HRD The part of human resource management that specifically deals with training and development of the employees.

Human resource development includes training an individual afte r he/she is first hired, providing opportunities to learn new skills, distributing resources that are beneficial for the employee's tasks, and any other developmental activities.

Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. The purpose of HRD the purpose of HRD is improved performance.This view is founded on the premise that HRD, when practiced in productive organizations, should strive to contribute directly to the organizations goals. These goals, based on a purposeful system needing to obtain effectiveness and efficiency survival minimums, are performanceoriented. Consequently, it is the responsibility of HRD to focus on performance. This chapter examines the environment in which organizations operate to gain a better understanding of their goals and responsibilities; discusses the purpose and goals of HRD in that organizational context', and explores the concept of performance to clarify understanding and to demonstrate that the performance versus learning issue may not be a source of conflict

Feacture of HRD 1> Hrd is system 2> Hrd is a planned process 3> Hrd involes development of competencies 4> Hrd is an inter-discipinary concept 5> Hrd ompeoves quality of life.

Benefits of hrd 1> Improves the capabilities of people. 2> Improves the team work 3> Leads to gather organization effectiveness 4> Performance related rewards help employees realise the importance of utilising their skills fully in the service of organization goals, Fuction of hrd identifying the organizations skill needs, comparing needs to current skill base, designing plan to acquire needed skills, executing the plan, measuring results.

The Benefits of HRD Human capital is a precious commodity that plays a vital role within organizations and contributes directly to their success or failure. The most successful organizations are those that motivate, train and monitor their workforce to function as the backbone of their firms. HRD, or human resource development, is a systematic process in which individuals and groups are trained to acquire new competencies to make them more self-reliant and improve their effectiveness in the realization of organizational goals. Improved Employee Performance and Learning Capacity

Patricia McLagan in the book "Models for HRD Practice," defines HRD as "the integrated use of training and development, career development and organizational development to improve individual and organizational effectiveness." According to this and similar definitions, the main focus of human resource development lies in training and enhancing the capabilities of employees. Organizations that strongly focus on training and improving the skills, values, attitudes, perspectives and knowledge of their workforce are more likely to retain employees that utilize their full potential and contribute it to the benefit of the organization. According to Swart et al. in the book "Human Resource Development: Strategy and Tactics," HRD activities decreases staff turnover by 7.05 percent annually Improved Organizational Effectiveness According to C. S. Lakshmi in the book "Human Resource Development In Public Enterprises," human resource development improves organizational effectiveness. Trained and talented employees contribute directly to the effectiveness of an organization. HRD focuses on continually motivating and improving the competencies, dynamism and effectiveness of its employees; developing positive attitudes and problem solving skills; upgrading individual and collective experience, knowledge and perceptions; and enhancing their competitive skills. These

and similar activities fine-tune employees to align and integrate their personal goals with organizational goals.

Improved Communication and Involvement

According to Juani Swart et al., HRD improves intraorganizational communication and employee involvement. HRD practices are committed to measuring and continually improving the organizational culture, enhancing teamwork, and improving involvement and participation activities. Career Development Career development is an organized approach used to match employee goals with the business needs of the agency in support of workforce development initiatives. In this process: The purpose of career development is to:

Enhance each employee's current job performance. Enable individuals to take advantage of future job opportunities. Fulfill agencies' goals for a dynamic and effective workforce

Who is responsible for it?

Managers are responsible for linking the organization's needs to employee career goals, and can assist employees in the career planning process. Human Resources is responsible for designing career paths and employee development programs that help employees reach their goals. Each employee is responsible for planning and managing his/her career

Steps of careear development 1) Define the need. To "hit the bull's-eye," you need to talk with employees to find out what's missing. Is it lack of perceived opportunity, not enough training, too little communication, diversity issues? Exit interview analysis, employee surveys, and focus groups can help you become clearer about employees' views on these issues 2) . Identify target groups. Focus on the employees you most want to keep. This helps you to get buy-in from all levels of management, which is important in building enthusiasm and gaining acceptance for the initiative. 3) Tie the initiative to human resources systems and policies. Company policies and practices regarding application procedures for posted jobs, managers' ability to block internal movement, hiring from within, use of computer job/talent banks, training, tuition reimbursement, use of pay systems that reward flexibility rather than hierarchy, and performance management all impact the career development initiative and should be : synch with it 4) Redesign performance management system to make the process easier, if necessary. Some companies require managers to have career discussions with their employees at least twice a year, or to jointly create career development action plans once a year. Others incorporate manager ratings as career coaches on the performance review. 5) Codesign with line management. The career development system, like the performance management system, should be owned by line management, not by human resources, if it is to be successful. Getting line management to help design this system from the outset will go a long way toward making this happen. 6) Separate career management from performance appraisal. Keeping the two apart helps assure employees that the purpose of the program is to help them manage their careers and not to help their superiors manage them. Career discussions between manager and employee should be scheduled between performance appraisal discussions.

