2. Meaning
HRD is a positive concept in HRM.It is based on the
belief that an investment in human beings is necessary
and will invariably bring in substantial benefits to the
organisation in the long run.
●
In short HRD aims at helping people to acquire
competencies required to perform all their functions
effectively and make their organisation do well.
5. ELEMENTS OF HRD
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.
7. HRD SIGNIFICANCE IN ORGN.
Growth of organisation: Growth of organisation is associated with the
development of its workforce. In changing situation HRD must be viewed as
the total system interrelated and interacting with other systems at work;
production, finance, and marketing.
Development of work culture: The need of HRD is felt as it improves the
efficiency of employees, checks monotony at work, better communication,
development of mutual cooperation and creativity of all the members comes
into limelight.
Developing potentialities: The focus of HRD manager essentially is on
enabling people to selfactualise through a systematic approach by which their
existing talents are further developed.
Growth of employees: HRD is associated with growth of employees. It helps
employees to know their strengths and weaknesses and enable them to
improve their performance. The management should provide adequate
opportunity for the development of human resource management for the
development of their talents so that their development will benefits the
organisational growth.
9. Human Resource Development
Program @ TATA
The Human Resource Development Program (HRDP) was initiated in
2006 in recognition of the corporate leadership and specialist roles
that HR managers are required to fulfil.
Each year HRDP recruits the best talent from premier Indian business
schools and Tata companies, based on their performance, interest and
capabilities, and trains them for a year with rotations through sub
functions such as recruitment and sourcing, performance management
system, training and development, employee relations, community
development, etc. The programme ensures accelerated longterm
growth through customised as well as certified training and
development during this period.
10. HRDP process
HRDP process:
All HRDP managers are selected by senior HR and business
executives in Tata companies after undergoing a rigorous
threestage process of filtering, post which they are placed
on a projectbasis at Tata companies for threemonth
periods.
Managers undergo three rotational stints in core HR
functions. They also undergo a community development
stint, where they work with the Tata trusts on assignments
in the domain of corporate sustainability for eight weeks.
Managers are then placed with a Tata company on a full
time basis after completion of the four rotational stints.
11. IMPORTANCE OF T&D
Training and career development are very vital in any company or
organization that aims at progressing. Training simply refers to
the process of acquiring the essential skills required for a certain
job. It targets specific goals, for instance understanding a process
and operating a certain machine or system.
Career development, on the other side, puts emphasis on broader
skills, which are applicable in a wide range of situations. This
includes decision making, thinking creatively and managing
people.
13. Helps in addressing employee weaknesses:
Most workers have certain weaknesses in their workplace, which hinder them
from giving the best services. Training assists in eliminating these weaknesses, by
strengthening workers skills. A well organized development program helps
employees gain similar skills and knowledge, thus bringing them all to a higher
uniform level. This simply means that the whole workforce is reliable, so the
company or organization doesn’t have to rely only on specific employees.
Improvement in workers performance
A properly trained employee becomes more informed about procedures for
various tasks. The worker confidence is also boosted by training and
development. This confidence comes from the fact that the employee is fully
aware of his/her roles and responsibilities. It helps the worker carry out the
duties in better way and even find new ideas to incorporate in the daily
execution of duty.
14. Consistency in duty performance:
A well organized training and development program gives the workers
constant knowledge and experience. Consistency is very vital when it
comes to an organization’s or company’s procedures and policies. This
mostly includes administrative procedures and ethics during execution of
duty.
Ensuring worker satisfaction:
Training and development makes the employee also feel satisfied with the
role they play in the company or organization. This is driven by the great
ability they gain to execute their duties. They feel they belong to the
company or the organization that they work for and the only way to
reward it is giving the best services they can.
Increased productivity:
Through training and development the employee acquires all the
knowledge and skills needed in their day to day tasks. Workers can
perform at a faster rate and with efficiency thus increasing overall
productivity of the company. They also gain new tactics of overcoming
challenges when they face them.
17. Manpower Planning/Human Resource
Planning(MPP/HRP)
Manpower planning may be defined as strategy for the
procurement, development, allocation and utilisation of an
enterprise's human resources. One of the functions of
personnel management is the procurement of employees in
sufficient number. The success of the organisation depends
upon the right type of persons placed on the job. It is the
responsibility of personnel management to see whether
qualified personnel have been placed on the job in sufficient
number. This requires planning.
18. Human resource planning includes the estimation of how many
qualified people are necessary to carry out the assigned activities,
how many people will be available, and what if anything must be
done to ensure that personnel supply equals personnel demand at the
appropriate point in the future” – Leap and Crion.
