Human Resource DevelopmentMANAGERA Manager is the person responsible for planning and directing the work of a group of individuals, monitoring their work, and taking corrective action when necessary. For many people, this is their first step into a management career.Managers may direct workers directly or they may direct several supervisors who direct the workers. The manager must be familiar with the work of all the groups he/she supervises, but does not need to be the best in any or all of the areas. It is more important for the manager to know how to manage the workers than to know how to do their work well.A manager may have the power to hire or fire employees or to promote them. In larger companies, a manager may only recommend such action to the next level of management. The manager has the authority to change the work assignments of team members.A manager's title reflects what he/she is responsible for. An Accounting Manager supervises the Accounting function. An Operations Manager is responsible for the operations of the company. The Manager of Design Engineering supervises engineers and support staff engaged in design of a product or service. A Night Manager is responsible for the activities that take place at night. There are many management functions in business and, therefore, many manager titles. Regardless of title, the manager is responsible for planning, directing, monitoring and controlling the people and their work.The manager’s job is to get the things done by involving into planning, organizing, staffing, leading and controlling management functions. The Qualities and Skills to become a ManagerA Manager is one who is engaged in overseeing, assigning work, and otherwise managing an entire business, or a business department, a business unit, a project, a service, or another function or operation; and managing the groups of people involved.The main qualities & skills that make a Manager a good oneOf course, each industry needs its own domain knowledge but on top of this specific knowledge, the qualities that make someone a good manager are more or less similar. The qualities required to be a successful manager are following:1. Good communication This is the main and prerequisite skill. Without being able to communicate properly you can forget about the rest. In all kind of management tasks the first and most common thing you do is communicating your needs, expectations and opinions to other people. If you don’t like working with people, you shouldn’t become a manager. Moreover, you should be able to send correct messages to others and ensure that they understand you. It is also very important what kind of power you use to persuade your views. There’s a lot of communication when you’re a manager. You have to communicate with each of your employees. You have to communicate “sideways” with your co-workers and customers. And you have to communicate upwards with your own manager or executive. You need some substance in the communication, of course — you need to have something worthy of being communicated. But substance isn’t enough — if you know what you’re doing and can’t properly communicate it to anyone else, then you’ll never be a good manager.2. Good organization This is the second most important skill. You have to be able to schedule, organize and follow your own plan. It also involves understanding the rules and processes in the company and among people, and predicting what will happen and when. 3. Team building A good manager should keep his team sealed. Competition inside the team is not beneficial for the well being of its members. On the other hand, the competition between teams is very healthy and stimulating. If one team member speeds up without helping the others leaving the rest behind, the whole team is doomed to failure. A professional manager will easily notice these irregularities. He will try to heal the situation by discussing it with his team and, above all,  by listening to them. A healthy and successful team relies on trust to large extent. If a manager systematically builds trust, the team will feel more appreciated and committed. 4. Leadership is a specialized form of persuasion focused on getting other people to follow you in the direction you want to go. It’s assumed that the leader will march into battle at the head of the army, so be prepared to make the same sacrifices you’re asking your employees to make. Listening to other co-workers’ problems is not sufficient. A good manager has to solve them and prove his commitment to the team goals. It’s also his responsibility to define goals together with his team and assign the responsibility to team members in a clear manner. He has a clear vision in what direction he wants the team to grow. He should ‘infect’ others with this vision and make them follow the same direction.5. Dealing with changes There are several managers who exactly know the whole working process. They are doing things almost automatically. The true manager should be flexible and adaptable. He is able to react quickly when facing any obstacles. Stress shouldn’t be a factor to prevent him from taking the right decisions.6. Domain knowledge A good manager has to understand what kind of process he is managing. How his team members are working. What kind of tasks they perform. This skill is not as important as the others but without it, in some cases, the team and the manager will never work at full capacity, using the whole potential due to lack of mutual understanding.

7. Listening SkillsThis is a part of communication, but I want to single it out because it’s so important. Some managers get so impressed with themselves that they spend much more of their time telling people things than they spend listening. But no matter how high you go in the management hierarchy, you need to be able to listen. It’s the only way you’re really going to find out what’s going on in your organization, and it’s the only way that you’ll ever learn to be a better manager.8. A Commitment to the TruthYou’ll find that the higher you are in the management hierarchy, the less likely you are to be in touch with reality. Managers get a lot of brown-nosing, and people tend to sugar-coat the news and tell managers what they want to hear. The only way you’ll get the truth is if you insist on it. Listen to what people tell you, and ask questions to probe for the truth.  Develop information sources outside of the chain of command and regularly listen to those sources as well. Make sure you know the truth — even if it’s not good news.9. EmpathyThis is the softer side of listening and truth. You should be able to understand how people feel, why they feel that way, and what you can do to make them feel differently. Empathy is especially important when you’re dealing with your customers. And whether you think so or not, you’ll always have customers.  Customers are the people who derive benefit from the work you do. If no one derives benefit from your work, then what’s the point of keeping your organization around?10. PersuasionPut all four of the preceding skills together, because you’ll need them when you try to persuade someone to do something you want done. You could describe this as “selling” but it’s more general. Whether you’re trying to convince your employees to give you a better effort, your boss to give you a bigger budget, or your customers to agree to something you want to do for them, your persuasion skills will be strained to their limits.11. FocusThe key to successful leadership is focus. You can’t lead in a hundred different directions at once, so setting an effective leadership direction depends on your decision not to lead in the other directions. Focusing light rays means concentrating the light energy on one spot. Focusing effort means picking the most important thing to do and then concentrating your team’s effort on doing it.12. Division of WorkThis is the ability to break down large tasks into sub-tasks that can be assigned to individual employees. It’s a tricky skill — maybe more an art than a science, almost like cutting a diamond. Ideally you want to figure out how to accomplish a large objective by dividing the work up into manageable chunks. The people working on each chunk should be as autonomous as possible so that the tasks don’t get bogged down in endless discussion and debate. You have to pay careful attention to the interdependencies among the chunks. And you have to carefully assess each employee’s strengths, weaknesses and interests so that you can assign the best set of sub-tasks to each employee.13. Obstacle RemovalInevitably, problems will occur. Your ability to solve them is critical to the ongoing success of your organization.  Part of your job is to remove the obstacles that are preventing your employees from doing their best.14. Heat AbsorptionNot all problems can be solved. When upper management complains about certain things that can’t be avoided (e.g., an unavoidable delay in a project deliverable), it’s your job to take the heat. But what’s more important, it’s your job to absorb the heat to keep it from reaching your employees. It’s the manager’s responsibility to meet objectives. If the objectives aren’t being met, then it’s the manager’s responsibility to:

