Understanding Human Resource Development (HRD) in Society and Organizations
Human Resource Development (HRD) is the process of enhancing the knowledge, skills, and capabilities of individuals within a society or organization. It involves investing in human capital, preparing individuals for active participation in democracy, and promoting personal growth and modernization. HRD in organizations focuses on helping employees acquire necessary skills, develop their potentials, and foster a culture of collaboration and motivation. The characteristics of HRD include creating conditions for development, promoting initiative and accountability, and emphasizing continuous learning. The evolution of HRD globally and in India highlights its significance and integration into organizational structures.
Download Presentation
Please find below an Image/Link to download the presentation.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. Download presentation by click this link. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.
E N D
Presentation Transcript
DEFINING HRD DEFINING HRD HUMAN RESOURCE DEVELOPMENT IS THE PROCESS OF INCREASING THE KNOWLEDGE, THE SKILLS, AND THE CAPABILITIES OF ALL PEOPLE IN A SOCIETY. IN ECONOMIC TERMS, IT COULD BE DESCRIBED AS THE ACCUMULATION OF HUMAN CAPITAL AND ITS INVESTMENT IN THE DEVELOPMENT OF AN ECONOMY. IN POLITICAL TERMS, HUMAN RESOURCE DEVELOPMENT PREPARES FOR ADULT PARTICIPATION IN POLITICAL PROCESSES, PARTICULARLY AS CITIZENS IN A DEMOCRACY. FROM THE SOCIAL AND CULTURAL POINTS, THE DEVELOPMENT OF HUMAN RESOURCES HELPS PEOPLE LEAD FULLER AND RICHER LIVES, LESS BOUND BY TRADITION. IN SHORT, THE PROCESSES OF HUMAN RESOURCE DEVELOPMENT UNLOCK THE DOOR TO MODERNIZATION (HARBISON & MYERS, 1964). HRD IS A SERIES OF ORGANIZED ACTIVITIES CONDUCTED WITHIN A SPECIFIED TIME AND DESIGNED TO PRODUCE BEHAVIORAL CHANGE (NADLER, 1970 P.3)
DEFINING HRD (PROF. T.V. RAO) HUMAN RESOURCE DEVELOPMENT IN THE ORGANIZATIONAL CONTEXT IS A PROCESS BY WHICH THE EMPLOYEES OF AN ORGANIZATION ARE HELPED IN A CONTINUOUS AND PLANNED WAY TO: 1. ACQUIRE OR SHARPEN CAPABILITIES REQUIRED ASSOCIATED WITH THEIR PRESENT OR EXPECTED ROLES. 2. DEVELOP THEIR GENERAL CAPACITIES AS INDIVIDUALS AND DISCOVER AND EXPLOIT THEIR OWN INNER POTENTIALS FOR THEIR OWN AND / OR ORGANIZATIONAL DEVELOPMENT PURPOSES; AND 3. DEVELOP AN ORGANIZATIONAL CULTURE RELATIONSHIPS, TEAM WORK AND COLLABORATION AMONG SUB-UNITS ARE STRONG AND CONTRIBUTE TO THE PROFESSIONAL WELL BEING, MOTIVATION, AND PRIDE OF EMPLOYEES TO PERFORM VARIOUS FUNCTIONS IN WHICH SUPERVISOR-SUBORDINATE
HRD -CHARACTERISTICS HRD means creating conditions for others to develop and remain motivated HRD means creating new developmental tools and their use HRD means more initiative, teamwork and collaboration HRD means self development HRD means more accountability HRD means autonomy and experimentation HRD means trusting and creation of a trusting environment HRD means effort HRD is contextual HRD means continuous learning
Early apprenticeship programs Early vocational education programs HRD IN THE GLOBAL CONTEXT Early factory schools Early training for unskilled/semi-skilled Human relations movement Establishment of training profession and formation of American Society for Training Directors (ASTD) formed in 1942 Emergence of HRD
HRD IN INDIA First HRD department Beginning of HRD IN Public Started in 1975 in Larsen & Toubro (L&T) by two consultants, Udai Pareek and T.V.Rao sectorState Bank of associate banks followed by Bharat Earth Movers Limited Bangalore The importance of HRD had grown so much by the mid eighties that almost every second organizations in India had HRD department. HRD fully institutionalized BY NINETIES National HRD Network took birth in 1985, and is comparable to the OD Network in the US. OD is very much institutionalized in India through the HRD departments. National HRD Network Further Growth of HRD India and its
HUMAN RESOURCE DEVELOPMENT IN INDIA HUMAN RESOURCE DEVELOPMENT IN INDIA THE FIRST HRD DEPARTMENT IN THE INDIAN CORPORATE SECTOR WAS STARTED IN 1975 IN LARSEN & TOUBRO (L&T), AFTER RECOMMENDATIONS BY TWO CONSULTANTS, UDAI PAREEK AND T.V.RAO, FROM THE INDIAN INSTITUTE OF MANAGEMENT, AHMEDABAD (PAREEK AND RAO, 1975). IN THE NEXT YEAR, STATE BANK OF INDIA AND ITS ASSOCIATE BANKS, INFLUENCED BY THE CONCEPTUAL UNDERPINNINGS OF HRD, DECIDED TO ESTABLISH HRD DEPARTMENTS. STATE BANK OF INDIA WAS ONE OF THE EARLIEST ORGANIZATIONS IN INDIA TO TRY SENSITIVITY TRAINING BASED INTERVENTIONS IN THE SIXTIES. TWO YEARS LATER, BHARAT EARTH MOVERS LIMITED BANGALORE, ONE OF THE LARGEST PUBLIC SECTOR COMPANIES IN INDIA, ESTABLISHED ITS HRD DEPARTMENT. ALL THESE COMPANIES FOLLOWED THE BASIS PROVIDED BY PAREEK AND RAO.
