1. MOHD AHMAD (12MBA35)
&
SYED MOOSI HASAN NAQVI (12MBA57)

2. 
1. What is HRD?
2. HRD Practices
3. What is liberalised economy?
4. HRD Role in liberalized India
5. Role of HRD in liberalised economy
6. Role of HRD in new environment
7. Conclusion
CONTENTS

3. 
 Understanding HRD
 What is Liberalised economy
 What is New environment
 What is the role of HRD in liberalised economy?
 What is the role of HRD in New Environment?
 Methodologies of HRD in Liberalised and New
Economy
LEARNING OBJECTIVES

4. 
Human Resource Development (HRD) is the
framework for helping employees develop their
personal and organizational skills, knowledge, and
abilities. Human Resource Development includes such
opportunities as employee training, employee career
development, performance management and
development, coaching, succession planning, key
employee identification, tuition assistance, and
organization development.
What is HRD?

5. 
1. Executive and supervisory/management
development
2. New-employee orientation
3. Professional-skills training
4. Technical/job training
5. Customer-service training
6. Sales-and-marketing training
7. Health-and-safety training
HRD Practices

6. 
 HRD manager
 Vice-president of organizational effectiveness
 Training manager or director
 Management development specialist
 Training-needs analyst
 Chief learning officer
 Individual career-development advisor
HRD Positions in Businesses

7. 
 Liberalised economy defined as the loosening of
government regulations in a country to allow for
private sector companies to operate business
transactions with fewer restrictions. In relation to
developing countries, this term refers to opening of
their economic borders to multinationals and foreign
investment.
 Liberalised economy means government removes all
kind of restriction like licensing, quota system to
start a business so that one can start it easily.
What is liberalized economy?

8. 
 Started on 24 July 1991
 Main objectives was economic reforms in India
 first attempt was reversed in 1967
 The second major attempt was in 1985 by prime
minister Rajiv Gandhi
 In 1991, after India faced a balance of payments crisis, it
had to pledge 20 tonnes of gold to Union Bank of
Switzerland and 47 tonnes to Bank of England as part of a
bailout deal with the International Monetary Fund(IMF)
 Started by the government of P. V. Narasimha Rao and
his finance minister Manmohan Singh .
Economic Liberalization in India

9. 
Benefits
 In 2007, when India recorded its highest GDP growth
rate of 9%
 India became the second fastest growing major
economy in the world, next only to China
 The growth rate has slowed significantly in the first
half of 2012
Contd..

10. 
 Downsizing of organization structure.
 Building organization structure based on the
characteristics of organic structure
 Providing the scope for internal customers approach in
structuring organization.
 Enriching the jobs at all levels.
 Creating autonomous jobs.
 Performance planning and development.
 Preferring empowerment rather than supervision.
 Providing guidelines for team work.
 Creating the value towards new customer orientation .
HRD Role in liberalized India

11. 
 Encouraging innovative and creative ideas.
 Providing conceptual and informing role to all employees.
 Developing anticipatory and participatory approach.
 Culture building
 Competence building.
 Motivation building
 Confidence building
 Commitment building
 Structuring business groups.
 Creating learning organizations.
Contd..

12. 
 Developing participative approach and automatic
learning.
 Providing training and retraining .
 Developing managers continuously.
 Introducing the techniques of organization development
 Developing reward system contributing to automatic
human resource development.
 Providing the challenge and scope for proactive learning.
Contd..

13. 
 Developing the skill of adoptability
 Developing the aptitude towards different jobs and
encouraging job rotation.
 Developing the value system centre around
competition.
 Providing health care facilities and skills, knowledge
and abilities.
 Providing social and culture programs to satisfy the
social needs of employees.
Contd..

14. 
 Linking management and the development of human resources
to an organisation's strategic plan, goals, and objectives
 Establishing these links is an essential management strategy
It involves in Five areas:
1. HRD capacity,
2. HRD planning,
3. Personnel policy and practice,
4. HRD data, performance management, and
5. Training
 These HRD areas are relevant in any organisation, regardless of
its size, purpose, and degree of complexity, and whether it is
public or private.
ROLE OF HRD IN
LIBERALIZED ECONOMY

15. 
1. Expanding the role of HRD in the
organisation
2. Encouraging human resources leadership
at the organisational level
3. Developing and maintaining a
performance management system
4. Establishing a responsive supervisory
system
5. Investing in training
Role of HRD Managers in LE

16. 
 Consider how HRD can help in the organisation to
fulfil its mission
 Focus on the relationship between human resources
and organisation's mission, strategies, and objectives
 Focused on salaries, benefits, personnel policies and
procedures, job descriptions, and training
1. Expanding The Role of HRD
in the organisation