Make sure that upper management knows about the problem as early as possible. Take all possible steps to solve the problem with the resources you’ve been given. Suggest alternatives to management that will either solve the problem or minimize it. These other alternatives may propose the use of additional

resources beyond the current budget, or they may propose a change in the objective that’s more achievable. Keep the problem from affecting the performance or morale of your employees.

15. Uncertainty RemovalWhen higher management can’t give you consistent direction in a certain area, it’s up to you to shield your employees from the confusion, remove the apparent uncertainty, and lead your employees in a consistent direction until there’s a good reason to change that direction.16. Project ManagementThis is a more advanced skill that formalizes some of attributes 7 – 11. Although both “Management” and “Project Management” contain the word

“management,” they aren’t the same thing. Management implies a focus on people, while Project Management implies a focus on the project objective. You can be a Manager and a Project Manager, or you can be a Manager without being a Project Manager. You can also be a Project Manager without being a Manager (in which case you don’t have people reporting to you — you just deal with overseeing the project-specific tasks).17. Administrative and Financial SkillsMost managers have a budget, and you’ll have to be able to set the budget and then manage to it. You’ll also have to deal with hiring, firing, rewarding good employee performance, dealing with unacceptable performance from some employees, and generally making sure that your employees have the environment and tools they need to do their work.  It’s ironic that this is skill number 13 (an unlucky number in some cultures), because a lot of managers hate this part of the job the most.  But if you’re good at budgeting, you’ll find it much easier to do the things you want to do.  And hiring and dealing with employees on a day-to-day basis is one of the key skills to give you the best, happiest and most productive employees.

Qualities of a ManagerTop 10 Qualities of an Excellent ManagerAn excellent manager taps into talents and resources in order to support and bring out the best in others. An outstanding manager evokes possibility in others.1. CreativityCreativity is what separates competence from excellence. Creativity is the spark that propels projects forward and that captures peoples' attention. Creativity is the ingredient that pulls the different pieces together into a cohesive whole, adding zest and appeal in the process.2. StructureThe context and structure we work within always have a set of parameters, limitations and guidelines. A stellar manager knows how to work within the structure and not let the structure impinge upon the process or the project. Know the structure intimately, so as to guide others to effectively work within the given parameters. Do this to expand beyond the boundaries.3. IntuitionIntuition is the capacity of knowing without the use of rational processes; it's the cornerstone of emotional intelligence. People with keen insight are often able to sense what others are feeling and thinking; consequently, they're able to respond perfectly to another through their deeper understanding. The stronger one's intuition, the stronger manager one will be.4. KnowledgeA thorough knowledge base is essential. The knowledge base must be so ingrained and integrated into their being that they become transparent, focusing on the employee and what s/he needs to learn, versus focusing on the knowledge base. The excellent manager lives from a knowledge base, without having to draw attention to it.5. CommitmentA manager is committed to the success of the project and of all team members. S/he holds the vision for the collective team and moves the team closer to the end result. It's the manager's commitment that pulls the team forward during trying times.6. Being HumanEmployees value leaders who are human and who don't hide behind their authority. The best leaders are those who aren't afraid to be themselves. Managers who respect and connect with others on a human level inspire great loyalty.7. VersatilityFlexibility and versatility are valuable qualities in a manager. Beneath the flexibility and versatility is an ability to be both non-reactive and not attached to how things have to be. Versatility implies an openness - this openness allows the leader to quickly change on a dime when necessary. Flexibility and versatility are the pathways to speedy responsiveness.8. LightnessA stellar manager doesn't just produce outstanding results; s/he has fun in the process! Lightness doesn't impede results but rather, helps to move the team forward. Lightness complements the seriousness of the task at hand as well as the resolve of the team, therefore contributing to strong team results and retention.9. Discipline/FocusDiscipline is the ability to choose and live from what one pays attention to. Discipline as self-mastery can be exhilarating! Role model the ability to live from your intention consistently and you'll role model an important leadership quality.

10. Big Picture, Small ActionsExcellent managers see the big picture concurrent with managing the details. Small actions lead to the big picture; the excellent manager is skillful at doing both: think big while also paying attention to the details.