UPTO THE LATE SEVENTIES, THERE WERE HARDLY A DOZEN ORGANIZATIONS WITH HRD DEPARTMENT, BY THE EIGHTIES MANY HAD STARTED ESTABLISHING THEM. ONE OF THE EARLY OD WORKS WAS DONE BY THE HRD DEPARTMENTS OF THE ASSOCIATE BANKS OF STATE BANK OF INDIA USING THE SURVEY FEEDBACK METHODOLOGY. THE IMPORTANCE OF HRD HAD GROWN SO MUCH BY THE MID EIGHTIES THAT ALMOST EVERY SECOND ORGANIZATIONS IN INDIA HAD ESTABLISHED AN HRD DEPARTMENT. BY THE NINETIES, ALMOST EVERY ORGANIZATIONS HAD AN HRD DEPARTMENT WITH THE FUNCTION BEING FULLY INSTITUTIONALIZED. A NEW PROFESSIONAL BODY CALLED THE NATIONAL HRD NETWORK TOOK BIRTH IN 1985, AND IS COMPARABLE TO THE OD NETWORK IN THE US. THIS BODY HAS EVEN ESTABLISHED A NATIONAL LEVEL RESEARCH INSTITUTION CALLED THE ACADEMY OF HRD. THUS, THE HRD MOVEMENT IN INDIA HAS ITS OWN UNIQUE HISTORY. TODAY, OD IS VERY MUCH INSTITUTIONALIZED IN INDIA THROUGH THE HRD DEPARTMENTS.
DIFFERENCE BETWEEN HRM AND HRD THE DISCIPLINE OF HRD WAS DEVELOPED BECAUSE THE HUMAN RESOURCE MANAGEMENT FUNCTION FAILED TO MEET THE NEW CHALLENGES OF THE 20TH CENTURY. SOME OF ORGANIZATIONS HAVE MERELY REDESIGNED THEIR PERSONNEL DEPARTMENTS AS HRD DEPARTMENTS. BUT THERE ARE CERTAIN DIFFERENCES IN BOTH THE AREAS: HUMAN RESOURCE MANAGEMENT (HRM) IS VIEWED AS A SET OF INDEPENDENT SUBFUNCTIONS WHILE HUMAN RESOURCE DEVELOPMENT (HRD) IS SEEN AS A SYSTEM OF A LARGER SYSTEM IN AN ORGANIZATION. HRM IS CONSIDERED AS MAINLY A SERVICE FUNCTION ENDURING WITH THE DEMANDS OF THE ORGANIZATION AS AND WHEN THEY ARISE, BUT HRD IS CONSIDERED AS A PROACTIVE FUNCTION WHICH FORECASTS THE NEEDS OF THE ORGANIZATION AND KEEP ITSELF PREPARED TO FACE THE UNSEEN COMPETITION IN AN ORGANIZED MANNER. THE MAIN FOCUS OF HRM IS ON ENHANCING SKILLS AND INCREASING EFFICIENCY OF PEOPLE IN THE ORGANIZATION WHEREAS HRD IS BASED ON THE CONCEPT OF BUILDING UP THE RIGHT ORGANIZATIONAL CLIMATE THAT COULD DISCOVER, NURTURE AND UTILIZE HUMAN CAPABILITIES IN AN OPTIMUM MANNER.
