Human Resource Development

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Human Resource Development (HRD)
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What Is Human Resource Development (HRD)

• A Knowledgeable and skilled workforce is
  necessary to succeed in the modern economy as
  such proper education, training and development
  has become an essential part of organizational
  strategy.
• Since HRD ensures that people are adequately
  trained and developed for present or any future
  work requirement, It has gained due importance in
  todays dynamic environment.
• HRD is a process of developing human expertise
  through education, training and development, and
  organizational development, to enhance the
  knowledge, skills, and performance of people.
• HRD is a set of systematically planned activities
  designed to provide opportunities to people to
  develop their knowledge, skills, expertise, and
  productivity.
• By developing human knowledge and skills, HRD
  seeks to improve overall satisfaction and quality
  of life, whether it is for personal prosperity or
  group gain, or for the benefit of an
  organization, community, nation, or humanity as a
  whole.

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Meaning of HRD

• Learning forms the core of all HRD activities
  with major focus on workplace learning and
  performance.
• HRD engages people in training programs,
  education and development courses that help them
  acquire proper competence necessary to meet
  current and future work demands.
• Besides training and development, coaching,
  career development, team building, and
  organizational development are also some
  important aspect of human resource development.
• HRD is concerned with the development of human
  resources in terms of knowledge, skills, and
  potentialities to achieve organizational, group
  and individual goals.

4
Definition of HRD

• Depending upon different perspectives, approaches
  and realm of practice, HRD has numerous
  definitions.
• HRD has major influence from the school of
  economics and psychology, often taking a systems
  approach, and emphasizing on learning, human
  performance, and organisational development.
• One of the earliest definition of HRD was given
  by Harbison and Myers (1964). They defined HRD as
  the process of increasing the knowledge, the
  skills, and the capacities of all the people in
  the society. Influenced by the economic school,
  they emphasised on higher skill level of
  employees and their full utilization in the
  process.
• Taking a psychological approach, and emphasizing
  on behavioural change and adult learning, Nadler
  (1970), defined HRD as a series of organized
  activities conducted within a specified time and
  designed to produce behavioural change.
• Jones (1981), combined both psychological and
  economic approach and emphasizing on performance,
  as well as organizational and personal goals,
  defined HRD as a systematic expansion of
  peoples work-related abilities, focused on the
  attainment of both organization and personal
  goals.

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HRD Process

• One of the primary objective of HRD is to help
  people cope up effectively with the
  unsatisfactory state of day-to-day activities.
• To ensure that desired goals are achieved it is
  very critical to design and implement HRD
  programs with due diligence and care. 
• The most common approach while designing and
  implementing an HRD intervention is based on the
  systems theory where a four-step process is
  adopted.
• Need assessment
• Design
• Implementation
• Evaluation

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HRD Process Need Assessment

• HRD need assessment is an important process
  employed to determine the gap between the current
  capabilities and competencies of existing
  employees and required optimal level.
• It helps identify specific area for intervention
  along with the participants who would require
  such involvement.
• HRD need assessment involves three important
  consideration
• Organizational analysis An assessment of KSAs of
  current pool of employees and their readiness to
  meet current and future requirement
• Task Analysis Identifying specific skills and
  competencies to carry out job successfully
  including assessment of work environment, time
  constraints, equipment, safety, and performance
  standards.
• Person Analysis It helps determine employees
  readiness to perform a task including evaluation
  of personal abilities, attitude, beliefs,
  motivation, input, output, consequences and
  feedback.
• HRD need assessment helps
• Priorities for particular HRD efforts
• Define specific training and HRD objectives
• Establish evaluation criteria

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HRD Process Design

• The design process involves a set of specific
  activities essential for the proper formulation
  of the entire program such as
• Selecting the specific objectives of the program.
• Developing an appropriate lesson plan for the
  program.
• Developing or acquiring the appropriate
  materials.
• Determining who will deliver the program.
• Selecting the most appropriate method or methods
  to conduct the program.
• Scheduling the program.
• Design phase helps in determining the content and
  suitable setting for the program.
• It helps determine whether program will be on the
  job, in a classroom, online, or other whether it
  will be delivered as a lecture, discussion, role
  play, or simulation, or whether the program will
  be developed in-house or purchased.
• Consideration for goal, budget and delivery
  methods are important reliction of this phase.

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HRD Process Implementation

• Post need assessment and designing, the HRD
  program or intervention is implemented using most
  appropriate methods so that it becomes effective.
• Delivering such programs may pose numerous
  challenges such as executing them as planned,
  creating environment that enhance learning, or
  any other problems that may arise during program.
• Broadly there are two kinds of program delivery
• Off-the-job method where generally lecture like
  classroom training, computer based training, or
  games and simulation based training are employed.
• On-the-job method where generally job instruction
  technique, job rotation, coaching and
  apprenticeship training methods are employed.

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HRD Process Evaluation

• In the final phase HRD process is evaluated by
  measuring their overall effectiveness.
• Evaluation may involve information on
  participants reaction to the program, assessing
  their learning and use of new learning on actual
  job and whether the program has improved the
  organizations effectiveness in terms of some
  concrete measures like bottom line.
• Such information allows managers to make better
  decisions about various aspects of the HRD
  effort, such as
• Continuing to use a particular technique or
  vendor in future programs
• Offering a particular program in the future
• Budgeting and resource allocation
• Using some other HR or managerial approach (like
  employee selection or changing work rules) to
  solve the problem
• It is important that HRD professionals provide
  evidence that HRD programs improve individual and
  organizational effectiveness.

