HRD University

8/3/2019 HRD University

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HRD CONCEPTUAL

FRAMEWORK

• Developed by Udai Pareek

• Introduced in India in 1972 in SBI andsubsequently in other companies, such asBHEL, SAIL, TATA STEEL, etc.

• At present most of the larger public andprivate sectors organizations are using itto develop their employees.



CONCEPT OF HRD

• HRD believes in• Development of human resource of an

organization.• Development means improving the capabilities

and imparting new capabilities for theachievement of organizational and individualgoals.

• Individuals have unlimited potential for growth

and development.• Development involves investment of time and

money and efforts by individuals.



CONCEPT OF HRD- contd.

• Various authors have defined HRD differently – primarily treating it development of theemployees for present and future assignments.

• TVS Rao: it is a process to help employees in aplanned way to:

i. acquire or sharpen their capabilities forpresent and future roles;

ii. discover potentials and utilize the same fororganizational development;

iii. develop organizational collaborative culture



HRD MODEL

• The various components of HRD Model are:

• 1. Organizational Development – to make HRDan agile and responsive system :

i. Leadership skills, ii. Management skills, iii.Supervisory skills.

• Training and Development – people skills, basic

skills, advanced skills• Workforce management – cultural skills and

system skills



CHARACTERISTICS OF HRD

• HRD IS A SYSTEM• HRD IS A PLANNED PROCESS• HRD IS A INTER-DISCIPLINARY CONCEPT• HRD IS CONTINUOUS LEARNING PROCESS

• HRD IS A COOPERATIVE EFFORT• HRD IS AN ADMINISTRATIVE FUNCTION• HRD IS CONCERNED WITH THE DEVELOPMENT OF

ALL LEVEL EMPLOYEES• HRD IS A STRATEGY TO TRANSFORM HUMAN

RESOURCE INPUTS INTO OUTPUTS• HRD IS RELATED WITH ORGANIZATIONAL

EFFECTIVENESS.



OBJECTIVES OF HRD

• Full utilization of human resource for achievement oforganizational and individual goals.

• Provide comprehensive framework for development ofhuman resources

• Locate, recognize and develop capabilities in relation topresent and future roles• Develop overall personality• Develop sense of team spirit, team work, inter-team

collaborations

• Develop organizational health, culture and effectiveness• Humanize the work in the organization• Develop information systems about human resource



HRD AS A SYSTEM

• Different authors have listed different sub-systems of HRD.• However, the following sub-systems are treated as the sub-systems:• 1. Job and salary – job analysis, salary, performance and potential

appraisals• 2. Planning & Administration – Human resource planning,

procurement, promotion, transfer, career development, personnelrecords• 3. Human resource development – training, development, OD,

counselling, system development & research.• 4. Worker Affairs – industrial relations, worker development,

workers’ participation, worker welfare and work design.



HRD PHILOSOPHY &

STRATEGIES



HRD PHILOSOPHY

• The basic philosophy of HRD is that it canbe planned and implemented in waysbeneficial to the individual and the

organization.

• HRD philosophy has two functions – (i)style of management is based on his

beliefs, and (ii) unshakable belief indevelopment of human beings.



HRD PHILOSOPHY – contd.

• Following beliefs are part of HRD philosophy:

• Human beings are the most important assets

• Human beings can be developed to an unlimited extent.

• Employees develop sense of belongingness if properlycared for

• Employees get committed when given an opportunity touse their potential

• Every manager to create healthy and motivating work

culture.• Openness, enthusiasm, trust, mutuality and collaboration

required for healthy and motivating environment



VARIABLES IN HRD MECHANISM

• The HRD mechanism used, vary from time totime and from organization to organizationdepending upon what the organization wants toachieve.

• HRD Mechanism leads to HRD Processes, toHRD Outcomes to organizational effectiveness.

• HRD Mechanism are – Performance Appraisal,

Potential Appraisal, Career Planning, Trainingand development, Organization Development,Rewards, Employee Welfare and QWL



HRD STRATEGY

• HRD strategy is a total integrated system. It should include thefollowing phases:

• Acceptance of HRD philosophy & policy• Determination of major objectives of HRD• Factors affecting HRD Culture (OCTAPACE)

• Assessing the HRD Needs• Human Resource Planning• Developmental Programme• Development of HRD climate• Infrastructure facility

• Emphasis on long term results• Evaluation and corrective action• Development of HRD as a Profession



DESIGNING HRD STRATEGY

• Steps in designing HRD Strategy:

• 1. Getting the ‘big picture’ – highlight key drivingforces of the business such as technology,

competition and markets.• 2. Developing a mission or intent statement –

actual process of thinking not use words.

• 3. SWOT analysis of the organization.• 4. Conducting detailed HR analysis – culture,

organization, people and systems.



DESIGNING HRD STRATEGY

• 5. Determining critical people issues – people issues canhave key impact on business strategy.

• 6. Developing consequences and solutions – actionsneed to be evaluated carefully by breaking them into :

i. training & development, ii. Career planning &development, iii. Organization development, iv.Perfomance appraisal, v. counseling & mentoring, vi.Empowerment.

• 7. Implementation and evaluation of action plan – toensure that the organizational objectives are achievedand converted into benefits in terms of rewards/career.



HRD STRATEGY

• Major HRD strategies are:

• Communication strategy – withemployees, their families, the society

• Accountability and ownership strategy – employees accountability throughperformance appraisal, career planningand development, counseling andmentoring, quality of work life, to be linkedwith business plans.



