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Introduction. Why HRD? Human resources, are the most valuable assets of any organization, with the machines, materials and even the money, nothing gets.

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Presentation on theme: "Introduction. Why HRD? Human resources, are the most valuable assets of any organization, with the machines, materials and even the money, nothing gets."— Presentation transcript:

1 introduction

2 Why HRD? Human resources, are the most valuable assets of any organization, with the machines, materials and even the money, nothing gets done without man-power The need for improved productivity has become universally accepted and that it depends on efficient and effective HRD It has further become necessary in view of advancement in modern world to invest in HRD. Thus the role played HRD can no longer be over- emphasized. Staff development are based on the premise that staff skills need to be improved for organizations to grow.

3 What is HRD Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such practices as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, career development, employee identification, tuition assistance, and organization development. HRD aims at improving individual, group and organizational effectiveness through the integrated use of these practices

4 HRD definition – cont.. HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities. Groups within organizations use HRD to initiate and manage change. HRD ensures a match between individual and organizational needs.

5 HRD definition – cont.. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers. Organizations have many opportunities for human resources development both within and outside of the workplace. Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases.

6 HRD Functions Training and development (T&D) Organizational development Succession planning and Career development 6

7 Training and Development (T&D) Training – improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task – e.g., Employee orientation Skills & technical training Coaching Counseling 7

8 Training and Development (T&D) Development – preparing for future responsibilities, while increasing the capacity to perform at a current job Management training Supervisor development 8

9 Organizational Development The process of improving an organization’s effectiveness and member’s well-being through the application of behavioral science concepts Focuses on both macro- and micro-levels HRD plays the role of a change agent 9

10 Succession planning and Career Development Ongoing process by which individuals progress through series of changes until they achieve their personal level of maximum achievement. Succession planning Career planning and management Talent management 10

11 Some Critical HRD Issues Strategic management and HRD The supervisor’s role in HRD Organizational structure of HRD 11

12 Strategic Management & HRD Strategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years HRD aims to get managers and workers ready for new products, procedures, and materials 12

13 Supervisor’s Role in HRD Implements HRD programs and procedures On-the-job training (OJT) Coaching/mentoring/counseling Career and employee development A “front-line participant” in HRD 13

14 Organizational Structure of HRD Departments Depends on company size, industry and maturity No single structure used Depends in large part on how well the HRD manager becomes an institutional part of the company – i.e., a revenue contributor, not just a revenue user 14

15 HR Manager Role Integrates HRD with organizational goals and strategies Promotes HRD as a profit enhancer Tailors HRD to corporate needs and budget Institutionalizes performance enhancement 15

16 Importance of training and development Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees

17 Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.organization Team spirit – Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.

18 Organization Climate – Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality – Training and Development helps in improving upon the quality of work and work-life. Healthy work environment – T & D helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal.

19 Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale – Training and Development helps in improving the morale of the work force. Image – Training and Development helps in creating a better corporate image. Profitability – Training and Development leads to improved profitability and more positive attitudes towards profit orientation

20 Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

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22 HRD jobs/roles HRD manager, Training manager or director, management development specialist chief learning officer, and individual career development advisor

23 HRD Jobs/Roles Executive/Manager HR Strategic Advisor HR Systems Designer/Developer Organization Change Agent Organization Design Consultant Learning Program Specialist 23

24 HRD Jobs/Roles Instructor/Facilitator Individual Development and Career Counselor Performance Consultant (Coach) Researcher 24

25 HR Strategic Advisor Role Consults with corporate strategic thinkers Helps to articulate goals and strategies Develops HR plans Develops strategic planning education and training programs 25

26 HR Systems Designer/Developer Assists HR manager in the design and development of HR systems Designs HR programs Develops intervention strategies Plans HR implementation actions 26

27 Organization Change Agent Develops more efficient work teams Improves quality management Implements intervention strategies Develops change reports 27

28 Organization Design Consultant Designs work systems Develops effective alternative work designs Implements changed systems 28

29 Learning Program Specialist Identifies needs of learners Develops and designs learning programs Prepares learning materials and learning aids Develops program objectives, lesson plans, and strategies 29

30 Instructor/Facilitator Presents learning materials Leads and facilitates structured learning experiences Selects appropriate instructional methods and techniques Delivers instruction 30

31 Individual Development and Career Counselor Assists individuals in career planning Develops individual assessments Facilitates career workshops Provides career guidance 31

32 Performance Consultant (Coach) Advises line management on appropriate interventions to improve individual and group performance Provides intervention strategies Develops and provides coaching designs Implements coaching activities 32