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Functions of HRD

• HRD can be a stand-alone function or it can be
  one of the primary functions with the realm of
  human resource management (HRM) department.
• McLagan (1989) identified three primary HRD
  functions
• training and development
• organization development
• career development

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Functions of HRD Training and Development

• Training involves providing employees required
  KSAs and competencies needed to do a particular
  task or job.
• Development activities focus on longer-term
  impact like preparing for future work
  responsibilities along with increasing employee
  capabilities to perform their current jobs.
• Once employees become proficient in their jobs,
  HRD activities focus more on developmental
  activities like coaching and counselling
• Coaching helps employees to accept responsibility
  for their actions, address any work-related
  problems, and achieve and sustain superior levels
  of performance.
• Counselling help employees deal with personal
  problems that may interfere with the achievement
  of these goals.
• HRD training and development programs also ensure
  that managers and supervisors have the knowledge
  and skills necessary to be effective in their
  positions.
• These programs may include supervisory training,
  job rotation, seminars, and college courses.

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Functions of HRD Organization Development

• Organization development (OD) is the process of
  improving the effectiveness of an organization
  and the well-being employees through planned
  interventions.
• At macro level, OD interventions intend to
  enhance the effectiveness of the organization as
  a whole.
• At micro level OD interventions are directed at
  individuals, small groups, and teams.
• In its od intervention roles, HRD generally
  functions as a change agent.
• The HRD professional may carrying out
  intervention strategy, facilitating the planning
  and implementation of actual change process to
  the desired effect.

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Functions of HRD Career Development

• Career development is an ongoing process by
  which individuals progress through a series of
  stages, each of which is characterized by a
  relatively unique set of issues, themes, and
  tasks.
• Career development includes career planning and
  career management.
• Through career planning an individual, assess his
  or her skills and abilities to establish a
  realistic short term and long term career
  milestone.
• Career management refers to taking necessary
  steps to achieve that plan.
• HRD activities helps in preparing employees for
  future responsibilities and put them to a
  deterministic career development path.

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Evolution of HRD

• 18th century - Apprenticeship training programs
• 19th century Manual schools
• Industrial revolution Factory schools
• 20th century Assembly production line
• World War I Job Instruction Training (JIT)
• Human Relations movement Social structure, work
  behaviour, motivation
• World War II Training within Industry (TWI)
• 1950s-60s - Trainers as new professional
• 1970s Training role expanding beyond classroom
• 1980s Greater changes to training, expanding
  realm of intervention
• 1980s - Coining of the term Human Resource
  Development
• 1990s Strategic HRD
• 2000s High performance work systems

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Importance of HRD

• While importance of HRD in training and
  development, organizational development and
  career development need not be overemphasized,
  some recent trends and challenges posed by the
  global dynamic economic environment further
  amplifies the importance of HRD in todays
  business.
• HRD helps
• Competing in global economy
• Elimination of skill gaps
• Increasing workforce diversity
• Need for life long learning
• Facilitating organizational learning
• Addressing ethical dilemmas
• Managing high performance work systems

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Goals of HRD

• Some primary goals of HRD are
• Develop individual capabilities to enhance
  individual performance and to realize their full
  potential
• Make people more competent by helping them
  develop new KSAs and prepare them for future
  requirement
• Create more committed workforce
• Create an environment of trust and respect
• Increase employee acceptability towards change
• Manage change through OD interventions
• Employability and adaptability
•  Access to organization proficiency.
• Increasing quality and efficiency.
• Promotion in growth and individual development.
• Integrating people into business.
• It should however be noted that HRD goals must be
  strategically aligned to the organizational
  goals. 

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HRD HRM - HRM

• Human Resource Management (HRM) deals with
  effective selection and utilization of employees
  to achieve goals and strategies of organization,
  as well as the employees.
• Some of the key functions of HRM are
• Human resource planning
• Equal employment opportunity 
• Recruitment and selection 
• Compensation and benefits 
• Employee relations 
• Health, safety, and security 
• Human resource development 
• Organization/job design
• Performance management and performance appraisal
  systems
• Research and information systems

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HRD HRM - HRD

• HRD is a primary function within the HRM
  department.
• In recent years there is a shift from traditional
  training function to also include career
  development, organizational development and
  individual development activities alike coaching
  and counselling.
• The HRD function, though a part within HRM, is
  sometimes also seen as a new discipline.
• The core function of HRD include
• training and development
• organizational development
• career development

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Strategic HRD

• Today the most important challenge as well as
  opportunity for HRD professionals is to play a
  more strategic role in the functioning of the
  organization.
• They need to adopt a more strategically
  integrated HRD.
• The strategic capability of HRD can be realized
  in three primary ways
• Directly participating and aligning to
  organizational strategic process
• Providing training and development to line
  managers in the concepts and methods of strategic
  management and planning
• Providing training to all employees aligned with
  the goals and strategies of the organization.

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Closing Notes on HRD

• HRD, is a part of the larger human resource
  management system.
• It mainly refers to training and development,
  career development, and organization development
  programs and processes.
• To be effective HRD must be aligned with the
  organizational goals and strategies.
• The HRD professionals also need to have expertise
  on a number of competencies to meet the
  challenges facing organizations in this new
  century.
• These challenges may include increasing workforce
  diversity, competing in a global economy,
  eliminating the skills gap, meeting the need for
  lifelong learning, becoming a learning
  organization, and addressing ethical dilemmas.
• Finally, HRD interventions need careful
  consideration when operationalized for effective
  impact.
• The systems or HRD process framework - assess,
  design, implement, evaluate should be given due
  diligence and utmost consideration when deciding
  a HRD program or intervention.