17. 
 Be a strategic partner in developing and attaining
organisational goals and strategies
 Act as an administrative expert in establishing and
managing administrative policies, procedures, and
structures
 Represent and support employees
 Be a change agent for the organisation
HRD should

18. 
 Creating new jobs
 Revising job descriptions
 Recruiting new personnel with different skills
 Establishing clear transfer policies
 Conducting orientation sessions and training for
staff at all levels
 Implementing leadership seminars for top managers
 Support to training supervisors
HRD Support In Strategic Objectives

19. 
 Human resource development can play a key role in
identifying and implementing processes for change
and in preparing employees for change
 Change can include analysing competency,
supporting reform processes, and redesigning
systems to help an organisation meet new objectives,
such as increasing organisational sustainability or
reaching new target populations using existing staff.
Role of HRD as a Change Agent

20. 
 Keeping all employees informed about the changes taking
place and the anticipated benefits
 Creating opportunities for staff to contribute ideas, help
plan, ask questions, and discuss the impact of the changes
 Being realistic about the expected benefits of the changes
 Collect ideas from employees about how to prepare for
changes
 Encouraging team work and team spirit
 Following through on agreed-upon actions.
HRD should

21. 
 Many organisations treat HRD in a fashion
 Human resource leaders link all components of
human resources to create one, integrated HRD
system
 Supporting human resources by giving it a
prominent and strategic role
 Sending a message to all staff that the organisation
will treat them fairly and will respect their
contribution to its success
2. Encouraging HR Leadership At
The Organisational Level

22. 
 Ensure that human resource activities are integrated
throughout the organisation
 Involve staff at all levels and from all departments in
HRD
 Every organisation or program needs leadership at the
highest level to support human resources. To take a
leadership role in HRD
 Create a positive climate for human resources
 Create a management structure for human resources
 Define what needs to be done
 Define new organisational arrangements and employee
participation, team work, and growth
Leadership role in HR

23. 
 Dedicate staff and budget to building human
resource capacity within the organisation
 Make learning an organisational priority
 Provide a link between internal human resource
management and external stakeholders
 Influence health policy makers
 Discus new directions for HRD in the organisation.
Contd..

24. 
 Most important tasks for a human resource leader is to
support the establishment of an organisation-wide
performance management
 Connects strategic and operational plans with
performance measures for organisational units and for
individuals
 Help employees understand how their work contributes
to the success of the organisation, which may help them
feel more motivated and be more productive
 Performance management has the potential to improve
both group and individual performance and make
organisations more successful
3. Developing And Maintaining A
Performance Management System

25. 
 Provides the bridge between the organisation and
the employee
 The supervisor communicates the larger goals of the
organisation to the employee, and, through the work
planning process, guides the work of the employee
to directly support these goals.
 The supervisor needs to be aware of gaps in job
readiness, and to support the development of
employee skills and capacity as needed.
4. Establishing A Responsive
Supervisory System

26. 
 Managers must allow supervisors adequate time to
meet with and develop their supervisees in order for
the supervisory process to be effective in meeting the
needs of the staff and of the organisation.
 Supervisor must also be aware of problems in
employee performance that cannot be solved
through training or development activities and make
decisions about how to address them in a positive
and constructive manner.
Contd..

27. 
 Human resources is the life blood of any
organisation.
 Training is the most important activity or plays an
important role in the development of human
resources
 Training has nowadays became an important and
required factor for maintaining and improving
interpersonal and intergroup collaboration
 Well-trained personnel, can an organisation achieve
its goals.
5.Investing In Training

28. 
 Training gives the following results:
 1. Growth, expansion and modernisation cannot take
place without trained manpower
2. It increases productivity and profitability, reduces
cost and finally enhances skill and knowledge of the
employee.
3. Helps in developing a problem solving attitude
4. Gives people awareness of rules and procedures
Contd..

29.  Shift from Specialist to Generalist behavior
 Effective communicator with a strong hold on policy
making
 Focus on current and future problems
 Language of business is incorporated
 Customer satisfaction and customer oriented policies
are the basic one
 Understanding the marketing and financial perspective
of marketing
ROLE OF HRD IN NEW
ENVIRONMENT

30. 
 Staying within the organizational boundaries while
thinking out of the box simultaneously.
 Focus on the internal functioning of the
organization remains the primary objective
 The HR manager acts as a mentor
 He also fits into the “Global Worker” contour
Contd..

