Human resource development

transcript

BHAGYA VIJAYANJr. MSc Agricultural Extension

Topics for discussionConceptual frame work of HRDInter disciplinary approach of HRDFunction systemsCase studies HRD Interventions-Different experiences

Definition of HRD

Emergence of HRDEmployee needs, extend beyond the

training classroomIncludes coaching, group work, and

problem solvingNeed for basic employee developmentNeed for structured career development

Relationship Between HRM and HRDHuman resource management (HRM)

encompasses many functionsHuman resource development (HRD) is just

one of the functions within HRM

Human resource planning Equal employment opportunityStaffing (recruitment and selection)Compensation and benefitsEmployee and labour relationsHealth, safety, and securityHuman resource development

Primary Functions of HRM

Secondary HRM Functions

Organization and job designPerformance management/

performance appraisal systems

Research and information systems

HRD FunctionsTraining and development (T&D)Organizational developmentCareer development

Training 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 trainingCoachingCounseling

Training and Development (T&D)Development – preparing for future

responsibilities, while increasing the capacity to perform at a current jobManagement trainingSupervisor development

Organizational Development organization’s effectiveness and

member’s wellbeing- behavioral science concepts

Focuses on both macro and micro-levels

HRD plays the role of a change agent

Career DevelopmentOngoing process by which individuals

progress through series of changes until they achieve their personal level of maximum achievement.Career planning

Career management

Critical HRD IssuesStrategic management and HRDThe supervisor’s role in HRDOrganizational structure of HRD

Strategic Management & HRDStrategic management aims to ensure

organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years

HRD aims to get managers and workers ready for new products, procedures, and materials

Supervisor’s Role in HRD

Implements HRD programs and proceduresOn-the-job training (OJT)Coaching/mentoring/counselingCareer and employee developmentA “front-line participant” in HRD

Organizational Structure of HRD Departments

Depends on company size, industry and maturity

No 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 user

Sample HRD Jobs/Roles

Executive/ManagerHR Strategic AdvisorHR Systems Designer/DeveloperOrganization Change AgentOrganization Design ConsultantLearning Program SpecialistInstructor/FacilitatorIndividual Development and Career CounselorPerformance Consultant (Coach)Researcher

Challenges for HRDChanging workforce

demographicsCompeting in global economyEliminating the skills gapNeed for lifelong learningNeed for organizational

learning

New technologiesNeed for more skilled and educated

workersCultural sensitivity requiredTeam involvementProblem solvingBetter communications skills

Competing in the Global Economy

Need for Lifelong Learning

Organizations changeTechnologies changeProducts changeProcesses changePEOPLE must change!!

Need for Organizational LearningOrganizations must be able to learn,

adapt, and changePrinciples:

Systems thinkingPersonal masteryMental modelsShared visionsTeam learning

Creating a Learning Organization

Personal Mastery: managers empower employees and allow them to create and explore.

Mental Models: challenge employees to find new, better methods to perform a task.

Team Learning: is more important than individual learning since most decisions are made in groups.

Build a Shared Vision: people share a common mental model of the firm to evaluate opportunities.

Systems Thinking: know that actions in one area of the firm impacts all others.

A Framework for the HRD ProcessHRD efforts should use the following four phases (or stages):

Needs assessmentDesignImplementationEvaluation

Establishing HRD prioritiesDefining specific training and objectivesEstablishing evaluation criteria

Need Assessment Phase

Design PhaseSelecting who delivers programSelecting and developing program contentScheduling the training program

Implementation PhaseImplementing or delivering the

program

Evaluation PhaseDetermining program effectiveness – e.g.,Keep or change providers?Offer it again?What are the true costs?Can we do it another way?

Interdisciplinary ApproachInclude 6 areas

1.HRD Quality2.HRD Planning3.Personal policy and practices4.HRD data5.Performance management6.Training

Subject matter areas from which HRD derives knowledge Education- adult education,work

orientation Psychology- career counselling,incentives System Theory- system analysis Organizational behaviour- group

dynamics,change theory Economy- micro and macro levels

From point of view of organisation increasing organisation capacity to achieve

goalIncreases and develop employee perfomancesUsing employees knowledge and skills

efficiently Improves the organisation’s ability to manage

change

Benefits of establishing strong HRD system

From point of view of employees

Improves equity ,employee compensation and levels of responsibilities

Helps employees understand how their work relates to the mission and value of the org.

Helps employees feel highly motivated Increases employee job satisfaction

HRD SYSTEMS

HRD functions are carried out through its systems and sub systems.

