Human resource Development in T & D

1. HRTD
UNIT - 5
HUMAN RESOURCE DEVELOPMENT IN
TRAINING & DEVELOPMENT

2. HUMAN RESOURCE DEVELOPMENT
CONCEPT:
• According to M.M. Khan, "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."
• The Concept of Human Resource Development
• Acquire or sharpen capabilities required to perform various
functions associated with their present or expected future
roles.
• Develop their general capabilities as individuals and discover
and exploit their own inner potentials for their own and/or
organisational development purposes.
• Develop an organisational culture in which supervisor-
subordinate relationships, teamwork and collaboration among
sub-units are strong and contribute to the professional well
being, motivation and pride of employees.

3. FEATURES OF HUMAN RESOURCE
DEVELOPMENT
• Human resource development is a process in which employees of the
organisations are recognized as its human resource..
• It stresses on development of human resources of the organisation
• It emphasise on the development and best utilization of the capabilities of
individuals in the interest of the employees and organisation.
• It helps is establishing/developing better inter-personal relations.
• It stresses on developing relationship based on help, trust and confidence.
• It promotes team spirit among employees.
• It tries to develop competencies at the organisation level. It stresses on
providing healthy climate for development in the organisation.
• It aims to develop an organisational culture in which there is good senior-
subordinate relations, motivation, quality and sense of belonging.

4. IMPORTANCE OF HUMAN RESOURCE
DEVELOPMENT

5. RELATIONSHIP BETWEEN HRM & HRD

6. RELATIONSHIP BETWEEN HRM &
HRD(CONT.)

7. HRD MECHANISMS
• Career Planning: Career planning is a lifelong process, which
includes choosing an occupation, getting a job, growing in our job,
possibly changing careers, and eventually retiring.
• Performance appraisal: Performance appraisal of employees
are necessary’ to understand each employee’s abilities,
competencies and relative merit and worth for the organization.
• Feedback and Performance Coaching: The key to the
performance coaching and feedback approach is getting the
employee to take personal accountability for his or her own
behavior.
• Potential Appraisal and Development: Potential appraisal may
thus be defined as a process of determining an employee’s
strengths and weaknesses with a view to use this as a predictor of
his future performance

8. HRD MECHANISMS (CONT.)
• Training: training refers to the acquisition of knowledge, skills,
and competencies as a result of the teaching of vocational or
practical skills and knowledge that, relate to specific useful
competencies.
• Organizational Development: Attracting talent, developing
good leaders and creating competent organizations will be
regarded as a strategic area that requires time, resources and
prioritization by top management.
• Rewards: the quality of talent has increased manifold, the need
to retain the best employee’s remains vital to any company’s
viability.
• Employee Welfare and Quality of Work Life: Welfare includes
anything that is done for the comfort and improvement of
employees and is provided over and above the wages.

9. HRD PROCESS
• Need Assessment Phase: A
process by which an
organization’s HRD needs are
identified and articulated.
• Design Phase: designing the
HRD program and intervention.
• Implementation Phase:
implement effective HRD
programs or interventions after
the assessment and design
phase, which aims that the
program must be delivered and
implemented by using the most
appropriate methods.
• Evaluation Phase: It identifies
the strengths and weaknesses of
HRD programs

10. HRD OUTCOMES
• More Competent People.
• Higher Work Commitment and Job Involvement.
• More Problem Solving.
• Better Utilization of Human.
• Higher Job Satisfaction and Work Motivation.
• Better Generation of Internal Resources.
• Better Organizational Health.
• More Team Work, Synergy and Respect for Each Other.

11. HRD MATRIX
• HRD Instruments:
These include
performance appraisal,
counselling, role
analysis, potential
development, training,
communication policies,
job rotations, rewards,
job enrichment
programs, etc.
• HRD Processes: The
HRD instruments lead to
the generation of HRD of
processes like role
clarity, performance
planning, development
climate, risktaking,
dynamism in employees.
• HRD Outcomes: HRD
instruments and
processes make people
more committed and
satisfied, where they
tend to give their best to
the organization
enthusiastically.
• Organizational
Effectiveness:
Dimensions Such HRD
outcomes influence the
organizational
effectiveness, which in
turn, depends.

12. HRD INTERVENTIONS
• Compensation and Benefits
• Motivation (Incentives and Rewards)
• Performance Appraisals
• Assessment Centers and Competency Training
• Succession Planning and Career Pathing
• Leadership and Executive Development
• Management and Supervisory Development
• Literacy
• Retirement Planning
• Health and Wellness

13. ROLES OF HRD PROFESSIONALS
• Strategic adviser - helps the decision makers on issues related with HRD.
• Administrator – provides coordination and support services for the delivery of
HRD programs and services.
• Evaluator – identify the impact of an intervention on individual
or organizational effectiveness.
• HR systems designer and developer- assists the HR management in designing
and developing HR systems in an organization to increase its performance.
• Needs Analyst – The role of identifying ideal and current performance and
performance conditions and determining causes of discrepancies.
• Organizational Change agents- helps management in designing and
implementing change strategies to transform the organization. The result is more
efficient work teams, intervention strategies, and quality management and
change reports.
• Organization Design Consultant- advises the management on work systems
design and efficient use of available human resources.

14. ROLES OF HRD PROFESSIONALS
(CONT.)
• Instructional Designer or Learning Programme Specialist -
identify the needs of the employees and develop and design the
required learning programmes. They also prepare materials and
other learning aids for these programmes.
• Career Counselor - assists individual employees to assess
personal competencies, values, and goals and to identify, plan, and
implement development and realistic career actions.
• Coach or a Performance Consultant - advises line managers about
the appropriate intervention designed to improve the performance
of the group or an individual.
• Researchers - They are responsible for developing or testing new
information (theory, research, concepts, technology,
models, hardware, and so on) and assess the human resource
development practices and programmes with the help of appropriate
statistical procedure to find out their effectiveness and then they
communicate the results to the top level management.

15. COMPETENCIES OF HRD
PROFESSIONALS

16. CHALLENGES IN HR TRAINING &
DEVELOPMENT
• Reskilling & upskilling for a digital workplace
• Complex enterprise software
• Adapting to remote learning
• Ineffective and outdated training methods
• Lack of employee feedback on training
• Measuring ROI of training programs
• Scaling personalized training & development
• Developing leaders from within
• Busy employees finding time for training