HRD STRATEGY

• Quality strategy – TQM

• Cost reduction strategy – control wastage

• Intrapreneurship strategy – to create innovative and

creative products and services – developing risk taking• Culture building strategy – strong culture fosters higher

employee commitment

• Systematic training strategy – based on job analysis,

mission and objectives of organization.• Learning strategy – promote continuous development

and self development – mentoring culture, self-directedsystems, etc.



SUGGESTIONS TO MAKE HRD

EFFECTIVE

• There should be corporate policy on HR. Itshould be written and followed vigorously.

• The top man should have commitment to HRDby actions.

• HRD needs to be identified and action plan forimplementation.

• HRD to be headed by competent persons andshould report directly to CEO.

• Conducive climate should be developed.• All Departmental heads to share their

experiences and develop professionally.



HRD IN INDUSTRY

• Some of the organizations having HRD are:• Bank of Baroda• Larsen & Toubro• Voltas• Crompton & Greaves

• Indian Oil Corporation• Steel Authority of India• Bharat Heavy Electricals Ltd.• Factors responsible for HRD in organizations:

Separate HRD Department

Organizations with diversified product rangeCommitment of the top managementApart from training, have other activities like counselling,performance appraisal, etc. to supplement training.



NEED FOR HRD IN INDIA

• HRD to play important role due to changestaking place in the following:

• 1. restructuring of organizations

• 2. emphasis on core competency

• 3. technological changes

• 4. work force empowerment

• 5. special attention to special categories ofworkers

• 6. greater employee commitment.



HRD SYSTEM



HRD SYSTEM

• HRD system consists of :

• Several components, which are distinctand unique but related to one and another

• It interacts with other systems in theorganization

• It has its own dynamics, rules, operationsand procedures



PROCESS OF DESIGNING HRD

SYSTEM• The followings are required for HRD system:• 1. Have a corporate philosophy of HR• 2. Develop a leadership and supervisory style.• 3. Prepare an action plan for HRD

• 4. Man HRD with competent people• 5. Innovations in HRD sub-systems• 6. Training needs should be identified• 7. Develop HRD culture

• 8. Learn from experience• 9. Develop changes in human competencies• 10. HRD Processes and outcomes• 11. Future direction



PRINCIPLES IN DESIGNING HRD

SYSTEMS

• 1. FOCUS OF THE SYSTEM

a. focus on enabling capabilities

b. balancing adaptation and change in

organizational culture

c. attention to contextual factors

d. building linkages with other functions

e. balancing specialization and diffusion

of the function




SYSTEMS

• 2. STRUCTURE OF THE SYSTEM

a. establishing the identity of HRD

b. ensuring responsibility for the

function

c. balancing differentiation and

integration

d. establishing linkage mechanisms

e. developing monitoring, mechanisms




SYSTEMS

• 3. FUNCTIONING OF THE SYSTEM

a. building feedback and reinforcing

mechanisms

b. balancing quantitative & qualitative decisions

c. balancing internal and external expertise

d. planning for implementation of HRD –

geographical, vertical, functional,

sophistication phasings



FACTORS AFFECTING HRD

SYSTEM DESIGNING

• GENERAL FACTORS

a. size of the organization

b. technology followed in organizationc. skill levels

d. organizational support

e. outside help• CULTURE



HRD MECHANISM•



HRD MECHANISM

• HRD Mechanism are the instruments through whichHRD outcome is achieved.

• PRE-REQUIREMENT FOR HUMAN RESOURCEDEVELOPMENT

• Interest• Aptitude• Direction to Grow & Develop• Identification of opportunities• Strategies for Development

• To make efforts for Development• Periodical Reviews• HRD Climate



HRD PROCESSES

• HRD Processes are:• Role clarity• Awareness of competencies required for job performance.• Risk taking capabilities• Dynamism

• Trust• Team work• Increased communication• Employees records & data• Norms & Standards

• Management styles• Proactive Orientation• Interest for improvement• Planning for Development



HRD OUTCOMES

• HRD Processes should result in morecompetent, satisfied and committed people thatwould make the organization grow.

• Outcomes would be evident from:

More competent people, commitment and moreinvolvement, better utilization of humanresources, job satisfaction and motivation,

respect for each other, better problem solvingcompetencies, collaboration among differentunits of the organization, self-renewingcapabilities, team spirit



ORGANIZATION

EFFECTIVENESS

• The organizational effectiveness can bemeasured under following heads:

• Higher Productivity

• Growth & Diversification of Units

• Cost reduction

• Higher Profits• Better Public Image of the Organization.



HRD CLIMATE AND CULTURE



CONCEPT OF CLIMATE

• Organizational Climate is a set ofattributes which can be perceived about aparticular organization and/or its sub-

system, and that may be induced in theway that organization and/or its sub-systems deal with their members and

environment.



HRD CLIMATE

• HRD climate is an integral part oforganizational climate. It can be definedas perceptions the employee can have on

the developmental environment of anorganization.

FACTORS AFFECTING HRD



FACTORS AFFECTING HRDCLIMATE

• Following factors contribute to HRDclimate:

• 1. top management style and philosophy

• 2. Personnel Policies

• 3. HRD Instruments and systems

• 4. Self renewal mechanisms• 5. Attitude of employees and HRD staff



INDIAN CULTURE AND HRD

• Various aspects of our culture are:

• Concern for others

• Traditions• Dependency Motive

• Casteism

• Avoid involvement and open discussion• Individualism

• More emotional rather than realistic

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