Manpower Planning is “the process by which a management determines
how an organization should move from its current manpower position
to its desired manpower position. Through planning, a management
strives to have the right number and the right kinds of people at the
right places, at the right time, to do things which result in both the
organization and the individual receiving the maximum longrange
benefit.” Velter Eric W.
19. DEFINITION
Manpower planning is the planning for manpower resources. Manpower
planning ensures adequate supplies, proper quantity and quality, as
well as effective utilisation of human resources.
Thomas H.Patten defines manpower planning as "the process by which
an organisation ensures that it has the right number of people and the
right kind of people at the right place at the right time, doing things for
which they are economically most useful".
In the words of Filppo, "An executive manpower planning programme
can be defined as an appraisal of an organisation's ability to perpetuate
itself with respect to its management as a determination of measures
necessary to provide the essential executive talent."
20. HRP is of primary in nature and, therefore ,it precedes all other
HRM functions.
HRP contributes in the following ways:
Defining future personnel need.
Coping with changes.
Providing base for developing talent.
Increasing investment in human resources.
Forcing the management to involve in HRM.
21. Macrolevel HRP
HRP takes place at both the macro and micro levels. At the macro
level, HRP focuses on aligning human resources administration
with the organization's mission and overall strategic plan. Often
called HR strategic planning or organizational design and
development.
macro HRP examines employee management policies and
procedures and their effect on human resources management.
Objectives may affect employee recruitment, performance
evaluation, compensation and benefits, employment law
compliance, labor relations and workplace safety.
22. Microlevel HRP
Macrolevel HRP drives microlevel HRP, which
develops and implements the tactics needed to help the
organization achieve its strategic objectives. Micro HRP
tactics ensure that the business has the appropriate
number of employees with the appropriate mix of
knowledge, skills and abilities in the proper areas or
departments.
26. Importance of Manpower Planning
1.Key to managerial functions
The four managerial functions, i.e., planning, organizing, directing and
controlling are based upon the manpower. Human resources help in the
implementation of all these managerial activities. Therefore, staffing becomes
a key to all managerial functions.
2. Efficient utilization
Efficient management of personnels becomes an important function in the
industrialization world of today. Seting of large scale enterprises require
management of large scale manpower. It can be effectively done through
staffing function.
3. Motivation
Staffing function not only includes putting right men on right job, but it also
comprises of motivational programmes, i.e., incentive plans to be framed for
further participation and employment of employees in a concern. Therefore,
all types of incentive plans becomes an integral part of staffing function.
27. 4.Better human relations
A concern can stabilize itself if human relations develop and are strong.
Human relations become strong trough effective control, clear
communication, effective supervision and leadership in a concern.
Staffing function also looks after training and development of the work
force which leads to cooperation and better human relations.
5.Higher productivity
Productivity level increases when resources are utilized in best possible
manner. higher productivity is a result of minimum wastage of time,
money, efforts and energies. This is possible through the staffing and
it's related activities ( Performance appraisal, training and
development, remuneration)
28. Manpower Planning
Manpower Planning is a twophased process because manpower
planning not only analyses the current human resources but also
makes manpower forecasts and thereby draw employment
programmes. Manpower Planning is advantageous to firm in following
manner:
1.Shortages and surpluses can be identified so that quick action can be
taken wherever required.
2.All the recruitment and selection programmes are based on manpower
planning.
3.It also helps to reduce the labour cost as excess staff can be identified
and thereby overstaffing can be avoided.
29. MPP-Advantages
3.It also helps to reduce the labour cost as excess staff can be
identified and thereby overstaffing can be avoided.
4.It also helps to identify the available talents in a concern and
accordingly training programmes can be chalked out to develop
those talents.
5.It helps in growth and diversification of business. Through
manpower planning, human resources can be readily available and
they can be utilized in best manner.
6.It helps the organization to realize the importance of manpower
management which ultimately helps in the stability of a concern.
30. MPI
Inventory personnel is a comprehensive assesment of current
human resources for future forecasting.
The human resources of the organization are divided into managerial
and nonmanagerial categories, the skills inventory is related with
nonmanagerial employees and the management inventory is related
with the management personnel.
34. Personnel /Human Resource audit
The personnel audit is an analysis of human resources in a company.
The audit helps to identify capacity of your employees to perform the
given work, to identify their capacity, weak and strong spots.
The audit enables to analyze the recent statement of personnel
resources and to evaluate the demand or surfeit of the employees.
HR audits summarise each employee's skills & abilities.The audits
of non managers are known as skill inventories & those of
management are called management inventories.