The British management institute has identified about 250 traits & qualities of a manager1: Honesty. You will have to deal with many problems and challenges. From time to time you will have to make some tough choices. Those that you manage will look to you for re-assurance that everything will be okay. It is not always going to be possible to do that so learn to be honest with people.2: Act with integrity. Acting with integrity is about behaving in a way that demonstrates professionalism. There will be times, especially when under pressure where you might be tempted to breach your own standards. Notice when this is happening and catch yourself before you say or do something that conflicts with your values.3: Reliability. Your team will look to you for support and help when things are difficult for them. Be there for them and show them that they can rely on you through good and not so good times.4: Being accountable. Part of the deal of being a manager is being accountable for what is and what is not delivered. If you are happy taking the rewards that comes with a management role, it is important to make sure that you are willing to take responsibility for results. 5: Resilience. Good managers have a knack of bouncing back from setbacks and disappointments. In other words they are resilient. They believe in themselves and what they can achieve and see setbacks as an obstacle to overcome.6: Determination. Getting results requires both inspiration and determination. Determination is a willingness to keep looking for ways to get the result you want, even when the odds appear to be stacked against you. 7: Common sense. The final quality that good managers have in abundance and is often overlooked is common sense. When faced with a host of challenges, it is all too easy to lose sight of the obvious solutions.8: Industriousness. That is defined as inner energy that drives the manager forward.9: Creativity & Innovation. That is the ability to think laterally and horizontally and generate new ideas to solve the organisation problems.10: Thoroughness. That is described as the ability to look after details without losing sight of big picture.11: Personal Charisma. That is defined as the ability to inspire and lead others.12: Cultural flexibility & awareness. That is described as the ability to step out of one’s own cultural background and, particularly as a result of globalisation, the ability to communicate in multiple languages.13: Team playing. That is defined as the ability to work, network, with others and engage their capabilities. 14: Self-confidence & self-awareness. That is described as a realistic sense of self and one’s own strengths and weaknesses.15: Pro-activeness. That is defined as disposition toward taking action to accomplish something, e.g. instigating activity for a specific purpose.16: Spontaneity. That is defined as the ability to express oneself freely and easily.17: Stamina & adaptability. That is described as the energy to sustain long hours of work and the flexibility orientation to adapt to changes in life and the organisational environment. 18: Assertiveness.Assertiveness is the ability to express one’s feelings and assert one’s rights while respecting the feelings and rights of others. Assertive communication is appropriately direct, open and honest, and clarifies one’s needs to the other person. Assertiveness comes naturally to some, but is a skill that can be learned. People who have mastered the skill of assertiveness are able to greatly reduce the level of interpersonal conflict in their lives, thereby reducing a major source of stress.19: EmpathyEmpathy is a term used to describe the capacity to both recognize and relate to what another person is feeling. It refers to understanding the inner experience of another, to imagine what they are feeling by standing in their mental shoes. Empathy is an innate ability we are born with, but it can be practiced and improved. There are two essential aspects to empathy: the ability to tune into what another person is feeling, and responding accurately to this emotional state - either verbally or through a hug or touch.Tuning in empathically helps a parent better understand what their teen is going through and successfully acknowledge this feeling. For example, in responding with empathy to a suicidal teen, a parent might say, “I understand how desperate you are feeling and how much you want this pain to end.”20: Emotional intelligence

Emotional intelligence (EI) refers to the ability to perceive, control and evaluate emotions. Some researchers suggest that emotional intelligence can be learned and strengthened, while others claim it is an inborn characteristic. "Emotional Intelligence," as, "the subset of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions".The Four Branches of Emotional IntelligenceExperts proposed a model that identified four different factors of emotional intelligence: the perception of emotion, the ability reason using emotions, the ability to understand emotion and the ability to manage emotions.Perceiving Emotions: The first step in understanding emotions is to accurately perceive them. In many cases, this might involve understanding nonverbal signals such as body language and facial expressions.Reasoning with Emotions: The next step involves using emotions to promote thinking and cognitive activity. Emotions help prioritize what we pay attention and react to; we respond emotionally to things that garner our attention.Understanding Emotions: The emotions that we perceive can carry a wide variety of meanings. If someone is expressing angry emotions, the observer must interpret the cause of their anger and what it might mean. For example, if your boss is acting angry, it might mean that he is dissatisfied with your work; or it could be because he got a speeding ticket on his way to work that morning or that he's been fighting with his wife.Managing Emotions: The ability to manage emotions effectively is a key part of emotional intelligence. Regulating emotions, responding appropriately and responding to the emotions of others are all important aspect of emotional management.Skills of a Manager

1. Analytical/Conceptual skillsAnalytical skill is the ability to visualize, articulate, and solve both complex and uncomplicated problems and concepts, and make decisions that make sense based on available information. Such skills include demonstration of the ability to apply logical thinking to gathering and analyzing information, designing and testing solutions to problems, and formulating plans.To test for analytical skills one might be asked to look for inconsistencies in an advertisement, put a series of events in the proper order, or critically read an essay. Usually standardized tests and interviews include an analytical section that requires the examiner to use their logic to pick apart a problem and come up with a solution.Although there is no question that analytical skills are essential, other skills are equally required as well. For instance in systems analysis the systems analyst should focus on four sets of analytical skills: systems thinking, organizational knowledge, problem identification, and problem analyzing and solving. It also includes the way we describe a problem and subsequently finding out the solutions.Conceptual skillThe ability to think creatively about, analyze and understand complicated and abstract ideas. Using a well developed conceptual skill set, top level business managers need to be able to look at their company as a holistic entity, to see the interrelationships between its divisions, and to understand how the firm fits into and affects its overall environment.2. Technical/Knowledge skillsTechnical skillA skill that is required for the accomplishment of a specific task. The knowledge and abilities needed to accomplish mathematical, engineering, scientific or computer-related duties, as well as other specific tasks. Those with technical skills are often referred to as "technicians" in their chosen field, i.e. audio technicians, electronics technicians, engineering technicians, etc. Microsoft Corporation even offers accreditation as a Microsoft Certified Desktop Support Technician (MCDST).Technical skills could also refer to the ability of a certain type of stock trader which uses technical analysis to buy and sell stocks. Technical analysis uses charts and trends to look at historical prices. Technical skills in this context would be a slang phrase meaning the person was skilled at technical analysis.Knowledge SkillThree basic schemes under which knowledge may be organized: (1) Declarative knowledge is about how and why the things work the way the do, and their names and locations. It may also include information about concepts and elements (and relationships between them) relating to particular subjects. (2) Procedural knowledge details steps or activities required to perform a task or job. This type of knowledge transforms into automatic (habitual) processes with repetition, allowing a task to be performed without conscious action. (3) Structural knowledge is basic to problem. It is required in creation of plans and strategies, setting conditions for different procedures, and in determining what to do when failure occurs or when a piece of information is missing.3. Human/ Man-management skills

