. It consists of developing course material for the
trainer including handouts, workbooks, visual aids, demonstration
props, etc, course material for the trainee including handouts of
summary.
4. EXECUTION – This phase focuses on logistical arrangements, such
as arranging speakers, equipments, benches, podium, food facilities,
cooling, lighting, parking, and other training accessories.
5. EVALUATION – The purpose of this phase is to make sure that the
training program has achieved its aim in terms of subsequent work
performance. This phase consists of identifying strengths and
weaknesses and making necessary amendments to any of the previous
stage in order to remedy or improve failure practices
 The ISD model is a continuous process that lasts
throughout the training programme.
 It also highlights that feedback is an important phase
throughout the entire training program. In this model,
the output of one phase is an input to the next phase
Five stages of ISD
Transistional model
 Transitional model focuses on the organization as a whole. The outer loop
describes the vision, mission and values of the organization on the basis of
which training model i.e. inner loop is executed.
Vision – focuses on the milestones that the organization would like to achieve
after the defined point of time. A vision statement tells that where the
organization sees itself few years down the line. A vision may include setting a
role mode, or bringing some internal transformation, or may be promising to
meet some other deadlines.
Mission – explain the reason of organizational existence. It identifies the
position in the community. The reason of developing a mission statement is to
motivate, inspire, and inform the employees regarding the organization. The
mission statement tells about the identity that how the organization would like
to be viewed by the customers, employees, and all other stakeholders.
 Values – is the translation of vision and mission into
communicable ideals. It reflects the deeply held values
of the organization and is independent of current
industry environment. For example, values may
include social responsibility, excellent customer
service, etc.
 The mission, vision, and values precede the objective
in the inner loop. This model considers the
organization as a whole. The objective is formulated
keeping these three things in mind and then the
training model is further implemented
Transitional model