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Beenish Tariq Zuberi
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Introduction of HRD
• HRD concept was first introduced by Leonard Nadler in
1969 in a conference in US.
“He defined HRD as those learning experience which are
organized, for a specific time, and designed to bring
about the possibility of behavioral change”.

Meaning of HRD
HRD is one of the most significant opportunities that
employees seek when they consider you as an employer.

Concept of HRD
• Human Resource Development is a positive concept.
• It is based on the belief that an investment in human
beings is necessary and will invariably bring in substantial
benefits to the organization.
• It is rooted in the belief that human beings have the
potential to do better.
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Aim of HRD
• It aims at overall development of the human resource in
order to contribute to the well being of the individual,
organization and the society at large.
• It places a premium on the dignity and tremendous latent
energy of people.
• Where balance sheets show people on the debit side,
HRD seeks to show them as assets on the credit side.

Definition of HRD
Human Resource Development is the across of increasing
knowledge, capabilities and positive work attitudes of all
people working at all levels in a business undertaking.

Need for Development
• Changing nature of the workforce
• Rapidly changing technology
• Economic changes
• Changes in social trends

Stages of HRD

Humanistic School of Thought in HRD
• People can do better; they can do wonders.
• Involve them, trust them, empower them.
• Focus on their strengths & help them overcome their
weaknesses.
• Integrate the needs & aspirations of individuals into the
strategic goals of the organization for better results.
• Encourage individual initiative.

HRD Framework
HRD efforts should use the following four phases
• Need assessment
• Design
• Implementation HRD Process
• Evaluation

HRD Process
HRD is a process by which the employees of an organization
are helped in a continuous and planned way to:
1. Acquire or sharpen capabilities required to perform various
functions associated with their present or expected future
roles.
2. Develop their journal capabilities as individual and discover
and exploit their own inner potential for their own and /or
organizational development purposes.
3. Develop an organizational culture in which superior-
subordinate relationship, team work and collaboration
among sub-units are strong and contribute to the
professional well being, motivation and pride of employees.

HRD Process

HRD Model
Training and
Development (T&D)
Organizational
Development
Career
Development

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

• Development – preparing for future responsibilities, while
increasing the capacity to perform at a current job
• Management training
• Supervisor development

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

Characteristics Focus
1. Planned Change Change is planned by managers to achieve goals.
2. Collaborative Approach Involves employees in change planning
3. Performance Orientation Emphasis on improving/enhancing performance
4. Humanistic Orientation Emphasis on increased use of human potential
5. Systems Approach Emphasis on relationships among elements
6. Scientific Method Scientific approaches supplement experience

Change Agent
• Strategic Adviser
• Systems Design and
Developer
• Organization Change Agent
• Instructional Designer
• Individual Development
and Career Counselor
• Coach / Performance
Consultant
• Researcher

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

Career Development

Organizational Structure of HRD
• 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.

Learning & Performance in HRD

Intervention Strategies and Techniques of HRD
• Behavioral
• Sensitivity Training
• Survey Feedback
• Process Consultation
• Team Building
• Structural
• Redesigning the organization
• Technical
• Redesigning the way work is done

Ingredients for Successful Change in HRD
• Readiness for change
• High-quality solution
• Solution is acceptable to members
• Determined by
• Process by which change is introduced
• Adequacy of solution
• Individual resistance
• Systematic resistance

Challenges for HRD
• Changing workforce demographics
• Competing in global economy
• Eliminating the skills gap
• Need for lifelong learning
• Need for organizational learning

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