People skillsA set of skills enabling a person to get along with others, to communicate ideas effectively, to resolve conflicts, and to achieve personal or business goals. People skills are essential for business functions such as sales, marketing, and customer service, but are also important for all employees in order to ensure the smooth functioning of an organisation. 9 people skills are; Understanding how people communicate Expressing your thoughts and feelings clearly Speaking up when your needs are not being met Asking for feedback and giving quality feedback in return Influencing how others think and act Bringing conflicts to the surface and getting them resolved Collaborating with others Shifting gears when relationships are unproductive Clearly define working relationships

Man management skills include, training to improve your abilities in the following areas: 1. Handling difficult people 2. Resolving conflict within the team 3. Organising work 4. Creating and sustaining a positive mental attitude.

4. Decision makingSo “man management” contains the four skills of:  Prioritisation, planning, delegation and decision making.  Each one is a study in itself:• Prioritisation: Judging tasks according to utility and deadline pressure.• Planning: organising resources in the best way that will allow for the achievement of the goal.• Delegation: assigning the right task to the best person.• Decision making: Picking the best option from many options, and having the courage to act on the decision, once it is made.4. Motivation Skills MotivationInternal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goalMotivation results from the interactions among conscious and unconscious factors such as the (1) intensity of desire or need, (2) incentive or reward value of the goal, and (3)expectations of the individual and of his or her significant others.Motivation is the “Why” behind the goal. It’s your little engine that says you can, when the rest of you say you can’t. It’s also the same force that on a good day can help you move mountains. Motivation is a life-long skill that you can improve through self-awareness and proven strategies. The better you know your own drivers and levers, the more effective you’ll be at getting the results you want in your life.  Self-discipline is a muscle that gets stronger the more you flex it.10 Key Strategies for MotivationWhen the problem is motivation, you need some time-tested tools to help you get going. Here are ten key strategies for motivation:1. See the End in Mind. You need to know when you’re done as well as what good results look like. You might not have the “perfect” map from point A

to point B, but at least know your destination. Don't just vaguely imagine it—see it in your mind’s eye. A good test is if you can draw your vision or concisely tell others what you’re trying to accomplish. It’s easier to stay the course when you can see the finish line. And it’s also easier to keep going when know that you will like where you’re going. Course corrections are easier and more accurate when you know your progress toward your destination.

2. Make It Meaningful. Having a purpose, a compelling one, is key to driving results. Sometimes it’s as simple as redefining your purpose when your original purpose isn’t working. Use the right metaphor. Frame it in a compelling way. Redefine it. Is it a mountain or a molehill? Are you on a mission? Sometimes all it takes is the right emotional picture word to give new meaning to your activity.

3. Use Pain and Pleasure to Get Leverage. Make it painful not to do it. Make it pleasurable to do it. Find a way to enjoy it. Rely on passion and in finding ways to enjoy doing what's good for you, not on discipline. Link tasks to pleasure. Change how you feel about the stuff you do. Don’t just assume you’ll automatically like something over time, ensure it will happen. You can help it along by finding a more compelling reason or associating fun things, such as by playing your favourite songs.

4. Master Self-Discipline. Flex your self-discipline muscles. Some things are a trade-off: pay now or pay later. Self-discipline is often about trading away pleasure now (or even accepting some pain) for pleasing results later. Make resistance your friend—it makes you stronger.

5. Make It a Routine. Instead of discipline, use routine. You don’t have to make yourself work too hard every time. Use checklists to improve. Focus on the learning. Master your craft. Bootstrap your routines by creating glide paths or simple ways to start.

6. Set Boundaries. Set a quota. Use time boxes to limit the amount you do or to create time for short burst work. You can also use time boundaries to limit or compartmentalize pain. For example, if you have a bunch of activities that drain you, consolidate and batch them for an hour in the morning to get them out of the way. Another part to setting boundaries is having a fixed time for eating, sleeping, and working out—this is an extremely common success pattern. The sum of establishing these three routines is more than the parts because these three activities support each other. Having a routine for them helps you learn your energy patterns; your body also learns what to expect. For example, what you think is a motivation issue may really be a lack of sleep. Sometimes, it’s simply because you don’t eat at regular intervals that you lose energy. Working out often helps people sleep better and eat better.

7. Build Momentum. Set Incremental hurdles. Success builds momentum. One of the simplest ways to get into this pattern is to start with something simple that will lead to success. Incremental success becomes a habit.

8. Take Action. Motivation usually follows action, not the other way around. You’ll also find that if you put in the hours, you’ll have more chances for inspiration. Take full advantage of those inspirations when they occur.