IN SIMPLIFICATIONS. ON THE OTHER HAND, HRD RELIES ON JOB ENRICHMENT, JOB CHALLENGE, INFORMAL ORGANIZATIONAL CLIMATE, AUTONOMOUS WORK GROUPS AND CREATIVITY FOR MOTIVATING THE WORK FORCE IN THE ORGANIZATION. HRM IS SUPPOSED TO BE THE EXCLUSIVE RESPONSIBILITY OF THE HUMAN RESOURCE (HR) MANAGERS AND THEIR CONCERNED DEPARTMENT. BUT HRD IS CONSIDERED AS THE RESPONSIBILITY OF ALL THE MANAGERS IN AN ORGANIZATION. IN FACT, HRD AIMS AT DEVELOPING THE CAPABILITIES OF ALL THE LINE MANAGERS TO CARRY OUT VARIOUS HUMAN RESOURCE MANAGEMENT FUNCTIONS. UNDER HRM, HIGHER MORALE AND SATISFACTION ARE REGARDED AS THE CAUSE OF IMPROVED PERFORMANCE. ON THE PERFORMANCES AS THE CAUSE OF IMPROVED JOB SATISFACTION AND MORALE OF EMPLOYEES ON WORK (GUPTA: 2007) HRM, MAIN MOTIVATORS ARE SALARY, WAGE INCENTIVES AND JOB CONTRARY, HRD PERCEIVES IMPROVED
PRINCIPLES OF HRD SYSTE PRINCIPLES OF HRD SYSTEM 1. HRD SYSTEM SHOULD HELP THE COMPANY TO INCREASE ENABLING CAPABILITIES WHICH INCLUDE: DEVELOPMENT OF HUMAN RESOURCES IN ALL ASPECTS, ORGANIZATIONAL HEALTH, IMPROVEMENTS IN PROBLEM SOLVING CAPABILITIES, DIAGNOSTIC SKILLS, CAPABILITIES TO SUPPORT ALL THE OTHER SYSTEMS IN THE COMPANY, ETC. 2. IT SHOULD HELP INDIVIDUALS TO RECOGNIZE THEIR POTENTIAL AND HELP THEM TO CONTRIBUTE THEIR BEST TOWARDS THE VARIOUS ORGANIZATIONAL ROLES THEY ARE EXPECTED TO PERFORM. 3. IT SHOULD HELP MAXIMIZE INDIVIDUAL AUTONOMY THROUGH INCREASED RESPONSIBILITY. 4. IT SHOULD FACILITATE DECENTRALIZATION THROUGH DELEGATION AND SHARED RESPONSIBILITY. 5. IT SHOULD FACILITATE PARTICIPATIVE DECISION-MAKING. 6. IT SHOULD ATTEMPT TO BALANCE THE CURRENT ORGANIZATIONAL CULTURE WITH CHANGING CULTURE. 7. THERE SHOULD BE A BALANCE BETWEEN DIFFERENTIATION AND INTEGRATION.
8. THERE SHOULD BE A BALANCE BETWEEN SPECIALIZATION OF THE FUNCTION WITH ITS DIFFUSION INTO THE OTHERS. 9. HRD SYSTEM SHOULD ENSURE RESPONSIBILITY FOR THE FUNCTION. 10. IT SHOULD BUILD UPON FEEDBACK AND REINFORCEMENT MECHANISMS. 11. IT SHOULD MAINTAIN A BALANCE BETWEEN QUANTIFICATION AND QUALITATIVE DECISIONS. 12. THERE SHOULD BE A BALANCE BETWEEN EXTERNAL AND INTERNAL HELP. 13. IT SHOULD PLAN THE EVOLUTION OF THE FUNCTION. 14. THERE SHOULD BE A CONTINUOUS REVIEW AND RENEWAL OF THE FUNCTION.
FRAMEWORKS OF HRD THE STRATEGIC HR FRAMEWORK APPROACH THE INTEGRATIVE FRAMEWORK HUMAN CAPITAL APPRAISAL APPROACH HRD SCORE CARD APPROACH P-CMM APPROACH FOR DETAILS READ THE ATTACHED ARTICLE
CHALLENGES TO ORGANIZATIONS AND TO CHALLENGES TO ORGANIZATIONS AND TO HRD PROFESSIONALS HRD PROFESSIONALS THE ASTD-SPONSORED STUDY MENTIONED FOLLOWING EMERGING WORKPLACE TRENDS THAT IMPACT HRD: COMPETING IN A GLOBAL ECONOMY, ELIMINATING THE SKILLS GAP, INCREASING WORKFORCE DIVERSITY, MEETING THE NEED FOR LIFELONG INDIVIDUAL LEARNING, FACILITATING ORGANIZATIONAL LEARNING, AND ADDRESSING ETHICAL ISSUES AND DILEMMAS IN A PROACTIVE AND EFFECTIVE MANNER.