Traning Organized activity aimed at imparting information and/or instructions to improve the recipient's performance or to help him or her attain a required level of knowledge or skill. Importants of traning for employess What's one of the first line items to get slashed when the company budget gets squeezed? It's training for employees that often ends up on the cutting room floor. Unfortunately, trained and energized employees are just what a company needs to stimulate growth and problem solve in the lean times. Here are some of the reasons whey employee training is so important... The innovation, flexibility and dedication that are necessary to build truly dynamic companies come from well-trained and supported employees. One of the best ways to encourage and support individuals in your workforce is through professional development and training opportunities. As employees develop new skills, increase networking and represent the company out in the larger world, and develop leadership opportunities, the business work environment becomes infused with energy and creativity. Sending employees to training opportunities, or bringing opportunities into the company, actually infuses a business with new ideas and creative ways of solving old problems. Sometimes, just getting employees out of the day-to-day grind of their everyday work schedule is enough to jump-start energy and encourage employees to recommit to their jobs and the company. But learning new skills and interacting with new and different people has a direct impact on the productivity and development of the work environment. Trainings need not be expensive or last several days in order to be worthwhile. Workshops, classes and cross-training in other departments within the company can be as invigorating as expensive courses and conferences. Encouraging employees to learn all they can about the company--not just the department

where they work--is one way to approach training. Providing individuals with information about accounting, production, marketing, or other aspects of the business can give them a good overall understanding of how all the pieces work together to contribute to the whole, as well as how their individual jobs or department fits into the whole, big picture. Consider implementing or keeping regular training opportunities in place for employees. Training sessions that are once a week, or a month can be quite productive--giving employees something outside the ordinary work day to look forward to and encouraging a commitment to professional development and skill growth. While a dedication to keeping training opportunities alive and thriving within the company culture can be an expense of time and resources--the benefit in terms of qualified and energetic personnel is well worth it. deference between training and development Training changes performance, development changes lives There is a big difference between training and development. If you (and your HR team) dont know the difference between these terms, you are spending money providing training to executives and managers who already have the skills and knowledge they need. This training will not move the needle for your company. What you need is to develop existing skills to their maximum potential. Training = Teaching New Skills Development = Perfecting Existing Skills Training is the acquisition of knowledge, skills and competencies as a result of teaching.Development teaches how to become more productive and effective at work and at the company. In other words, training provides the skill and development maximizes it.

Resource Optimization Resource optimization is the set of processes and methods to match the available resources (human, machinery, financial) with the needs of the organization in order to achieve established goals. Optimization consists in achieving desired results within a set timeframe and budget with minimum usage of the resources themselves. The need to optimize resources is particularly evident when the organizations demands tend to saturate and/or exceed the resources currently available. When a company is managed using the philosophy of Intelligent Management then resource optimization is strictly linked to the concept of constraint and a systemic vision of the company. Indeed, without a systemic vision of the company we are unable to identify the global effectiveness of resource allocation and we run the risk of using resources available mainly to respond to emergencies that daily occur in the various parts of the organization Motivational theory Motivation is the force that drives a person to do something. It includes varying emotions such as: initiative, drive, intensity, persistence, that inhibit, neutralize, or promote goal-directed behaviors. It is internal. Students may choose to learn or escape from learning. If they choose to be active in school and learn they have a belief in their efficacy to learn and the power of knowing. They are ready to learn. If they have a belief that they are incapable of learning and powerless to change they will choose not to be actively

involved or withdraw and their learning and performance is reduced to a lower level. In actuality people are usually somewhere between these two extreems, represented by the line between the arrows in the diagram:

Suggestions on how to increase motivation:

Discuss with students what and how variables such as ability, luck, effort, selection and framing of tasks contribute to success. Emphasize all students can learn and progress. Give students opportunities to create knowledge from their present knowledge. Provide opportunities for students to relearn concepts and correct errors. Create a risk free environment. Have students concentrate on how they feel about... Use much encouragement, small amounts of specific praise, give most praise privately, and public praise for the total class sparingly. Do NOT repeat students' answers. Listen to students. Teach students how to listen to others. Help students feel the classroom belongs to them. Maintain high expectations. Have students discuss how they solve problems and develop thinking strategies.