9. Reward Effort. Over Performance. You can control your effort, but not results. So focus on rewarding the effort and performance will follow in time. By focusing on what you control, you teach yourself to consistently give your best, independent of the outcome. This raises your level of skill and sets you up for more positive outcomes.

10. Team Up. One of the most effective ways to find motivation is to team up with somebody. Find somebody who complements your strengths. If you’re a Starter, find a Finisher. If you’re a Maximizer (somebody who goes for completeness), find a Simplifier (somebody who simplifies). If you can, find somebody who’s been there or done that before. Their experience can save you a lot of wasted time or energy. They can benefit honing their skill and leveraging experience, while learning something new along the way. You need to make it mutually beneficial to sustain it.

Self motivation. Ability to do what needs to be done, without influence from other people or situations. People with self motivation can find a reason and strength to complete a task, even when challenging, without giving up or needing another to encourage them.

5. Problem solving Skills The process of working through details of a problem to reach a solution. Problem solving may include mathematical or systematic operations and can be a gauge of an individual’s critical thinking skills.

There are four basic steps in problem solving:1. Defining the problem.2. Generating alternatives.3. Evaluating and selecting alternatives.4. Implementing solutions.

6. Team management SkillsAs a team manager, you are a mentor, leader, advisor, and even a counsellor of your team. In a nutshell, the success of your team and yours depend on how effectively you are able to manage your team, so that they work towards a common goal or defined task.

If your business is to work at maximum efficiency and achieve its full potential, all your employees need to work together as a well-functioning team. This means you must acquire team-management skills. You may have different teams that need to be managed in different ways. For instance, it's just as important to manage your senior management team as it is to manage your more junior staff members. For your teams to work well you should:

ensure everybody knows their role set clear goals and communicate them put in place clear lines of communication

clarify lines of responsibility involve all team members in decision-making as much as possible introduce ways to manage and resolve differences learn how to lead effective meetings encourage training and personal development build in regular reviews be a ready and willing listener encourage and promote diversity motivate team members reward initiative7. Time management SkillsTime management is the act or process of exercising conscious control over the amount of time spent on specific activities, especially to increase efficiency or productivity. That is Systematic, priority-based structuring of time allocation and distribution among competing demands. Since time cannot be stored, and its availability can neither be increased beyond nor decreased from the 24 hours, the term 'time budgeting' is said to be the more appropriate one. Personal time management skills include: goal setting; planning; prioritizing; decision-making; delegating; scheduling.8. Communication skills The ability to convey information to another effectively and efficiently. Business managers with good verbal, non verbal and written communication skills help facilitate the sharing of information between people within a company for its commercial benefit.

9. Good personality traits/attributes A leader is one who leads, and by this definition, the personality traits and overall character of a leader play a very important role in his ability to lead.Character Traits of a Good Leader Leadership is a combination of strategy and character. If you must be without one, be without the strategy - Gen. H. Norman Schwarzkopf The above quote highlights the importance of the character traits of a leader. What is character? It is nothing but the unique attributes, qualities or inner strength of a person, often referring to the moral and ethical fiber of the individual. Following are some character traits of a good leader. Before you proceed, you might like to take a look at the leadership traits.Ability to Generate Trust and Respect: A leader who cannot inspire respect and trust in the people he is leading, ultimately fails as a leader. We see this in the rise and fall of contemporary political leaders. The ability to generate trust and respect is one of the fundamental character traits of a leader. It implies that a leader has to be above the ordinary... for his followers to have confidence in him. They need to have faith in him and his abilities and decisions and for this, it is imperative for a leader to have integrity and a vision or goal of a better future. M. Gandhi is an example of one such leader, who despite his small physical frame (no muscles) and despite his personal weaknesses and failings, (he was dumbstruck in his first court appearance as an advocate... couldn't speak anything) inspires awe and respect in people from across the globe.Ability to Communicate: The art of speaking is a valuable character trait of a leader. A good leader is one who is able to express himself and inspire others through his verbal expression. He should be able to communicate the ideas in his head to others in a lucid manner, such that his followers also believe in them and make it their own. Only then, he can be considered as a natural team leader. Speaking of communication ability, who can be a better example than Martin Luther King Jr . ? He started a movement with his "I dream..." speech.Energy and Zeal: Lots of it! A leader should be optimistic and not get weighed down by obstacles. At the same time, he should be a realist. In fact, he should be the one to find ways and means to get around obstacles but at the same time he should be open to ideas. He should be fast thinking, optimistic and good at analyzing things. This includes an abundance of courage, confidence and positive. The best example of such a leader is JRD Tata, who built an empire with his vast reservoir of energy and enthusiasm, and not only generated employment for millions, but facilitated the emergence of many new leaders within his empire.