35. Purpose
The purpose of a Human Resources audit is to assess
the effectiveness of the Human Resources function to
ensure regulatory compliance.
To look for potentially serious problems (time bombs)
To find areas needing improvement
To document processes for use in merger,
reorganization or inspection
To address compliance issues
39. HRIS
HRIS is an integrated system designed to improve the
efficiency with which HR data is compiled. It makes HR
records more useful to the management by serving as a
source of information.
A systematic procedure for collecting, storing,
maintaining, retreiving & validating data needfed by an
organisation about its human resources
42. Ignoring HRP in an Organisation
●
The penalties for not being correctly staffed are costly.
●
Understaffing loses the business economies of scale and
specialization.
●
Overstaffing is wasteful and expensive.
●
Planning staff levels requires that an assessment of present
and future needs of the organisation be compared with
present resources and future predicted resources.
43. Requisites for successful HRP
➔
Backing of top management for HRP is absolutely essential.
➔
HRP responsibilities should be centralised inorder to cor
ordinate consultation between different management levels.
➔
Personnel records must be complete, up to date & readily
available.
➔
The time horizon of the plan must be long enough to permit any
remedial action.
➔
HRP must be recognised as an integral part of corporate
planning. The planner of human resources must therefore , be
aware of the corporate objectives.
➔
The techniques of planning should be those best suited to the
data available & the degree of accuracy required.
44. Cont..
➔
Plans should be prepared by skill levels rather than by
aggregates.
➔
Data collection, analysis, techniques of planning & the plans
themselves need to be constantly revised & improved in the
light of experience.
➔
The impact of external forces like technological changes,
changes in labour markets compositions & the like needs to
be considered while developing the HR plan.
➔
HRIS should be used as a DSS & should alert managers to
problems & opportunities.
48. TrainingObjectives
To increase the knowledge of workers in doing specific jobs.
To impart new skills among the workers systematically so that they
learn quickly.
To bring about change in the attitude of workers towards fellow
workers, supervisors the orgn.
To improve the overall performance of the organisation.
To make the workers handle the materials, machines & equipments
efficiently & thus to check wastage time & resources.
To reduce the number of accidents by providing safety training to
workers.
To prepare workers for higher jobs by developing advanced skills in
them.
52. TASK ANALYSIS
It is the systematic study of jobs to identify job contents,
knowledge, skills & aptitude required to perform the job. It
should see the factors like the task to be performed, the
methods to be used, the way the employee learn these
methods & the performance standard required of
employees.
53. HR ANALYSIS
The quality of manpower required by the orgn has to ba
carefully analyseed.It has to be done based on envtal
analysis. Following areas must be covered under HR analysis:
Specific areas where individuals need training.
The capability of present workforce to learn new skills &
behaviours.
The time frame within which training must be imparted, &
Job designing & redesigning, introduction of new work
methods & technology.
55. TRAINING NEED ANALYSIS(TNA)
A training need analysis is the method of determining if a
training need exists and if it does, what training is required
to fill the gap.
A need assessment is a systematic process for determining and
addressing needs, or "gaps" between current conditions and
desired conditions or "wants". The discrepancy between the
current condition and wanted condition must be measured to
appropriately identify the need. The need can be a desire to
improve current performance or to correct a deficiency.
56. Definition
“All effective training begins with needs assessment. The training
needs survey measures what skills employees have, what they
need, and how to deliver the right training at the right time.”
(American Society of Training and Development)
“A Needs Assessment is a systematic exploration of the way things
are and the way they should be. These “things” are usually
associated with organizational and/or individual performance.”
(D. Stout, Performance Analysis for Training, 1995)
58. ASSESSMENT OF TRAINING NEED
Purpose
The purpose of a training need assessment is:
To identify the performance requirements i.e, the knowledge,
skills, and abilities needed by an agency's workforce to achieve
the requirements.
To direct the resources to areas of greatest demand.
To address the resources needed to fulfill organizational mission,
improve productivity, and provide quality products and services.
To identify the "gap" between performance required and current
performance.
60. Training Need Assessment
“All effective training begins with needs assessment. The training
needs survey measures what skills employees have, what they
need, and how to deliver the right training at the right time.”
(American Society of Training and Development)
“A Needs Assessment is a systematic exploration of the way things
are and the way they should be. These “things” are usually
associated with organizational and/or individual performance.”
(D. Stout, Performance Analysis for Training, 1995)
61. GAP conceptGAP 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
65. TNA process
“A Needs Assessment is a systematic exploration of the way
things are and the way they should be. These “things” are
usually associated with organizational and/or individual
performance.”
