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-powerThe need for improved productivity has become universally accepted and that it depends on efficient and effective HRDIt 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 HRDHuman 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) 4/9/2017HRD FunctionsTraining and development (T&D)Organizational developmentSuccession planning and Career developmentTHRD-160-2
7 Training and Development (T&D) 4/9/2017Training 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 orientationSkills & technical trainingCoachingCounselingTHRD-160-2
8 Training and Development (T&D) 4/9/2017Training and Development (T&D)Development – preparing for future responsibilities, while increasing the capacity to perform at a current jobManagement trainingSupervisor developmentTHRD-160-2
9 Organizational Development 4/9/2017Organizational DevelopmentThe process of improving an organization’s effectiveness and member’s well-being through the application of behavioral science conceptsFocuses on both macro- and micro-levelsHRD plays the role of a change agentTHRD-160-2
10 Succession planning and Career Development 4/9/2017Succession planning and Career DevelopmentOngoing process by which individuals progress through series of changes until they achieve their personal level of maximum achievement.Succession planningCareer planning and managementTalent managementTHRD-160-2
11 Some Critical HRD Issues 4/9/2017Some Critical HRD IssuesStrategic management and HRDThe supervisor’s role in HRDOrganizational structure of HRDTHRD-160-2
12 Strategic Management & HRD 4/9/2017Strategic Management & HRDStrategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 yearsHRD aims to get managers and workers ready for new products, procedures, and materialsTHRD-160-2
13 Supervisor’s Role in HRD 4/9/2017Supervisor’s Role in HRDImplements HRD programs and proceduresOn-the-job training (OJT)Coaching/mentoring/counselingCareer and employee developmentA “front-line participant” in HRDTHRD-160-2
14 Organizational Structure of HRD Departments 4/9/2017Organizational Structure of HRD DepartmentsDepends on company size, industry and maturityNo single structure usedDepends 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 userTHRD-160-2
15 4/9/2017HR Manager RoleIntegrates HRD with organizational goals and strategiesPromotes HRD as a profit enhancerTailors HRD to corporate needs and budgetInstitutionalizes performance enhancementTHRD-160-2
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.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 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 policiesTraining and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.
22 HRD jobs/roles HRD manager, Training manager or director, management development specialistchief learning officer, andindividual career development advisor
23 HRD Jobs/Roles Executive/Manager HR Strategic Advisor 4/9/2017HRD Jobs/RolesExecutive/ManagerHR Strategic AdvisorHR Systems Designer/DeveloperOrganization Change AgentOrganization Design ConsultantLearning Program SpecialistTHRD-160-2
24 HRD Jobs/Roles Instructor/Facilitator 4/9/2017HRD Jobs/RolesInstructor/FacilitatorIndividual Development and Career CounselorPerformance Consultant (Coach)ResearcherTHRD-160-2
25 HR Strategic Advisor Role 4/9/2017HR Strategic Advisor RoleConsults with corporate strategic thinkersHelps to articulate goals and strategiesDevelops HR plansDevelops strategic planning education and training programsTHRD-160-2
26 HR Systems Designer/Developer 4/9/2017HR Systems Designer/DeveloperAssists HR manager in the design and development of HR systemsDesigns HR programsDevelops intervention strategiesPlans HR implementation actionsTHRD-160-2
27 Organization Change Agent 4/9/2017Organization Change AgentDevelops more efficient work teamsImproves quality managementImplements intervention strategiesDevelops change reportsTHRD-160-2
28 Organization Design Consultant 4/9/2017Organization Design ConsultantDesigns work systemsDevelops effective alternative work designsImplements changed systemsTHRD-160-2
29 Learning Program Specialist 4/9/2017Learning Program SpecialistIdentifies needs of learnersDevelops and designs learning programsPrepares learning materials and learning aidsDevelops program objectives, lesson plans, and strategiesTHRD-160-2
30 Instructor/Facilitator 4/9/2017Instructor/FacilitatorPresents learning materialsLeads and facilitates structured learning experiencesSelects appropriate instructional methods and techniquesDelivers instructionTHRD-160-2
31 Individual Development and Career Counselor 4/9/2017Individual Development and Career CounselorAssists individuals in career planningDevelops individual assessmentsFacilitates career workshopsProvides career guidanceTHRD-160-2
32 Performance Consultant (Coach) 4/9/2017Performance Consultant (Coach)Advises line management on appropriate interventions to improve individual and group performanceProvides intervention strategiesDevelops and provides coaching designsImplements coaching activitiesTHRD-160-2
33 Researcher Assesses HRD practices and programs 4/9/2017ResearcherAssesses HRD practices and programsDetermines HRD program effectivenessDevelops requirements for changing HRD programs to address current and future problemsTHRD-160-2
34 Challenges for HRD Changing workforce demographics 4/9/2017Challenges for HRDChanging workforce demographicsCompeting in global economyNeed for lifelong learningNeed for organizational learningTHRD-160-2
35 Competing in the Global Economy 4/9/2017Competing in the Global EconomyNew technologiesNeed for more skilled and educated workersCultural sensitivity requiredTeam involvementProblem solvingBetter communications skillsTHRD-160-2
36 Need for Lifelong Learning 4/9/2017Need for Lifelong LearningOrganizations changeTechnologies changeProducts changeProcesses changePEOPLE must change!!THRD-160-2
37 Need for Organizational Learning 4/9/2017Need for Organizational LearningOrganizations must be able to learn, adapt, and changePrinciples:Systems thinkingPersonal masteryMental modelsShared visionsTeam learningTHRD-160-2
38 Summary HRD is too important to be left to amateurs 4/9/2017SummaryHRD is too important to be left to amateursHRD should be a revenue producer, not a revenue userHRD should be a central part of companyYou need to be able to talk MONEYTHRD-160-2
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 goalsT & 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 itThis usually means changes in specific knowledge, skills, attitudes or behaviorIt 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 growSuch opportunities to not have to be limited to improving employees performance on their current job
44 Differences between training and devt DevelopmentTraining usually refers to some kind of organized (and finite it time) event -- a seminar, workshopDevelopment is a processTraining 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 TrainingDevelopmentResults of training is changes performanceResults of development is to changes livesWhen we train people, we focus on the jobWhen we develop people, we focus on the personWhen 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 TrainingDevelopmentEmployee 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 doTraining people is helpful for a short time,.Developing people is helpful for a lifetimeTraining 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
51 Models of trainingTraining 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)
52 THE TRAINING SYSTEMA 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 trainingThe three model of training are: 1. System Model 2. Instructional System Development Model 3. Transitional model
54 System modelThe 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 Design and provide training to meet identified needs. This step requires developing objectives of training, identifying
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.
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 ISDThe 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 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
62 Transistional modelTransitional 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.
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