Fair-mindedness: A leader who is corrupt, insensitive, prejudiced and unjust cannot succeed in his mission. A true leader is like a tree laden with fruits... humble and not arrogant. He works for the well-being of society and not for vested interest. He is a coach to other people, guiding them, motivating them, inspiring them and educating them. There are many names that come to mind, of leaders who failed just because they were not fair minded. Hitler, Saddam Hussein, Zia ul Haq are just a few.Ability to Innovate: Of all the character traits of a leader, this particular one sees the followers through tough times. A good leader is a winner, not a quitter. He has resilience, imagination and clear vision. He is above petty things and puts all his energy into the larger picture, the nobler cause. He embraces change and teaches people not to fear change but learn from it. In fact, openness to learning is one of the main characteristics of a good leader.Be a Role Model: A leader is one that people look up to, for answers, guidance and inspiration. Thus a leader has to watch himself constantly, keep a cool head, practice what he preaches and lead by example.What Is a Philosophy of Management?Also known as management philosophy, a philosophy of management has to do with the varied ideas and concepts of how to manage people in the most efficient manner while also providing opportunities for involvement and personal growth. A number of processes can be included in this type of philosophy and form the basis for the type of management techniques employed in a given situation. Typically, the underlying philosophy of management will have a direct influence on the type of management strategies employed and even how those strategies are translated into action in the workplace.The ultimate goal of any worthwhile philosophy of management has to do with motivating employees to function in the workplace at the highest level of production possible, with the manager providing direction, support, and correction when necessary to achieve this end. The specifics of how this management process occurs will vary from one setting to another, often influenced by factors such as the culture, education level, and scope of experience that the manager brings to the task. At its best, the approach used to implement the philosophy of management empowers employees to achieve on the job, builds confidence and self-esteem, and aids in the development of employee loyalty.It is important to note that any workable philosophy of management balances the need to safeguard the interests of the employer with the task of finding ways to nurture the development of skills in employees. Typically, this will require the creation of a clear line of communication between managers and employees. While the manager is ultimately accountable for any activities that occur in his or her area of responsibility, working closely with employees as well as serving as the manager can often make it possible to gather data that aids in making decisions that are in the best interests of everyone involved.There is no one right philosophy of management that will apply in every situation. Therefore, choosing to see management as a role that requires the assumption of leadership while also establishing procedures that promote teamwork and a sense of belonging for employees is often a key factor in a positive management philosophy. From there, elaborating on a philosophy that is relevant to the culture and setting of the workplace will go a long way in developing policies and procedures that are effective and inspire growth for the business and for the employees and the manager.How Managers Learn1. Ancestral.Facial cuts, Body structure, Anger, Integrity, Attitude (in part).2. EnvironmentThat is leaning with new atmosphere, new working conditions, new environment, and new people. Example. ‘’Be polite but firm.” Professional behaviours and discipline.3. Education & TrainingManagers lean new concepts and cases through training & education.4. Experience.Experience is given high value because of the managerial work-complex, reactive, bitty, and turbulent and subject to constant change. Managers have long believed that one can only learn to be a manager by being a manager.People who help developmentOn the JobBoss, professional advisors-internal & external, colleagues, subordinates, management development committee, Off the JobTutors, Trainers/facilitators, consultants, friends & family, competitors, mentorsManagement development process

1. Formal education & training.

2. Action learning.3. Career planning.4. Learning from experience.5. Organisation development.6. Open & distance learning.7. Self-development.8. Management consulting.

Elements of HRD1. Learning. Learning is defined as a relatively permanent change in behaviour that occurs as a result of practice or experience. Learning is the major process of human adaptation. 2. Training. Training is the planned and systematic modification of behaviour through learning events, programmes & instruction that enables individuals to achieve the levels of knowledge, skill and competence needed to carry out their work effectively.3. Development. Development is described as the growth or realisation of a person’s ability and potential through the provision of learning and educational experiences.4. Education. Education is the development of knowledge, values, and understanding required in all aspects of life rather than the knowledge and skills relating to a particular area of activity.

HRDHuman Resource Development (HRD) is the framework for helping employees to develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance and coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development.The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers.Organizations have many opportunities for human resources or employee development, both within and outside of the workplace.Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases.

Human Resource Manager - Functions of Hr ManagerHuman Resource Management deals with human resources employed in a business unit and it is the human resource which brings success and prosperity to a business enterprise. So, undoubtedly human resource is one of the most important functions of management. So, a human resource manager plays a vital role as he is responsible for the execution of the human resource functions.Functions of Human Resource ManagerProcurement of Manpower: The most important function of an Human Resource manager is to acquire the manpower required by an organisation from time to time. He has to select right man for the right job. He also has to oversee functions like manpower planning, selection, appointment, placement and induction.

Development of Manpower: The human resource manager is responsible for the development of manpower. He has to plan and introduce training programmes for all categories of employees. Training programmes are essential for developing the skills and qualities of employees so that they can keep up with the ever changing business environment.Compensation Payment to Manpower Employed: It is the function of the human resource manager to pay compensation to employees for the services rendered. There should be a fair system of remuneration payment and remuneration to employees should be attractive. This will ensure satisfaction and minimize disputes.Integration Of Goals And Interests Of Employees And The Organisation:This is one of the biggest challenge that the human resource manager has to face. Employees are interested in wage payment while organisation is interested in higher profits. The human resource manager has to reconcile the interest of the employees and the organisation as this will ensure cordial relation.

Motivation and Maintenance of Employees: The human resource manager has to create a motivational environment for employees to work. This will improve the quality of production and will reduce the cost. He also has to maintain a stable workforce and keep attrition rate in control.Providing Welfare Facilities: Welfare facilities create efficient and satisfied labour force. To introduce new labour welfare facilities and to maintain the existing facilities is one of the functions of the human resource manager. Welfare facilities include medical, educational, recreational etc. These facilities are given for raising employee efficiency and also for making their life happy.Maintaining Cordial Relations: This function relates to maintaining good relations between management and employees. The human resource manager has to solve employee grievances and manage disputes between management and employees effectively.Other Functions: Other functions under Human resource manager includes maintenance of service records of employees, promotions and transfer of employees, career planning of employees, maintenance of discipline etcRole of Human Resource Development ManagerThe role of manager of HRD (human resource development) consists of five separate but overlapping components referred to as sub roles. Each is vital to the development of an efficient and properly managed HRD department. They include: (1) evaluator of the HRD program's impacts and effects on organizational efficiency, (2) management of the organizational learning system, (3) operational manager responsible for the planning, organizing, staffing, controlling, and coordinating of the HRD department, (4) strategist responsible for long-term planning and integrating of HRD into the organization, and (5) marketing specialist responsible for the advancement of HRD within the organization through well defined and effective networks.