HRD has five major systems each of the systems has sub systems 1.Career system 2.Work system 3. Development system 4. Self renewal system

5. Culture System

individual and team oriented

organization based

1. Career system: subsystemsManpower planningRecruitment Career planningSuccession planningRetention

2. Work system: sub systems Role analysisRole efficacyPerformance planPerformance feedback and guidancePerformance appraisalPromotionJob rotationReward

3. Development system: subsystems

InductionTrainingJob enrichmentSelf-learning mechanismsPotential appraisalSuccession DevelopmentCounsellingMentor system

4. Self-renewal system: sub systems

SurveyAction researchOrganizational Development interventionsOrganizational Retreats

5. Culture system: subsystems

• Vision, Mission and Goal • Values• Communication• Get-togethers and celebrations• Task forces• Small Groups

HRD PROCESSES • HRD - a process-oriented function

• HRD functions - fail because the processes involving the

systems are not adequately addressed.

• concerns the question of “how”& “why ”

• emphasises - behavioural &interactional dimensions.

HRD processes centred around

1. Employee2.Role3.Teams4.Organization itself

1.Individual: Individual is the basic constituent of an organization. All the behavioural pattern and dynamisms emerge from individuals.Efficacy Effectiveness Styles Leadership

2.Role: Role is a dynamic entity which involves the expectations of significant others and self from the position of the role holder.

role related HRD processes in organizations.Competencies for job performanceCommitment Motivation Frustration Stress & Burnout

3.Teams: When individuals begin to work in team,

behavioural patterns and dynamisms emerge. • Communication• Feedback• Conflict resolution• Collaboration

4.Organization: A large number of HRD

processes are organization related.

Organizational Climate Communication Learning Organization Organizational Change Organizational Development

The force within us that activates our behaviour. It is a function of three distinct components, Intensity, Direction, and Persistence.

Intensity PersistenceDirection

MotivationMotivation

Intensity refers to the amount of mental and physical effort put forth by the person.

PersistenceDirection

Intensity

The extent to which an individual determines and chooses efforts focused on a particular goal.

The extent to which the goal-directed effort is put forth over time.

Motivation: Intrinsic

When doing the job is inherently motivating

ExtrinsicWhen rewards such as pay and formal recognition act as motivators

Why Reward & Recognition

Drives Stretch in PerformanceEnhances aspirations and creates MotivationFeeling ValuedBuilds Self Esteem and sense of BelongingImproves Individual Attitudes

Reward is a Right; Recognition is a Gift…..Rewards

Direct Financial (pay) Indirect Financial

(benefits) Work Content (work) Careers (development) Affiliation (feeling of

belonging)

Recognition

PraiseTimeToys, Trophies &

TrinketsFun, Freedom & FoodSmall MoneyOthers

What is Diversity?In simple terms, diversity is "otherness," or

those human qualities that are different from our own and outside the groups in which we belong. There are various qualities that differentiate one individual from the next.

Elements of DiversityAge

Gender

Ethnicity

Physical Ability

Physical Characteristics

Income

Education

Marital Status

Religious Beliefs

Geographic Location

Parental Status

Personality Type

Diversity:

The uniqueness of all individuals; includes everyone.

Principles of Diversity Management Establish a business strategy for effectively

managing a diverse workforce Create a positive work environment Promote personal and professional

development Empower all people to reach their full

potential Remove barriers that hinder progress Ensure equal opportunities and prevent

discrimination

Techniques for Managing Diversity

Compensation and reward programs tied to achieving diversity goals

Language trainingMentoring programsCultural advisory groupsCorporate social activities that celebrate

diversity

Managing diversity effectivelyGreater range of perspectives, ideas, and

creativity.Better problem definition, generation of

alternatives, and decisions.Greater potential of developing a high

performance team.Greater resilience in dealing with

escalating demands.

Implications for Managers

Managing a diverse workforce is an important part of an international manager’s job

Must understand the impact of diversity and know how to utilize

Realize different cultures view diversity differently and consider impact on manager

Potential Benefits of an Effective Diversity Management Program

Improve organizational performanceHelp prevent unlawful discrimination or harassment

incidentsImprove workplace relationsBuild more effective work teamsImprove organizational problem solvingImprove customer serviceEnhanced recruitment efforts

Barriers in preventing a balanced workforceLimiting area of considerationLack of diversity at the senior ranks Categorizing people into certain positionsAlways recruiting from same source Grooming/developing only one person

Types of exercises

Group discussionInterview simulations / role playsCase studies

Group Discussionscandidates are brought together as a

committee or project team with one or a number of items to make a recommendation on.