OUTCOMES OF HRD OUTCOMES OF HRD AT THE ORGANIZATIONAL LEVEL TRAINING INCREASES COMPETENCY LEVEL OF EMPLOYEES BY UPDATING THEIR KNOWLEDGE AND UPGRADING THEIR SKILLS, COMPREHENSIVE ABILITIES OF THE EMPLOYEES INCREASES WHICH ENHANCES THEIR HORIZONS OF VISION AND PERFORMANCE, EMPLOYEES BECOME MORE COMMITTED TOWARDS THE ORGANIZATION AND A SENSE OF BELONGINGNESS IS DEVELOPED AMONG THEM, TEAM-SPIRIT AMONG THE EMPLOYEES IN AN ORGANIZATION GOES UP, WITH THE PROPER IMPLEMENTATION OF HRD IN AN ORGANIZATION TRUST AND OPENNESS IS CREATED AMONG THE EMPLOYEES AND THEY BEGUN TO RESPECT EACH OTHER WHICH HELPS IN DEVELOPING A COHESIVE WORKING ENVIRONMENT, COLLABORATION AND TEAM-WORK PRODUCES SYNERGY EFFECTS, EMPLOYEES FEEL CAPABLE ENOUGH OF HANDLING COMPETITION AND BECOMES READY TO ACCEPT CHANGE,
PARTICIPATION AMONG EMPLOYEES IS PROMOTED SO THAT THEY COULD ALSO CONTRIBUTE THEIR SHARE IN DECISION MAKING LEADING TO SENSE OF PRIDE AND ACHIEVEMENT OF TASK, HRD INVOLVES HUMAN RESOURCE ASPECTS LIKE SKILLS, KNOWLEDGE, CREATIVE ABILITIES AND TALENTS WHICH HELPS IN MOLDING ASPECTS LIKE VALUES, BELIEFS, APTITUDES AND ATTITUDE ACCORDING TO THE CHANGING NEEDS AND ASPIRATIONS OF INDIVIDUALS ALONG WITH THAT OF THE ORGANIZATION, IMPROVES THE PROBLEM UNDERSTANDING AND SOLVING CAPABILITY OF EMPLOYEES. SENSE OF BELONGINGNESS AND DEDICATION IS DEVELOPED IN THE EMPLOYEES TOWARDS THE ORGANIZATION.
AT THE NATIONAL LEVEL HRD MANIFEST DEVELOPMENT OF BASIC HUMAN ASPECTS SUCH AS APTITUDE, ATTITUDE, VALUES, BELIEFS ON ONE HAND AND KNOWLEDGE, SKILLS, ON THE OTHER HAND. THIS PROCESS IMPROVES THE UTILIZATION VALUE OF THE SOCIETY. HRD FACILITATES FULFILLMENT OF THE REQUIREMENTS OF DYNAMISM IN TODAY S EVERCHANGING ENVIRONMENT LIKE INCREASE IN THE COMPETITION AMONG THE ORGANIZATIONS AND FIRMS INSIDE A COUNTRY AND ALSO FROM OTHER COUNTRIES GLOBALLY. VITALITY OF THE WORK FORCE OF ANY ORGANIZATION WHICH IMPLEMENTS HRD IS INCREASED TO A DESIRABLE EXTENT. HRD MAKES THE HUMAN RESOURCE DYNAMIC AND GROWTH ORIENTED OF ANY NATION. HRD MAKES THE WORK FORCE VITAL, PURPOSEFUL AND DILIGENT IN PERFORMING THEIR DUTIES WELL AND IN AN ORGANIZED MANNER. HRD PROMOTES A CULTURE, WHERE PEOPLE UTILIZE THEIR KNOWLEDGE, SKILLS AND IDEAS TO TAKE INITIATIVE FOR INNOVATIONS TO MAKE THINGS HAPPEN. IT ACCELERATES ECONOMIC DEVELOPMENT AS HRD CREATES A CONGENIAL AND COHESIVE WORKING ENVIRONMENT IN ORGANIZATIONS WHICH ULTIMATELY EXISTS IN A COUNTRY AND CONTRIBUTES DIRECTLY TO NATIONAL DEVELOPMENT. IT IMPROVES THE QUALITY OF WORK LIFE, AND PROVIDES INNER SATISFACTION TO THE WORK FORCE WHICH LEADS THEM TO HIGHER PRODUCTIVITY AND BETTER RESULTS (SHEIKH: 2009).
THE END THE END