Difference between HRM and HRD

HRM stands for human resources management, which refers to the art of managing all aspects of the human work force at a company or organization. HRM aims at providing an optimal working environment for employees to fully and freely utilize their skills to their best to achieve the company’s intended output. As human resources management usually applies to big companies and organizations, it has sub categories, among which is HRD, which stands for human resources development. This is a component of HRM that focuses on ‘nurturing’ employee’s skills. Because the process of hiring new employees can be long, expensive and cumbersome, most companies employ the strategy of HRD to promote longevity of employees within the company because through this an employee is likely to progressively scale up the managerial ladder.Human resources management of a company is often an independent department of its own composed of various sections including recruitment and retention, performance and appraisal management, HRD and compensation sections. But HRD does not only focus on development of skills but also focuses on the personal development of employees. Because peoples’ needs and expectations are ever growing and changing this section of HRM is specifically there to help employees cope with such and prepare them for future uncertainties.Generally speaking, professionals working within the HRM department must have excellent people skills although this is more so with those particularly working in the HRD section. The HRD section needs to have professionals with impeccable people management skills as they need to be able to realize talent within people from a cross section of backgrounds. The HRD section is concerned with identifying strengths and weaknesses among different employees and devising training means that aim at making those skills complement the other.HRD aims at developing a superior workforce so that the company and individual employees may achieve their work goals in the customers’ service. It can take on a formal approach as in a classroom or laboratory training in a case where it may apply. It may also take the informal route where an employee receives coaching or simple mentorship from his superior, usually a manager.Summary: 1. HRD is a sub section of HRM, i.e. HRD is a section with the department of HRM.2. HRM deals with all aspects of the human resources function while HRD only deals with the development part.3. HRM is concerned with recruitment, rewards among others while HRD is concerned with employee skills development.4. HRM functions are mostly formal while HRD functions can be informal like mentor ships.

Functions of HRM1.Human resource planning 2.Equal employment opportunity3.Staffing (recruitment and selection)

4.Compensation and benefits5.Employee and labour relations6.Health, safety, and security7.Human resource development Secondary HRM Functions1.Organization and job design2.Performance management/ performance appraisal systems3.Research and information systemsHRD Functions

1.Training and development (T&D)2.Organizational development3.Career development

Why is Human Resource Management important?An effective HRM system allows organizations to address human resource issues strategically. This helps the workforce deliver high quality health services, despite internal and external challenges to the organization. A strong human resource management system helps organizations prioritize their organizational and business strategies while effectively managing the changes inherent in health sector reform and decentralization. HRM helps attract and retain competent employees, assists employees and managers in adapting to organizational change, and facilitates the use of technology to determine how and where work is done.HRM is perhaps one of the most misunderstood, but most important management systems. Employees are an organization's most important asset, as well as its most expensive: personnel costs often consume 70-80% of an organization's budget.With a strong and equitable HRM system, employees:

receive compensation that reflects their level of responsibility. feel more motivated and understand how their work relates to the organization's mission and values. are more satisfied with their jobs.

With a strong and equitable HRM system, organisations: are better equipped to achieve their goals. increase the level of employee performance. save costs through the improved efficiency and productivity of workers. improve their ability to manage change.

Human Resource Management plays a very important role in the success of an organization. Organizational policies, culture, compensation and benefits and employee relations control the motivation level of employees and help in retaining valuable employees. Human Resources may set strategies and develop policies, standards, systems, and processes. The following are typical tasks of an organizations: 

- Recruitment, selection, and on boarding (resourcing) - Organizational design and development - Business transformation and change management - Performance, conduct and behaviour management - Industrial and employee relations - Human resources (workforce) analysis and workforce personnel data management - Compensation, rewards, and benefits management - Training and development (learning management) 

Implementation of such policies, processes or standards may be directly managed by the HR function itself. So the conclusion is here, a HR success is directly proportional to the success of the organization. When question arise for importance of Human Resources its always comprises on the factor where Human Resources dealing with the resources which comes out the following 

Man Machine Material Management Method 

And to involvement of any activities definitely the major resources is Man (Human), hence in the nut shell the Human Resources is giving the path / value addition of strategic decision for the organisation to achieve the goal and objective to achieve set target.

HRD philosophy is that the development function is always necessary for an organisation.Any organization can benefit from some sort of employee development planning. Not only does it lead to better quality work, it can help employees feel needed and supported. A management that can help give constructive criticism is certainly better than one that does not even notice whether you do your job correctly or not.HRD makes a major contribution to the successful attainment of the organisations objectives and investment in it benefits all the stake holders of the organisation. Every one in the organisation should be encouraged and motivated enough to learn-to develop their skills & knowledge to the maximum of their capacity. The organisation needs to invest in learning & development by providing appropriate learning opportunities and facilities, but the prime responsibility rests with individuals, who will be given the support and guidance of their managers, if necessary on the recommendation of hr/hrd manager.With a strong and equitable HR/HRD system, organisations:

are better equipped to achieve their goals. increase the level of employee performance. save costs through the improved efficiency and productivity of workers. improve their ability to manage change.

