1. Conceptual and Strategic Framework of Human Resource Development
Jayendra Rimal
ACE HRD 2nd session - Jayendra Rimal

2. Some Definitions of Human Resource Department
What is Human Resource Development?
A series of organizational activities conducted within a specified time and designed to produce behavioral change (Leonard Nadler, 1970)
Developing human potential in every aspect of lifelong learning (Craig, 1976)
Organized learning experiences provided for employees within a specified period of time to bring about the possibility of performance improvement and/or personal growth (Nadler & Nadler, 1989)
Holistic societal process of learning drawing upon a range of disciplines (Stead and Lee, 1996)
Focus on Learning, Development, Change, Knowledge
04/01/2012
Jayendra Rimal/Ace HRD
ACE HRD 3rd session - Jayendra Rimal

3. HRD Concepts: Three Dimensions
Macro- economic dimension
Socio- economic dimension
Vocational training
Life skills
Organizational dimension
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4. Macro-Economic Dimension
Long term objective: national economic growth
Immediate objective: improved efficiency, productivity and discipline of the labour force
Strategy: market oriented education and training, policy for labour demand, formalisation of the informal sector
Association of concepts: human capital formation, formal education and training, structural adjustment
04/01/2012
Jayendra Rimal/Ace HRD

5. Socio-Economic Dimension (Vocational Training)
Long term objective: raising of standard of living at community level
Immediate objective: income generation, improve technical skills, improve planning capacity for production
Strategy: (self) employment creation, skills training, small scale business management
Association of concepts: appropriate technology, individual entrepreneurships, informal education/training, income generation
04/01/2012
Jayendra Rimal/Ace HRD

6. Socio-economic Dimension (Life Skills)
Long term objective: raising of general life quality
Immediate objective: general empowerment, improve organizing and learning capacity
Strategy: community development, social awareness raising, social mobilization, literacy campaigns
Association of concepts: development by people, transformation for change, popular participation
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7. Organisational Dimension
Long term objective: improved organisational performance in relation to mission, strategy and resources
Immediate objective: improved professional capacity to perform, receptivity towards organisational mission
Strategy: team building and individual training of staff and managers
Association of concepts: organisational development, institutional sustainability
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8. Organizational HRD: Interpretations
Total institutional capacity development including:
Interventions focusing on improving total institutional capacity (leadership and governance, structure, human and other core resources, programme and process management and external linkages)
Too broader perspective – risk of dilution of primary focus (HR capacity development)
04/01/2012
Jayendra Rimal/Ace HRD

9. Organizational HRD: Interpretations
Individual capacity development including:
Learning activities focused on developing individuals’ capacity
Too narrow perspective – ignores the fact that HR capacity is capacity to perform, not merely the capacity of performer
04/01/2012
Jayendra Rimal/Ace HRD

10. Organizational HRD: Interpretations
Integrated process of including:
Developing competencies of individuals as well as
Improving organizational systems and environments that create and sustain opportunities to utilize and further develop competencies
For effective performance
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11. Jayendra Rimal/Ace HRD
HRD Concepts
A set of organised learning activities as well as
Work systems and environment improvement programs arranged for
Enhancing potentials and competencies of individuals and
Making utilisation of those abilities to
Attain effective performance and growth at the
Job, individual, and organisational levels in relation to the
Mission, strategies and resources of the organisation
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Jayendra Rimal/Ace HRD

12. Jayendra Rimal/Ace HRD
HRD Concepts
A process and a function by which people in an organisation are helped, in a continuous and planned way, to
acquire and sharpen capabilities required to perform present and future jobs
develop general capabilities and use potentials for personal and professional development, and
develop an organizational culture and systems for maximum utilization of enhance competencies and potentials
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13. HRD Concepts Focus and Level of HRD Actions Outcomes of HRD Actions
Development of potentials and careers of employees for future performance
Development of job competencies and personal abilities of employees for present performance
Organisational and individual goal achievement
HRD actions
Enhance HR capacity
Increased performance
Development of work culture, environment and systems for organisational performance
Jayendra Rimal/Ace HRD
04/01/2012

