Introduction to Human Resource Development

Introductions Your Name What do you do? Your most significant achievement in the last two years What contributed to that achievement

HRD Scope and Limitations HRD refers to learning at the individual, group and organizational levels to enhance the effectiveness of human resources with the purpose of achieving the objectives of the organization How would an HRD intervention targeting an individual help achieve the objectives of an organization ?

HRD Scope and Limitations Human resource development is the study and practice of increasing the learning capacity of individuals, groups, collectives, and organisations through the development and application of learning- based interventions for the purpose of optimising human and organisational growth and effectiveness. (Chalofsky, 1992:179)

HRD Terms Learning Change in an individual’s level of knowledge, skill or attitude Education Learning and Development associated with academic learning, undertaken in educational institutions in the pursuit of qualifications, usually in advance of employment

HRD Terms Training Learning and Development undertaken for the purposes of supporting development and maintenance of operational capability in employment :skills for work and in work, on job or off job, to enable effective performance in a job or role Development Is distinguished from both training and education. Defined as Learning, which changes the whole person in some substantial way and helps people to grow, not just to change their vocational skill level or academic knowledge

HRD Terms Competency –An underlying characteristic of a person in that it may be a motive, trait, skill, aspects of one’s self image or social role or a body of knowledge ----Boyatzis –Focus on Behaviors rather than outcomes –Competencies are discrete dimensions of behaviors which are relevant to job performance. –These discrete behavioral dimensions are the output from good job analysis studies.

HRD Terms Competency Behaviors used to achieve the desired outcomes, i.e., aspects of the person that enable him or her to be competent –Competence refers to outcomes which would define effective performance Aspects of job at which a person is competent Dimensions Dimensions describe the knowledge, motivations, and behaviors Competency and Development Assets Internal vs. External Development Assets

Dimension Continuous Learning Actively identifying new areas for learning; regularly creating and taking advantage of learning opportunities; using newly gained knowledge and skill on the job and learning through their application. Key Actions –Targets learning needs—Seeks and uses feedback and other sources of information to identify appropriate areas for learning. –Seeks learning activities—Identifies and participates in appropriate learning activities (e.g., courses, reading, self-study, coaching, experiential learning) that help fulfill learning needs. –Maximizes learning —Actively participates in learning activities in a way that makes the most of the learning experience (e.g., takes notes, asks questions, critically analyzes information, keeps on-the-job application in mind, does required tasks) –Applies knowledge or skill —Puts new knowledge, understanding, or skill to practical use on the job; furthers learning through trial and error. –Takes risks in learning—Puts self in unfamiliar or uncomfortable situation in order to learn; asks questions at the risk of appearing foolish; takes on challenging or unfamiliar assignments.

Competency includes –Personality –Ability –Interest –Motivation –Knowledge

RESULTS BEHAVIORS EMOTIONS THINKING The Outcomes Our habits What We Feel What We Think THE ICEBERG MODEL

Common Development Interventions 360 degree feedback is a personal development system that enables participants to manage their own career progression CBT and Outdoor Trainings WBL Coaching Developing the capabilities of high potential performers Mentoring Mentoring is a structured way of transferring experience and knowledge between two individuals, one of whom is more experienced than the other

Some Conventional Development Interventions OJT - On the job training Learning while working – May include current or future job Job rotation –Accelerated learning or Fast track development programs for HIPO Trainee programs Stretched assignment –A challenging assignment given to stretch the potential of an employee Covering for your manager or Acting as project manager Information Sharing in a Learning Organization

Some Un Conventional Development Interventions Social Networking Tools –You Tube –Facebook groups/Causes Movies/Songs Advertisements “Karo Mumkin” “Kal key liye – aaj ko badlo” Opinion Leaders/Role Models Drama/Theater Puppet shows Story Telling Reading Books/Journals

Concept of Assets Enablers and Development Assets Assets vs. Development Assets –That help you to be and become your best

Take out a sheet of paper and rate yourself on a scale of 1-5 Development Assets Description Rating Personal Power You feel that you have some control over things that happen in your life Self EsteemYou like yourself and you are proud to be the person you are-You feel strong and secure from inside Sense of purpose You sometimes think about what life means and whether your life has a purpose Positive view of personal future You feel hopeful about your own future

A Few Facts Personal power Get better grades Better at solving problems Are less likely to use cigarettes, alcohol and other drugs Self Esteem Gives you the courage to take positive risks. Gives strength to resist negative risks and peer pressure You respect yourself too much to do something dumb Makes you strong and you can cope with pressures Makes you resilient Sense of Purpose Less likely to do risky or dangerous things Are less aggressive Feel that they have more control over their lives Positive view of personal future Are better readers Feel less anxious and more secure Get along better with friends

Development Assets Story “sense of purpose” Share a similar success story, choosing one of the four development assets A review of process – sharing success stories as a development intervention

Ways to develop this asset Imagine who you would be five years from now? Your future can be anything you want! Your colleague is going to interview you now –Introduce yourself (your future self) –Tell him/her, how you chose that career –What was the motivation behind this decision? –What’s the secret of this success? Focus on your personal abilities

Competitive advantage vs. Sustainable Competitive advantage Human Resource/Capital vs. People How an organizations People Strategy can contribute towards gaining sustainable competitive advantage?