HRD CONCEPTUAL FRAMEWORK

Developed by Udai Pareek Introduced in India in 1972 in SBI and subsequently in other companies, such as BHEL, SAIL, TATA STEEL, etc. At present most of the larger public and private sectors organizations are using it to develop their employees.

CONCEPT OF HRD
HRD believes in Development of human resource of an organization. Development means improving the capabilities and imparting new capabilities for the achievement of organizational and individual goals. Individuals have unlimited potential for growth and development. Development involves investment of time and money and efforts by individuals.

CONCEPT OF HRD- contd.

Various authors have defined HRD differently primarily treating it development of the employees for present and future assignments. TVS Rao: it is a process to help employees in a planned way to: i. acquire or sharpen their capabilities for present and future roles; ii. discover potentials and utilize the same for organizational development; iii. develop organizational collaborative culture

HRD MODEL
The various components of HRD Model are: 1. Organizational Development to make HRD an agile and responsive system : i. Leadership skills, ii. Management skills, iii. Supervisory skills. Training and Development people skills, basic skills, advanced skills Workforce management cultural skills and system skills

CHARACTERISTICS OF HRD
HRD IS A SYSTEM HRD IS A PLANNED PROCESS HRD IS A INTER-DISCIPLINARY CONCEPT HRD IS CONTINUOUS LEARNING PROCESS HRD IS A COOPERATIVE EFFORT HRD IS AN ADMINISTRATIVE FUNCTION HRD IS CONCERNED WITH THE DEVELOPMENT OF ALL LEVEL EMPLOYEES HRD IS A STRATEGY TO TRANSFORM HUMAN RESOURCE INPUTS INTO OUTPUTS HRD IS RELATED WITH ORGANIZATIONAL EFFECTIVENESS.

OBJECTIVES OF HRD
Full utilization of human resource for achievement of organizational and individual goals. Provide comprehensive framework for development of human resources Locate, recognize and develop capabilities in relation to present and future roles Develop overall personality Develop sense of team spirit, team work, inter-team collaborations Develop organizational health, culture and effectiveness Humanize the work in the organization Develop information systems about human resource

HRD AS A SYSTEM
Different authors have listed different sub-systems of HRD. However, the following sub-systems are treated as the sub-systems: 1. Job and salary job analysis, salary, performance and potential appraisals 2. Planning & Administration Human resource planning, procurement, promotion, transfer, career development, personnel records 3. Human resource development training, development, OD, counselling, system development & research. 4. Worker Affairs industrial relations, worker development, workers participation, worker welfare and work design.

HRD PHILOSOPHY & STRATEGIES

HRD PHILOSOPHY
The basic philosophy of HRD is that it can be planned and implemented in ways beneficial to the individual and the organization. HRD philosophy has two functions (i) style of management is based on his beliefs, and (ii) unshakable belief in development of human beings.

HRD PHILOSOPHY contd.

Following beliefs are part of HRD philosophy: Human beings are the most important assets Human beings can be developed to an unlimited extent. Employees develop sense of belongingness if properly cared for Employees get committed when given an opportunity to use their potential Every manager to create healthy and motivating work culture. Openness, enthusiasm, trust, mutuality and collaboration required for healthy and motivating environment

VARIABLES IN HRD MECHANISM

The HRD mechanism used, vary from time to time and from organization to organization depending upon what the organization wants to achieve. HRD Mechanism leads to HRD Processes, to HRD Outcomes to organizational effectiveness. HRD Mechanism are Performance Appraisal, Potential Appraisal, Career Planning, Training and development, Organization Development, Rewards, Employee Welfare and QWL

HRD STRATEGY
HRD strategy is a total integrated system. It should include the following phases: Acceptance of HRD philosophy & policy Determination of major objectives of HRD Factors affecting HRD Culture (OCTAPACE) Assessing the HRD Needs Human Resource Planning Developmental Programme Development of HRD climate Infrastructure facility Emphasis on long term results Evaluation and corrective action Development of HRD as a Profession

DESIGNING HRD STRATEGY

Steps in designing HRD Strategy: 1. Getting the big picture highlight key driving forces of the business such as technology, competition and markets. 2. Developing a mission or intent statement actual process of thinking not use words. 3. SWOT analysis of the organization. 4. Conducting detailed HR analysis culture, organization, people and systems.

DESIGNING HRD STRATEGY

5. Determining critical people issues people issues can have key impact on business strategy. 6. Developing consequences and solutions actions need to be evaluated carefully by breaking them into : i. training & development, ii. Career planning & development, iii. Organization development, iv. Perfomance appraisal, v. counseling & mentoring, vi. Empowerment. 7. Implementation and evaluation of action plan to ensure that the organizational objectives are achieved and converted into benefits in terms of rewards/career.

HRD STRATEGY
Major HRD strategies are: Communication strategy with employees, their families, the society Accountability and ownership strategy employees accountability through performance appraisal, career planning and development, counseling and mentoring, quality of work life, to be linked with business plans.