14. Jayendra Rimal/Ace HRD
HRD Goals
Human resource capacity enhancement
Human resource effectiveness
Increased human resource performance
Organisational and individual goals achievement
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15. Jayendra Rimal/Ace HRD
HRD Components
Individual development (job and personal KASOCs)
Career development (potential and professional growth)
Organisation development (improvement in work systems, structures, practices and culture supporting utilisation of capacity and promoting effective performance)
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Jayendra Rimal/Ace HRD

16. Jayendra Rimal/Ace HRD
Strategic Management
Strategic Management is primarily concerned with:
The full scope of the organization’s activities,
Matching activities of the organization to the environment,
Ensuring that the internal structures, practices and procedures enables organizations to achieve its goals,
Matching activities of organization to resource capability, assess how resources can be used to take advantage of opportunities and avoid threats,
Acquisition, divestment and reallocation of resources,
Translating complex and dynamic variables into a set of clear objectives .
Strategy as a Plan, Pattern, Position and a Perspective
04/01/2012
Jayendra Rimal/Ace HRD
ACE HRD 2nd session - Jayendra Rimal

17. Core Competencies & Strategic Capabilities
Core competencies provide the organization with a distinctive and sustainable competitive advantage:
Value creation for customers
Rarity compared to competition
Non – imitability
Non – substitubility
Strategic capability is the ability of an organization to be an effective competitor by leveraging its resources and core competencies effectively to where they are needed
04/01/2012
Jayendra Rimal/Ace HRD
ACE HRD 2nd session - Jayendra Rimal

18. Jayendra Rimal/Ace HRD
Strategic HRD
SHRD has a focus on holistic orchestration of learning
Ensures that learning is embedded in the fabric of the organization thereby creating a process in such a way that all individuals and teams are equipped with the skill, knowledge and competencies to undertake current and future tasks
Encompasses performance and reward management processes, ensures how these are applied and interpreted that enables and encourages learning and development to take place
04/01/2012
Jayendra Rimal/Ace HRD
ACE HRD 3rd session - Jayendra Rimal

19. Jayendra Rimal/Ace HRD
Strategic HRD, contd…
HRD will take place irrespective of whether there is deliberate intention to facilitate it
Individuals learn by virtue of the experiences they undergo, called accidental learning/tacit knowledge
With a focus on enabling employees to be more customer responsive, team oriented, creative, innovative, business focused and strategically aware
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20. Range of HRD Strategies
Level One: No systematic HRD – total reliance on natural, laissez-faire processes of HRD
Level Two: Isolated tactical HRD – in response to problems, crises or sporadically identified problems
Level Three: Integrated and coordinated structural and development tactics - with respect to career management and assisted learning that have a direct impact on the individual
Level Four: A HRD strategy to implement corporate policy – implementing policies through HR planning, providing a strategic direction, career management and learning, education and training
04/01/2012
Jayendra Rimal/Ace HRD
ACE HRD 3rd session - Jayendra Rimal

21. Range of HRD Strategies, contd…
Level Five: HRD strategy inputs to corporate policy formation – with respect to human assets, strengths, weaknesses and potential foe forecasting
Level Six: Strategic development of the management of corporate policy
Level Seven: Strategic leverage of learning & development processes to enhance the core competencies of the organization
04/01/2012
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22. Strategic HRD & Training
Training regarded as a subset of HRD and consisting of:
Training on the job
Planned organizational experience
In house courses
Planned experiences outside the organization
External courses
04/01/2012
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ACE HRD 3rd session - Jayendra Rimal

23. Strategic HRD & Training
Some conditions to Training & Development:
Alignment with organization objectives
Senior management support
Involvement of line managers
Quality of program design & delivery
Motivation of trainees
Integration with HRM policy
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24. Jayendra Rimal/Ace HRD
Thank you !
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25. Jayendra Rimal/Ace HRD
Case Studies?
Restating important facts
Drawing inferences from the facts
Stating the problem
Developing alternate solutions and then stating the consequences of each
Determining and supporting a course of action
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Jayendra Rimal/Ace HRD
ACE HRD 2nd session - Jayendra Rimal