1. Presented by:-
Mr.Sem Shaikh
M.S.University of Baroda
Faculty of Post Graduate
Master of Commerce
Department of Commerce &Business
Mgt.

2.  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.

3.  Develop human resource of the company
continuously for better performance to meet
objectives.
 Provide opportunity for development of
different level of employees.
 suitable need based training programs
 Prepare newly inducted staff to perform their
work with high level of competency and
excellence.
 Meet social obligations of industry to
contribute towards the excellence of
technical and management education.

4.  Assist the existing and potential customers in
the better use of our equipments by training
the employees.
 Promote a culture of creativity, innovation,
human development, respect and dignity.
 Achieve excellence in every aspect of
working life.
 Create environment for the trainees
conducive to their character building.

5.  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

6.  Providing skill input to apprentices and
trainees
 Identifying training needs and imparting
training
 Outside deputation for competency
enhancement
 Competency mapping
 Organisational development activities
 Conducting sessions and workshops
 Training and development (T&D)

7.  HRD can be ‘a platform for organisational
transformation,
 a mechanism for continuous organisational and
individual renewal
 and a vehicle for global knowledge transfer’.

8.  Implementing a new policy
 Implementing a strategy
 Effecting organisational change
 Changing an organisation’s culture
 Meeting changes in the external environment
 Solving particular problems

9.  Technological change creates requirements for
training and development

10.  Organisations that work in less time will have a
competitive advantage.
 A customer and quality focus will permeate
tomorrow’s superior organisation.
 The arena for an organisation’s planning and action
will be global.
 Business strategies now depend on quality and
versatility of the human resource.
 Work structure and design will change dramatically.

11.  Social attitudes, legal requirements, industrial
relations and so on generate training and
development needs.
 They demand new skills in the workplace

12.  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

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

14.  Training and development helps the
employees to achieve their personal
goals which in turn help to achieve the
overall organizational objectives.
 Thus, we can bifurcate the benefits of
training and development into two
broad heads:
 Organizational benefits
 Personal benefits

15.  Improves the morale of the workforce.
 Leads to improve profitability and more positive
attitudes towards profit orientation
 Improves the job knowledge and skills at all levels of
the organization.
 Aids in organizational development
 Improves relationship between superior and
subordinate.

16. • Helps the individual in making better decisions and
effective problem solving.
• Aids in encouraging and achieving self-development
and self-confidence.
• Provides information for improving leadership,
knowledge, communication skills and attitudes.
• Helps a person handle stress, tension, frustration and
conflicts.
• Helps a person develop speaking and listening
skills.
• Helps eliminate fear in attempting new tasks.

17.  Training practices
rapidly changing
in response to
pressures
 Impacting
instruction design,
delivery, and
evaluation
processes
 Global interest in
E-learning is
growing

19.  Establishing HRD priorities
 Defining specific training and objectives
 Establishing evaluation criteria

20.  Selecting who delivers program
 Selecting and developing program
content
 Scheduling the training program

21.  Implementing or delivering the program

22. Determining program effectiveness – e.g.,
 Keep or change providers?
 Offer it again?
 What are the true costs?
 Can we do it another way?

25.  Strategic management and HRD
 The supervisor’s role in HRD
 Organizational structure of HRD

26.  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

27.  Implements HRD programs and
procedures
 On-the-job training (OJT)
 Coaching/mentoring/counseling
 Career and employee development
 A “front-line participant” in HRD

28.  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

29.  Integrates HRD with
organizational goals
and strategies
 Promotes HRD as a
profit enhancer
 Tailors HRD to
corporate needs and
budget
 Institutionalizes
performance
enhancement

30.  Consults with corporate strategic
thinkers
 Helps to articulate goals and strategies
 Develops HR plans
 Develops strategic planning education
and training programs

31.  Changing workforce demographics
 Competing in global economy
 Eliminating the skills gap
 Need for lifelong learning
 Need for organizational learning

32.  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