33 Researcher Assesses HRD practices and programs Determines HRD program effectiveness Develops requirements for changing HRD programs to address current and future problems 33

34 Challenges for HRD Changing workforce demographics Competing in global economy Need for lifelong learning Need for organizational learning 34

35 Competing in the Global Economy New technologies Need for more skilled and educated workers Cultural sensitivity required Team involvement Problem solving Better communications skills 35

36 Need for Lifelong Learning Organizations change Technologies change Products change Processes change PEOPLE must change!! 36

37 Need for Organizational Learning Organizations must be able to learn, adapt, and change Principles: Systems thinking Personal mastery Mental models Shared visions Team learning 37

38 Summary HRD is too important to be left to amateurs HRD should be a revenue producer, not a revenue user HRD should be a central part of company You need to be able to talk MONEY 38

39 Training and Development Training and development are processes that attempt to provide an employee with information, skills, and understanding of the organizations of the organisation and its goals T & D is designed to help a person continue to make positive contribution in the form of good performance

40 Training and Development cont.. Training and Development a systematic development of knowledge, skills and attitudes required by employees to perform adequately on a given task or job. New entrants into organizations have various skills, though not all are relevant to organizational needs. Training and development are required for staff to enable them work towards taking the organization to its expected destination. It is against the backdrop of the relative importance of staff training and development in relation to organization effectiveness that this course is offered

41 Differences between Training and Development Training is defined as: Any attempt to improved employees performance on a currently held job or one related to it This usually means changes in specific knowledge, skills, attitudes or behavior It is the methods used you give new or present employees the skills they need to perform their job. It may mean job orientation, showing employees how to use new equipment or showing a sales persons how to sell

42 Training (cont..) It is a systematic process of altering the behavior of employees in a direction that will achieve organizational goals. Training is related to present job skills and abilities

43 Development Development refers to: Learning opportunities designed to help employees grow Such opportunities to not have to be limited to improving employees performance on their current job

44 Differences between training and devt TrainingDevelopment Training usually refers to some kind of organized (and finite it time) event -- a seminar, workshop Development is a process Training has a beginning and end. Participants are exposed to knowledge and skills associated with new concepts during the event. Employee development is a much bigger, inclusive "thing". For example, coaching and rotating of job responsibilities to learn about the jobs of their colleagues

45 TrainingDevelopment Results of training is changes performance Results of development is to changes lives When we train people, we focus on the job When we develop people, we focus on the person When we train people, we’re adding value to specific things, such as what their job description is. When we develop people, we add value to everything. They not only become better in their jobs, they become better in life.

46 TrainingDevelopment Employee training is a necessity for any business that wants to remain competitive in today’s marketplace. But leaders who want to make a lasting difference also recognize that training by itself is not enough and development will do Training people is helpful for a short time,. Developing people is helpful for a lifetime Training often focuses on the immediate period to help fit any current deficit in employees skills. The focus on development is on the long term to help employees prepare for future work demand

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51 Models of training Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs)Training

52 THE TRAINING SYSTEM A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating

53 Models of training The three model of training are: 1. System Model 2. Instructional System Development Model 3. Transitional modelSystem ModelInstructional System Development ModelTransitional model

54 System model The system model consists of five phases. The steps involved in System Model of training are as follows: 1. Analyze and identify the training needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated. 2. Design and provide training to meet identified needs. This step requires developing objectives of training, identifyingtraining

55 3. Develop- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives. 4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program. 5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

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57 Instructional system development model Instructional System Development model or ISD training model was made to answer the training problems. Concerned with the training need on the job performance. In this model, training objectives are defined on the basis of job responsibilities and job description, and on the basis of the defined objectives individual progress is measured. This model also helps in determining and developing the favorable strategies, sequencing the content, and delivering media for the types of training objectives to be achieved

58 Stages in ISD The Instructional System Development model comprises of five stages: 1. ANALYSIS – This phase consist of training need assessment, job analysis, and target audience analysis. 2. PLANNING – This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc

59 3. DEVELOPMENT – This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc, course material for the trainee including handouts of summary. 4. EXECUTION – This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories. 5. EVALUATION – The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices

60 The ISD model is a continuous process that lasts throughout the training programme. It also highlights that feedback is an important phase throughout the entire training program. In this model, the output of one phase is an input to the next phase

61 Five stages of ISD

62 Transistional model Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is executed. Vision – focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines. Mission – explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform the employees regarding the organization. The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders.training model

63 Values – is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc. The mission, vision, and values precede the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping these three things in mind and then the training model is further implemented

64 Transitional model


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