66. How to do a TNA process
1. Document the problem1. Document the problem
2. investigate the problem2. investigate the problem
3. Plan the needs analysis3. Plan the needs analysis
4. Select the technique4. Select the technique
5. Conduct the analysis5. Conduct the analysis
6. Analyse the data6. Analyse the data
7. Report the findings7. Report the findings
77
stepssteps
77
stepssteps
67. Techniques to carry out TNA
Interview
Observation
Survey questionnaires
Job descriptions and person specifications
Critical incidents
Log books and other company records
Industry seminars
Supervisor’s reports
68. Interview
Merits:
It is good at uncovering details of training needs.
The trainer can explore questions that arise.
Demerits:
It is time consuming & difficult to analyse.
To succeed need a skilled interviewer.
Observation
Merits:
Generates data relevant to work envt. & minimizes work interruptions.
Demerits:
Requires a skilled observer, Employee's behaviour may be affected by
being observed, & is time consuming too.
69. Survey questionnaires
Merits:
Inexpensive & can collect data from a number of people.
Demerits:
Provides limited information,There are also anonymity content.
Focus groups:
facilitated small group discussions with a representative sample of
people.
Merits:
It is more participatory than questionnaire method & less time
consuming than individual interview method
Log books and other company records:
Various workplace process & inspection reports can be examined to
determine problems faced in the workplace, which has bearing on
training, & needs. P.A forms of employees can be analysed for
identifying the areas of improvement for employees.
70. Report the findings
Title page
Executive summary
Table of contents
Introduction
Recommendation
Training Plan
Data collection and analysis methods
Cost analysis, proposed costs of recommended
solutions
72. TNA approaches
Direct approach:
It is used to assess training needs by directly asking the
employees about training need.
Professional approach:
A process whereby performance consultants analyse your
jobs, identify the competencies required to do each, &
perform a gap analysis to determine each employee's area
for improvement. It is time consuming & expensive.
Secret shopper approach:
It is done by conducting an industry related survey among the
employees , asking questions related to training by a third
party who is a stranger to the members of an organisation.
73. On-line learning:
This is a process by which nature of the employees are
considered. For e.g if the employees require technical
instruction & are computer savvy, on-line learning is the
best.
74. When to assess needs
When work requirements change, your benchmark should also
change, in general, you should assess learning needs among your
staff each year. But the gap between required & the existing
capabilities will change whenever there is a change in :
Work itself:
It refers to when the work assignment changes, such as when
individual is promoted or new work is expected of your office,
there is change in the work methods or procedures & if there are
changes in the tools & technique used.
75. The people who do the work:
The need for the training arises when there are changes in the
capability of the employee in situation when a new employee
comes on board & a staff member completes a training
programme or the physical mobility becomes limited.
The work envt/ resource changes:
It refers to the change in orgn's mission/ goals, O.S, budget
changes in the worksite the building/locationor in access
to the site or changes in laws, regulations, licensing or
certification requirements.
Environment
80. ADVANTAGES OF TNA
The benefits of TNA includes the following:
Pinpoints the problem:
In many cases of line operation, there is suspicion that something
wrong in a particular area of work, but the specific problem is
not known or understood. The process will clarify this suspicion
& if carried out effectively, will detail not only the exact nature of
the problem, but also suggest the best ways to solve it. In this
sense, it can be called as a problem solving technique can be
applied to general work situations that are not operating
effectively.
Size of the problems:
a no of problems when investigated are so significant or have
such little effect on work that they are seen to be hardly
problems at all, or their solution requires minimum action.
81. Scale of the need:
In many companies problems are frequently not isolated to one
part of the orgn. The TNA process will identify whether the
problem is an isolated one, or is more universal need requiring a
much larger solutioneffort, whether this is training or non-
training.
Indicates the type of solution:
Once the extend, size & nature of the problem have been identified
& analysed, guidelines are suggested to the most appropriate
solution.
Provides training objectives:
It gives a specific statement & outline of the content of the training
programme.It includes, the needs of the task or job, the gap
between these requirements & the level of skills, knowledge &
attitudes among the group, the group of people in question.
82. DISADVATAGES OF TNA
The lists of diadvantages is considerably smaller
than the benefits of advantages.
Cost making function
A time consuming process
83. OVERCOMING PSYCHOLOGICAL BARRIERS
IN TNA
There are ways of dealing with the psychological &
cultural barriers to TNA, they are:
Building orgnal trust & confidence.
Emphasis on self assessment.
Assistance of external consultants.
Influence of the senior managers as a role model.
Effective monitoring.
