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Planning
Staffing
Developing
Monitoring
Maintaining
Managing
Relationships
Managing Change
Evaluation
DEFINITION OF HRD
1.
2.
3.
4.
Task Analysis
Key performance areas
Critical attributes
Job evaluation
Selection / Recruitment
Placement
Potential appraisal
Promotion
Career Planning & Succession Planning
Performance Appraisal
Feedback & counseling
Mentoring
Career development
Training
Developing Equitability
1.
2.
3.
Job Rotation
Job Enrichment
Job design / Redesign
Role effectiveness & efficacy
Organization development
HRM research
Organization learning
Developing culture and climate
1.
2. Organization Development :
OD is now playing an increasing important role in helping
the diagnosis of problems of HR in the company, in taking
steps for team building at various levels, in improving
general morale and motivation of people & in developing
healthy values & trying out various ways of solving problems
3. Performance Feedback & Counseling :
Performance & potential appraisals are likely to remain a
ritual if a climate for & skills for providing critical &
supportive feedback to the employees by the boss is not
properly developed
Differences in self assessment & assessment by the boss
can be discussed & a program for further growth of the
employees can be jointly worked out
5. 360 feedback :
Multisource Feedback for development has become a
useful tool
Leadership competencies have been developed in many
corporations successfully using 360 feedback
360 is a very popular tool.
EVOLUTION OF HRD
Emergence of HRD :
During 1960s & 70s, professional trainers realized that their role
extended beyond the classroom training
The move towards employee involvement in many organizations required
trainers to coach & counsel employees
T & D therefore expanded to include interpersonal skills such as
coaching, group process facilitation & problem solving
This additional emphasis on employee development inspired the ASTD to
rename itself as the American Society for Training and development.
1980s saw greater changes affecting the t & D
At ASTD national conferences, in late 70s early 80s, discussions centered
on rapidly expanding profession
Influential books helped to clarify & define HRD
Since 90s efforts are made to strengthen the strategic role of HRD, i.e.
how HRD links to & supports the goals & objectives of organization
Secondary Functions :
HRD Functions :
Training and Development focus on changing or improving the
knowledge, skills and attitudes of individuals
Training involves providing employees the knowledge and skills
needed for particular tasks / job through attitude change
Development activities have a longer term focus on preparing for
future work responsibilities, while also increasing the
capacities of employees to perform their current jobs
T & D begins as an employee enters the organization in the form of
employee orientation & skills training
Employee orientation is the process by which new employees learn
important organisation values, norms, working relationships, etc
Skills and Technical training then narrow in scope to teach the
employee a particular skill or area of knowledge
on
Organisation
Development
Career Development
Career development is an ongoing process by which individuals
progress through a series of stage, each of which is characterized
by a relatively unique set of issues, themes and tasks
Career development involves two distinct processes : career
planning and career management
Career Planning involves activities performed by individual,
often with the assistance of counselors and others, to assess his or
her skills and abilities in order to establish realistic career plan
Career Management, involves taking the necessary steps to
achieve that plan, and generally focuses more on what the
organisation can do to foster employee career development. There
is a strong relationship between career development and T & D
activities.
HRD
Emerging work place Trends:
Drastic Times, Drastic Measures: Uncertain economic
conditions force organizations to reconsider how they can
grow & be profitable
2. Blurred Lines (life or work): new organizational
structures are changing the nature of work for employees
and HRD professional
3. Small
World & shrinking: Global communication
technology is changing the way people connect and
communicate
4. New Faces, new Expectations: Diversity in the workplace
continues to rise
1.
CHALLENGES
Assessment
Design
Implementation
Select
evaluation
criteria
Define
Objectives
Assess Needs
Develop
Lesson Plan
Prioritize
needs
Develop /
acquire
material
Select
Trainer/
leader
Select
methods &
techniques
Schedule
intervention
Evaluation
Determine
evaluation
design
Deliver the
HRD
Intervention
or program
Conduct
evaluation
of program
Interpret
the results
Design Phase:
It would include
Selecting the specific objectives of the program
Developing an appropriate lesson plan for the program
Developing or acquiring the appropriate materials for the trainees to
use
Determining who will deliver the program
Selecting the most appropriate method to conduct the program
Scheduling the program
After the assessment, it is important to translate the issues identifies
in that phase to clear objectives for HRD interventions
This will facilitate the development of clear lesson plan concerning the
programs
The design phase also includes the selecting and developing the content
of the program i.e. choosing from on the job training, classroom
training, role play, lectures, workbooks, job aids, films, videos,
ppt., etc
Implementation Phase :
The goal of assessment and the design phase is
implementation of effective HRD program / interventions
That is the program must be delivered or implemented
using the most appropriate aid or means
Delivering any HRD program generally presents numerous
challenges, such as executing the program as planned,
creating and environment that enhances learning &
resolving problems that may arise.
Evaluation Phase:
Evaluation phase is the final phase in Training and HRD process
Here the effectiveness of the HRD intervention is measured
This is an important but underemphasized activity
Careful evaluation provides information on participants reactions to
program, what did they learn, usefulness of the intervention, areas to be
improved, etc
HRD professionals are increasingly being asked to provide evidence of the
success of their efforts, i.e. the bottom line impact, as well as employee
reaction. This helps manager to make decisions on :
Continuing to use the technique or vendor in future programs
Offering a particular program in future
Budgeting and resource allocation
Using some other HR or managerial approach to solve the persisting
problem
Armed with this information HRD managers can better compete with
managers form other areas of the organisation for the effectiveness of
their action
TASK ANALYSIS
Job- duty task method : the job is divided into its subparts
providing a comprehensive list that identifies the job title, each
of its duties and tasks and finally the knowledge, skills
abilities or other characteristics (KSAO) required to
perform each subtasks.
Step 3 : identify what it takes to do the job: successful task
performance requires that employees possess the KSAOs to
perform the task. HRD professional must specify the KSAOs
because it is these competencies that employees must develop
or acquire during the training program
Information on KSAO required to perform a job is valuable in
determining the focus of an HRD program. Some skills such as
written and oral communication or knowledge of safety
products and procedure are necessary for effective
performance. In such case HRD program may be developed and
conducted that can be offered to employees in a wide range of
jobs
PERSON ANALYSIS
Interviews
Questionnaires
Tests
Useful
in
determining
morale,
motivation or satisfaction of each
employee
Rating Scale
Care must be taken to ensure relevant,
reliable, and objective employee rating
Critical Incidents
Observed actions that are critical to the
successful or unsuccessful performance
of the job
Diaries
Individual employee records details of
job
Devised situations
Certain knowledge, skills, attitudes are
Role Play, Conference Leadership, demonstrated by these techniques
Training Sessions, Business games
Assessment Centers
Combination of several techniques in a
program
MBO or Work Planning & Review Provides actual performance data on
system
recurring basis related to organization,
so that baseline measurements may be
known & subsequent improvement or
1.
2.
3.
4.
Development needs:
End of module 1