Capacity building, also referred to as capacity development, is a conceptual approach to development that focuses on understanding the obstacles that inhibit people, governments, international organizations and nongovernmental organizations from realizing their developmental goals while enhancing the abilities that will allow them to achieve measurable and sustainable results. The term capacity building emerged in the lexicon of international development during the 1990s. Today,

capacity building is included in the programs of most international organizations that work in development, the World Bank (World Bank), The United Nations (UN) and non-governmental organizations (NGOs) like Oxfam International. Wide usage of the term has resulted in controversy over its true meaning. Capacity building often refers to strengthening the skills, competencies and abilities of people and communities in developing societies so they can overcome the causes of their exclusion and suffering. Job rotation Job rotation is a management technique[1] that assigns trainees to various jobs and departments over a period of a few years.[2] Surveys show that an increasing number of companies are using job rotation to train employees. There are both positive and negative effects involved with job rotation that need to be taken into consideration when a company makes the decision to utilize[3] this technique. Job rotation is also a control to detect errors and frauds. It reduces the risk of collusion between individuals. Organizations dealing with sensitive information or system (e.g. bank) where there is an opportunity for personal gain can benefit by job rotation. Job rotation also helps in business continuity as multiple people are equally equipped to perform a job function. If an employee is not available other can handle his/her position with similar efficiency. Decentralization or decentralisation (see spelling differences) is the process of dispersing decision-making governance closer to the people and/or citizens. It includes the dispersal of administration or governance in sectors or areas like engineering, management science, political science, political economy, sociology, and economics. Decentralization is also possible in the dispersal of population and employment. Law, science and technological advancements lead to highly decentralized human endeavours.

The more decentralized a system is, the more it relies on lateral relationships, and the less it can rely on command or force. In most branches of engineering and economics, decentralization is narrowly defined as the study of markets and interfaces between parts of a system. This is most highly developed as general systems theory and neoclassical political economy.

training
Organized activity aimed at imparting information and/or instructions to improve the recipient's performance or to help him or her attain a required level of knowledge or skill.

Leadership has been described as a process of social

influence in which one person can enlist the aid and support of others in the accomplishment of a common task".[1] Other indepth definitions of leadership have also emerged. Leadership is "organizing a group of people to achieve a common goal". The leader may or may not have any formal authority. Students of leadership have produced theories involving traits,[2]situational interaction, function, behavior, power, vision and values,[3] charisma, and intelligence, among others. Somebody whom people follow: somebody who guides or directs others

Recruitment refers to the process of attracting, screening, and

selecting a qualified person for a job. All companies in any industry can benefit from contingency or retain professional recruiters or outsourcing the process to recruitment agencies.

Mentoring
Mentoring is to support and encourage people to manage their own learning in order that they may maximise their potential, develop their skills, improve their performance and become the

person they want to be." Eric Parsloe, The Oxford School of Coaching & Mentoring Mentoring is a powerful personal development and empowerment tool. It is an effective way of helping people to progress in their careers and is becoming increasing popular as its potential is realised. It is a partnership between two people (mentor and mentee) normally working in a similar field or sharing similar experiences. It is a helpful relationship based upon mutual trust and respect. Downsizing refers to a process where a company or a firm simply reduces its work force in order to cut the operating costs and improve efficiency. It has become a legitimate option for business growth strategies, especially after the 1980s. It is in fact, the most preferred option of companies to sustain operating costs and comply with the existing scope of the business. It is an important management venture and requires large assistance from the human resource management team. Job analysis information job analysis is a step-by-step specification of an employment position's requirements, functions, and procedures. Just as a seed cannot blossom into a flower unless the ground is properly prepared, many human resource management (HRM) practices cannot blossom into competitive advantage unless grounded on an adequate job analysis. Successful HRM practices can lead to outcomes that create competitive advantage. Job analyses, properly performed, enhance the success of these HRM practices by laying the foundation. Job analysis information can be applied to a variety of HRM practices. We now take a brief look at some of them.

The recruitment and selection process is important for new and established businesses alike. Your human resources department has the support and expertise of employment specialists who assist hiring managers with the procedures to ensure your company's leaders are making wise hiring decisions. There are several pieces to the recruitment and selection process: sourcing candidates, reviewing and tracking applicants, conducting interviews and selection for employment. HRD MISSION STATEMENT The Hurricane Research Division's (HRD) mission is to advance the understanding and prediction of hurricanes and other tropical weather. HRD's research is based on a combination of computer models, theories, and observations, with particular emphasis on data obtained with research aircraft. The goals of this research are to : 1. Advance the prediction of tropical cyclone intensity change by improving understanding of the processes that modulate internal storm dynamics and storm interactions with the atmosphere and ocean below; 2. Improve the prediction of tropical cyclone tracks through an optimal analysis of observations of field observations that enhance understanding of the interactions between a tropical cyclone and its environment; 3. Improve the understanding of and ability to predict tropical cyclone frequency and intensity on intraseasonal, interannual, decadal and longer time scales; and 4. Enhance the ability to diagnose and predict the impact of tropical cyclones on life and property through wind, rain, waves, and storm surge. These goals are accomplished by :

Designing and conducting research experiments in the hurricane to collect and provide data for research and applications;

Analyzing these data sets and publishing the research in the refereed literature; Developing new technology and applications based on this research to improve NOAA's products; and Providing outreach to the public through the WorldWide Web (WWW), conferences, presentations, and other means.