31. 
 The role of the HR manager must parallel the needs
of his or her changing organization.
 Successful organizations are becoming more
1. adaptable,
2. resilient,
3. quick to change direction, and
4. customer-centered.
New HR Role

32. 
 Within this environment, the HR professional, who
is considered necessary by line managers, is a
1. Strategic Partner : the formulation of strategy as a
partner inside the organization
2. An employee sponsor or advocate: he should act as
the advocate or the endorser of the employee
3. A change mentor: he should ensure a consistent
change inside the organization
Contd..

33. 
 At the same time, especially the HR Generalist, still
has responsibility for
1. employee benefits administration,
2. often payroll, and
3. employee paperwork,
 It happens especially in the absence of an HR
Assistant.
Contd..

34. 
 Recruiting.
 Hiring.
 Training.
 Organization Development.
 Communication.
 Performance Management.
 Coaching.
 Policy Recommendation.
 Salary and Benefits.
 Team Building.
 Employee Relations.
 Leadership.
Role of HR in New
Environment

35. 
 Primary Objectives
 Development and execution of recruitment plans.
 Building up a network through industry contacts
 Implement college recruitment initiatives
 Administrative duties and recordkeeping.
Recruiting

36. 
 Develop and Execute Recruiting Plans
 Work with hiring managers on recruiting planning
meetings.
 Create job descriptions.
 Lead the creation of a recruiting and interviewing plan
for each open position.
 Efficiently and effectively fill open positions.
 Conduct regular follow-up with managers to determine
the effectiveness of recruiting plans and implementation.
Contd..

37. 
 Employee who requested a new position to be filled or an
employee to fill an open job
 Hiring manager is the employee to whom the new
employee will report when hired
 Hiring manager is a key member of your employee
recruitment team.
 The hiring manager reviews incoming resumes and
applications.
 He or she does the initial phone interview to determine
whether the applicants are qualified enough to merit an
interview
Hiring

38. 
 Training and development managers and specialists conduct
and supervise training and development programs for
employees. Increasingly, management recognizes that training
offers a way of developing skills, enhancing productivity and
quality of work, and building loyalty to the firm.
 Training is widely accepted as a method of improving
employee morale, but this is only one of the reasons for its
growing importance.
 Other factors include the complexity of the work environment,
the rapid pace of organizational and technological change, and
the growing number of jobs in fields that constantly generate
new knowledge. In addition, advances in learning theory have
provided insights into how adults learn, and how training can
be organized most effectively for the employee.
Training and development

39. 
 Organization development (OD) is a deliberately
planned, organization-wide effort to increase an
organization's effectiveness and/or efficiency and/or to
enable the organization to achieve its strategic goals.
 OD is known as both a field of science focused on
understanding and managing organizational change and
as a field of scientific study and inquiry.
 It is interdisciplinary in nature and draws on sociology,
psychology, and theories of motivation, learning, and
personality
 Organization development is a growing field that is
responsive to many new approaches.
Organizational Development

40. 
 Communication is simply the act of transferring information
from one place to another.
 The human resources department has the responsibility to
encourage management at all levels to communicate with
employees regarding all matters
 The role of communication in human resources is to cultivate
positive employee relations, encourage employee goal-setting,
limit turnover, increase competencies and develop skill levels.
 Successful human resources communication is achieved
throughout the company by sending professional emails,
memos and having face-face or group meetings with
employees.
Communication

41. 
 HR Plays a key role in designing the Performance Management
Framework.
 key HR contributions in the organisation PMS exercise :
1. Choose the rating scale for the performance to be measured
2. Methodology of executing the PM
3. Development Needs Identification System
4. Prevailing culture and core values of the organisation
Main role of Performance Management :
1. Role of a facilitator
2. Role of a Business Partner
3. Role of a Employee Development Champion
Performance Management

42. 
 Help desk to provide support during the exercise, not of
much of decision making but provide support for smooth
execution
 Query resolutions of various nature raised by different
employee groups, clarifying the appraisal forms,
methodology etc
 Assist Appraisers to objectively assess their respective
team members minimizing personal biases, provide
details of employees wherever required
 Help Appraises to understand “What is in it for them” by
clear communication and dissemination of key
information during various stages of execution
1.Role of a facilitator

43. 
 Provides key insights of the business and establish linkages to
the people agenda
 Cull out strategic and relevant dashboards to help business
managers make objective assessment of their people with
respect to business performance keeping in mind the forecasts
of people requirements
 Help identify critical people and provide solutions to ring fence
critical talent
 Drive the need for a sharper performance distribution curve to
keep different performance level of people in mind
 Demonstrate equal degree of ownership of the process as their
business counterparts
 Establish the key strategic link between “Business
Performance” and “Employee Assessment Distribution”
2. Role of Business Partner

