all about human resource development

1. HUMAN RESOURCE DEVELOPMENT
ASHWANI DUBEY

2. CONCEPT OF HRD
 Definition: Human resource development (HRD) is a planned process
of continuously helping employees to acquire and sharpen
necessary skills to efficiently perform their present and future job
assignments and also to equip them with capabilities to discover and
exploit their inner potential for their own satisfaction as well as for
organizational effectiveness.
 HRD is a function more concerned with training and development, career
planning and development, performance and potential appraisal,
counselling, succession planning and welfare.

3. Features/ Characteristics of HRD
 HRD is a planned learning process:
 Ongoing activity, which is dynamic and proactive in nature:
 Involves development of employee competencies and
organizational effectiveness:
 Draws heavily on behavioral science knowledge:
 Based on systems perspective:

4. Objectives of HRD
HRD aims at developing:
 Capabilities of all individuals working in an organization in relation to their
present role.
 Capabilities of each employee as an individual
 Capabilities of each employee in relation to his/her expected future role.
 Dynamic relationship between each employee and his/her employer.
 Team spirit and functioning in every organizational unit.
 Collaboration among different units of the organization.
 Organization's overall health and self renewing capabilities.

5. Benefits of HRD
HRD has the following benefits:
 Improves the capabilities of employees.
 Improves team work.
 Leads to greater organizational development.
 Performance related rewords help employees realize the importance of
utilizing their skills fully in the service of organizational goals.

6. Evolution of HRD
 The early part of the century saw a concern for improved efficiency through
careful design work.
 In the middle part of the century, emphasis shifted to the availability of
managerial personnel and employee productivity.
 Recent decades have focused on the demand for technical personnel,
responses to new legislation and governmental regulations, increased
concern for quality of working life, total quality management and a renewed
emphasis on productivity.

7. Evolution of HRD functions
Commodity
concept
Factor of
production
concept
Goodwill
concept
Paternalistic
concept/
paternalism
Humanitarian
concept
Human
Resource
concept
Emerging
concept(HRD)

8. HRD @ Macro and Micro Level
 Macro level: concerned with the development of people for the
nation’s well being. It takes, health, capabilities, skills, attitudes of people,
etc. useful to the development of the nation as a whole.
 Micro level: generally, HRD at micro level involves an organization’s
manpower planning, selection, training, performance appraisal,
development, potential appraisal, compensation, organizational
development, etc.

9. HRD matrix and HRD subsystems
 HRD instruments
 HRD process
 HRD outcomes
 Organizational effectiveness
HRD
instruments
HRD Process
HRD
Outcome
Organizational
Effectiveness

10. Scope/mechanism of HRD
 Performance appraisal.
 Potential appraisal.
 Career planning.
 Training and development.
 Organization development.
 Employee welfare.
 Quality of work life (QWL).
 Rewards.
 Human Resource Information System.

11. Essentials of an Effective HRD system
 Support from top management
 Congenial HRD climate
 Competent HRD staff
 Allow sufficient time to HRD system to mature and succeed

12. HRD v/s HRM
Basis of Difference HRM HRD
Objective Making available a competent and willing
workforce to the organization.
Working with the existing employees to
improve their capabilities to handle current
and future roles in the organization.
Activity coverage Broad; include Human Utilization
functions like recruitment, selection,
placement, compensation, etc..
Part of HRM; includes functions such as
performance and potential appraisal, career
planning, etc.
Focus and orientation Growth and prosperity of the
organization as a productive unit.
Adding value to individuals, teams, and
organization as a human system.
Responsive nature Largely a reactive function. Dynamic and pro-active function.
Outcome Socialism and integration of employees
with the organization.
Healthy organizational culture conductive to
organizational goal accomplishment and
effectiveness.

13. CASE STUDY: JET
AIRWAYS
 The present study is based on:
 How to acquire and sharpen necessary skills
 To efficiently perform their present and future job assignments
 To equip them with capabilities for their own satisfaction as well as
for organizational effectiveness

14. Jet Airways
 Basic problems:
 Quality and efficiency of services,
 Shortage of qualified manpower,
 Need to employ well educated and well trained tourism personnel,

15. Findings
 Not satisfied in terms of promotion and incentives.
 Employees feel that they are eligible for incentives according to their
performance appraisal.
 Timely meetings with HR managers.
 Polite treatment.
 Training and development of human resource.

18. Conclusion
 HRD system has to be groomed to its fullest to achieve competitiveness on
international platform. Quality of manpower is the major challenge faced by
the tourism industry.
 The government should look after the needs of the human resource by
setting up a committee consisting of HRD professionals and professionals
from the tourism industry.
 To upgrade the human resources, we need to educate the personnel
regarding career planning career development and career counselling so
that they may become aware of the general phases of their growth and
development.
 The need of the hour is to tackle grassroots realities of HRD and then take
some harsh measures to infuse a new blood in Jet Airways (I) Ltd.