HRD STRATEGY
Quality strategy TQM Cost reduction strategy control wastage Intrapreneurship strategy to create innovative and creative products and services developing risk taking Culture building strategy strong culture fosters higher employee commitment Systematic training strategy based on job analysis, mission and objectives of organization. Learning strategy promote continuous development and self development mentoring culture, self-directed systems, etc.

SUGGESTIONS TO MAKE HRD EFFECTIVE

There should be corporate policy on HR. It should be written and followed vigorously. The top man should have commitment to HRD by actions. HRD needs to be identified and action plan for implementation. HRD to be headed by competent persons and should report directly to CEO. Conducive climate should be developed. All Departmental heads to share their experiences and develop professionally.

HRD IN INDUSTRY
Some of the organizations having HRD are: Bank of Baroda Larsen & Toubro Voltas Crompton & Greaves Indian Oil Corporation Steel Authority of India Bharat Heavy Electricals Ltd. Factors responsible for HRD in organizations: Separate HRD Department Organizations with diversified product range Commitment of the top management Apart from training, have other activities like counselling, performance appraisal, etc. to supplement training.

NEED FOR HRD IN INDIA

HRD to play important role due to changes taking place in the following: 1. restructuring of organizations 2. emphasis on core competency 3. technological changes 4. work force empowerment 5. special attention to special categories of workers 6. greater employee commitment.

HRD SYSTEM

HRD SYSTEM
HRD system consists of : Several components, which are distinct and unique but related to one and another It interacts with other systems in the organization It has its own dynamics, rules, operations and procedures

PROCESS OF DESIGNING HRD SYSTEM

The followings are required for HRD system: 1. Have a corporate philosophy of HR 2. Develop a leadership and supervisory style. 3. Prepare an action plan for HRD 4. Man HRD with competent people 5. Innovations in HRD sub-systems 6. Training needs should be identified 7. Develop HRD culture 8. Learn from experience 9. Develop changes in human competencies 10. HRD Processes and outcomes 11. Future direction

PRINCIPLES IN DESIGNING HRD SYSTEMS

1. FOCUS OF THE SYSTEM a. focus on enabling capabilities b. balancing adaptation and change in organizational culture c. attention to contextual factors d. building linkages with other functions e. balancing specialization and diffusion of the function

PRINCIPLES IN DESIGNING HRD SYSTEMS

2. STRUCTURE OF THE SYSTEM a. establishing the identity of HRD b. ensuring responsibility for the function c. balancing differentiation and integration d. establishing linkage mechanisms e. developing monitoring, mechanisms

PRINCIPLES IN DESIGNING HRD SYSTEMS

3. FUNCTIONING OF THE SYSTEM a. building feedback and reinforcing mechanisms b. balancing quantitative & qualitative decisions c. balancing internal and external expertise d. planning for implementation of HRD geographical, vertical, functional, sophistication phasings

FACTORS AFFECTING HRD SYSTEM DESIGNING

GENERAL FACTORS a. size of the organization b. technology followed in organization c. skill levels d. organizational support e. outside help CULTURE

HRD MECHANISM

HRD MECHANISM
HRD Mechanism are the instruments through which HRD outcome is achieved. PRE-REQUIREMENT FOR HUMAN RESOURCE DEVELOPMENT Interest Aptitude Direction to Grow & Develop Identification of opportunities Strategies for Development To make efforts for Development Periodical Reviews HRD Climate

HRD PROCESSES
HRD Processes are: Role clarity Awareness of competencies required for job performance. Risk taking capabilities Dynamism Trust Team work Increased communication Employees records & data Norms & Standards Management styles Proactive Orientation Interest for improvement Planning for Development

HRD OUTCOMES
HRD Processes should result in more competent, satisfied and committed people that would make the organization grow. Outcomes would be evident from: More competent people, commitment and more involvement, better utilization of human resources, job satisfaction and motivation, respect for each other, better problem solving competencies, collaboration among different units of the organization, self-renewing capabilities, team spirit

ORGANIZATION EFFECTIVENESS
The organizational effectiveness can be measured under following heads: Higher Productivity Growth & Diversification of Units Cost reduction Higher Profits Better Public Image of the Organization.

HRD CLIMATE AND CULTURE

CONCEPT OF CLIMATE
Organizational Climate is a set of attributes which can be perceived about a particular organization and/or its subsystem, and that may be induced in the way that organization and/or its subsystems deal with their members and environment.

HRD CLIMATE
HRD climate is an integral part of organizational climate. It can be defined as perceptions the employee can have on the developmental environment of an organization.

FACTORS AFFECTING HRD CLIMATE

Following factors contribute to HRD climate: 1. top management style and philosophy 2. Personnel Policies 3. HRD Instruments and systems 4. Self renewal mechanisms 5. Attitude of employees and HRD staff

INDIAN CULTURE AND HRD

Various aspects of our culture are: Concern for others Traditions Dependency Motive Casteism Avoid involvement and open discussion Individualism More emotional rather than realistic