44. 
 Position and Implement the PMS process as a employee
development tool in the organisation
 Focus on more on competency and performance
assessment rather than only performance evaluation
 Use PMS process to identify “Employee Development
Needs” in context to Organisation roadmap and related
skill and competency requirement
 Sketch patterns of individual/collective organisation
development inputs
 Study trends of skill and competency development over a
period of time and use them as references in the current
exercise
3. Role of a Employee Development
Champion

45. 
 Coaching is providing feedback, usually to executives and
managers, about how to reach their personal best in their
organizational leadership role. In her capacity as “coach,” the
Human Resources professional will do everything from active
listening through providing test results that highlight a
manager’s strengths and weaknesses
 While a business coach usually works with high potential
managers, the HR coach may work with every manager and
supervisor at every level in the organization. This is what
makes the Human Resources coaching role so challenging.
 The traditional Human Resources coaching role focused on
helping managers address issues and opportunities
organizationally. Additionally, talented HR professionals have
always provided feedback to managers about the impact of
their personal and behavioral style on others.
Coaching

46. 
 Most frequently, the HR coach is asking an organizational
leader to reflect on how she/he handled a particular
situation. The HR coach asks hard questions and provides
advice about actions that may have been more effective
than the course the manager chose. People have different
reactions to feedback, and even the most carefully chosen
words can create an unexpected negative reaction.
 Thus, the HR coach practices a blend of politically deft
observations with frankness that will help the manager
develop in her capacity to lead people and personally
excel.
Contd…

47. 
 Communicate values and expectations for how things are
done at your organization
 Keep the organization in compliance with legislation and
provide protection against employment claims
 Document and implement best practices appropriate to
the organization
 Support consistent treatment of staff, fairness and
transparency
 Help management to make decisions that are consistent,
uniform and predictable
 Protect individuals and the organization from the
pressures of expediency
Policy Recommendation

48. 
Step 1: Establish need for a policy
Step 2: Develop policy content
Step 3: Draft the policy
Step 4: Write the procedure
Step 5: Review of the policy by key parties
Step 6: Approve the policy
Step 7: Implement the policy
Step 8: Policy review and update
Step 9: Communication of changes to the policy
Steps in Policy Development

49. 
 A key element of the human resources function
 Salary and benefits strategy is aligned with and
supportive of the company’s business strategy, goals,
objectives and culture.
 The effectiveness of the company’s pay and benefits
programs and practices will be measured by the impact
on company performance,
 Supports the talent strategy and reinforces the desired
behaviours within the company.
 effectiveness, compensation and benefits programs must
be cost-efficient to the company.
Salary and Benefits

50. 
There are some types of Employee Benefits
1. The benefits of benefits plans
2. The basics: health & dental
3. Life, Accidental Death or Dismemberment
4. Long-term disability
5. Employee Assistance Plans (EAPs)
6. Retirement benefits
7. Indirect non-financial compensation
Contd..

51. 
Steps to Building an Effective Team:
1. Consider each employee's ideas as valuable
2. Be aware of employees' unspoken feelings.
3. Act as a harmonizing influence.
4. Be clear when communicating
5. Encourage trust and cooperation among employees on
your team
6. Encourage team members to share information
7. Delegate problem-solving tasks to the team
Team Building

52. 
8. Facilitate communication.
9. Establish team values and goals; evaluate team
performance
10. Make sure that you have a clear idea of what you need to
accomplish
11. Use consensus
12. Set ground rules for the team
13. Establish a method for arriving at a consensus.
14. Encourage listening and brainstorming
16. Establish the parameters of consensus-building sessions
Contd..

53. 
 Employee Relation helps managers in strategies and activities
of the organisation.
 Employee Relation helps in achieving goals and objectives of
the organisations.
 Employee Relation helps managers in bargaining and
negotiating, disputes and grievances,
 Employee Relation helps managers in avoidance and
settlement, employee involvement and participation in
management decisions,
 Employee Relation helps managers in managing performance
and productivity, misbehaviour and privacy at work,
 Employee Relation helps managers in recruiting, motivating
and retaining people at work, unions and their roles, work-life
family balance, work organisation and workplace change.
Employee Relation

54. 
There are five important role of leadership in new
environment:
1. Strategic Change Agent
2. Savvy Business Partner.
3. Passionate Leader.
4. Global Authority
5. Credible and Trusted Partner
Leadership

55. 
 There has been an increasing involvement of HRD in
organisations with the advent of Liberalisation
 The role of HRD is now an indispensable part of an
organisation’s functioning
 With new techniques and methodologies we can evaluate
and measure the effectiveness and productivity
 Management of Human Resources has even led to HR
personnel promoted to the top executives of an
organisation
 Training, Performance appraisal, hiring, communication
and coaching are some of the functionalities of HRD
Conclusion

56. 
Conclusion