Candidates may be assigned specific roles to play in the group or it may be structured in such a way that all the candidates have the same basic information.

Interview Simulations / Role Playscandidates meet individually with a role player or

resource person.

gather information to form a view and make a decision, or alternatively, to engage in discussion with the resource person to come to a resolution on an aspect or issue of dispute.

Case Studies / Analysis Exercises

the candidate is presented with the task of making a decision about a particular business case.

Objective SettingAn objective is a simple statement of an end

result to be achieved within a specified time frame.

It should be short, clear and specific.It can also be in the form of an activity as it

may not always be possible to quantify the end results.

Why Objective setting ?Gives direction to job.Helps focus on important job areas.Assists review and change in job emphasis.Provides a basis for appraisal, counselling

and feedback.Increases mutual job understanding with

superior.

ObjectivesTargets – are specific conditions to be

achieved/indicates how much of what and by when

Activities – action steps which lead to the end results / used when targets are not quantifiable / indicate what by when

Process of goal settingWhat is the job ?What are the end results expected ?What policies / procedures / work methods

are impeding performance ?What changes are needed for better results ?How can work assignments be

regrouped/altered to improve schedule ?What problems need to be overcome next

year ?

Objectives should beS - SpecificM - MeasurableA - AttainableR - RelevantT - Time-bound

ProcessEstablishing specific goals to support stated

purpose.Determining the importance of these goals.Making plans for action.Arriving at performance standards and

measurement criteria.Stating anticipated problems.

Process..Weighing the resources required to carry out

the planned action.Providing for interaction of organization and

individual goals.Following up with actual performance

measurement and evaluation.

HRs role in Performance ManagementDelivering time-lines Ensuring timely adherenceAuditing the objectives jointly with line

managersEnsuring objectives are in line with

organisational goalsRequesting modification if required

Case studyJob satisfaction and turnover intention in

organizations :A Study across in Indian Persepective CASE:

Several organizations are facing a serious threat of employee turnover irrespective of sectors ,across countries .This case study is an attempt to identify the factors influencing job satisfaction and turnover intention of employees from multiple sectors in Chennai city.This research considered a sample of 588

employees across various sectors to find out the varied

opinions about the levels of satisfaction experinced by them.

OBJECTIVES OF THE STUDY

Identify the factors influencing job satisfaction in multi- sector organizations

To classify the employees based on the employees’

perception of job satisfaction in multi-sector organizations

To identify the major reasons for the employee turnover intention in organizations

To identify the correlation between employee job satisfaction and turnover intention in organizations

METHODOLOGY The study mainly depends on primary data collected

through a well- framed and structured questionnaire to elicit the opinions of the respondents , and the secondary data were obtained from scholarly articles published in journals ,websites etc.

The study was among employees across sectors from Chennai city in order to have varied opinion about

job satisfaction in various sectors during the period from 2010-2012

Sample selected – non probability convenience sampling

The respondents were from IT firms

Research Measures

Job satisfation Turnover Intention

Conclusion Job satisfaction turnover –negative relationship

MANAGERIAL IMPLICATIONS The study has shown that job satisfation is a

consistent worry for organization ,irrespective of sectors based on demographic aspects ,and other influencing factors like pay and promotion ,work ,organizational aspects etc.These factors are perceived differently by different individuals.Hence ,whatever steps the organization takes in order to improve with respect to these aspects ,it rests with the employees to perceive it rightly and get satisfied .

Therefore ,it is clear that the emloyees’ intent to leave their present present organizations need not occur only if the employees are not satisfied.The employee may intend to leave an organization even if he/she is satisfied.So the organization should chalk out methods to retain the interest of the most calibered employees .Therefore the organizations should employ those methods to recruit potential personnels as soon as the present employee shows intention to quit, so that the organizational efforts are not wasted in creating features for job satisfaction to prevent turn over intention.

HRD Interventions1. Performance management in Amul

marketing chain 2. Qualitative management (eployee

satisfaction )in facebook ,the social networking site

3. Performance management in IFFCO’s research wing

4. Capacity building of the personnell in KAMCO

REFERANCESPrabandhan:Indian journal of ManagementInternational Journal of Management and

Business StudiesTripati,P.C. and Reddy,P.N.,2010,Principle of

ManagementUdaykumar Haldar,Human Resource

Management