Importance of HRD: -Human resource development (HRD) can be defined as a set of systematic and planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands. Learning is at the core of all HRD efforts. HRD activities should begin when an employee joins an organization and continue throughout his or her career, regardless of whether that employee is an executive or a worker on an assembly line. HRD programs must respond to job changes and integrate the long term plans and strategies of the organization to ensure the efficient and effective use of re-sources.

All resources of production are important like machine, capital, money, land and building etc. in order to ensure the achievement of production of a running factory. Over all supremacy has to be given to the element of human resource. Man itself ensures the economical use of resources by applying wisdom. Hence, any amount of efforts spent on training of human resources will yield its appropriate result and higher productivity of the organisation. The prospects and growth, productivity and profitability of an organisation depends maximum on effective utilisation of such resources employed in the effort of achieving company objectives. The achievement of an organisation can be seen as a result of cooperation and hard work at all the levels of functioning of an organisation. Any huge capital investment in developing infrastructure of a training institute and its running will, in the years to come, show its results in achieving higher productivity and profitability.

Functions of Human Resources DevelopmentHRD at Macro and Micro Level:

HRD as stated earlier is mainly concerned with developing the competencies of people. When we all it as a people oriented concept then several questions come to mind like should the people be developed in the larger and national context or in the smaller institutional context? Are they different at the macro level and micro level? As things stand now, HRD applies to both institutional (micro) as well as national (macro issues). The main objective however is to develop the newer capabilities in people so as to enable them to tackle both present and future challenges while realizing organizational goals. However, it is useful both at macro and micro levels.Macro level:At the macros level HRD is concerned with the development of people for the nation’s well being. It takes health capabilities skills, attitudes of people which are more useful to the development of the nation as a whole. While calculating the national income and economic growth the prospective HRD concept examines the individual’s potentialities their attitudes aspirations skills knowledge etc and establishes a concrete base for economic planning. However, HRD a contribution at macro level has not gained popularity as yet.Micro Levels:HRD has concern from grass root development in the organizations. Small wonder then, that HRD was well received by companies managements as they realized its importance and foresaw its future contribution for the Individual and organizational development. Generally HRD at micro level talks of the organizations’ manpower planning selection training performance appraisal, development potential appraisal compensation organizational development etc. HRD’s involvement in all these areas is mainly with an objective to develop certain new capabilities in people concerned to equip tem to meet the present job challenges and to accept future job requirements.HRD versus Personnel Function:The traditional personnel function is a service oriented activity, responding to the needs of the organization as and when they arise. On the other hand, HRD is productive functions which does not merely respond to organizational requirements but anticipates them and prepares the people and the organizations to face future challenges with confidence. HRD is wider in scope as it tries to develop the whole organizations instead of focusing attention on people alone. Instead of concentrating on maintenance factors (wages, incentives day to day plans, operating procedures etc) it tries to focus on motivating factors (job enrichment , developing potentialities of people creating autonomous work groups fostering innovation and creativity developing trust etc). Personnel function, traditionally is viewed as the primary job of personnel department HRD, however, is the responsibility of all managers in the organization. The personnel function views higher morale and improved job satisfaction as the causes of improved performance. HRD on the other hand regards jobs challenges creativity and opportunities for development as the main motivating forces.Points of difference HRD and Personnel:Personnel Function:1) Maintenance oriented2) an independent function with independent sub functions3) Reactive functions responding to events as and when they take place.4) Exclusive responsibility of personnel department5) Emphasis is put on monetary rewards6) improved performances is the results of improved satisfaction and morale7) Tries to improve to improve the efficiency of people and administration.Points of distinction: (1) orientation (2) Structure (3) Philosophy (4) Responsibility (5) motivators (6) Outcomes (7) AIMSHRD (Human Resource development) Function:1) Development oriented2) Consists of inter dependent parts.3) Proactive function, trying to anticipate and get ready with appropriate responses.4) Responsibility of all managers in the organizations.5) Emphasis is on higher order needs such as – how to design jobs with stretch pull ad challenge how to improve creativity ad problem solving skills how to empower people in all respects etc.6) Better use of human resources leads to improved satisfaction and morale.7) It tries to develop the organization as a whole and its culture.

HRD is a process in which the employees of an organization are continuously benefited by the organisation development.

When the continuous improvement plan focuses on employees, the goal is often to provide ongoing training opportunities that not only help employees with their current responsibilities, but also prepare them for advancement through the company structure. Based on the background and aptitude of the individual employee, managers and others will use various means to further develop various skills, provide training for tasks that the employee is deemed capable of managing, and mentor the employee throughout the process. As time goes on, the performance level of the employee is re-evaluated, and the improvement program is refined, based on the additional data available.It is also possible to design a continuous improvement plan that provides ongoing opportunities for several employees. Often, the plan will include continued instruction in areas such as resource planning, team leadership, business management, and other training that is considered important to the company’s continued operation. There is no one set model for designing a continuous improvement plan, although most plans will include periodic reviews of not only the progress of employees, but also the structure and design of the plan itself.Employers benefit directly from the implementation of some sort of continuous improvement plan. Employees who feel the company is willing to invest time and other resources in them will normally hold a more positive view of the company in general. This often translates into higher productivity in the current position. At the same time, the continuous improvement plan provides the business with a pool of highly qualified employees who can be promoted from within when positions come open, rather than hiring from outside. In many cases, this ability to promote from within makes it possible for the employee to take over the new responsibilities with little to no time required to settle into the new situation.. Acquire or sharpen their capabilities that are required perform various functions associated with their present expected future roles. HRD helps in maximizing the utilization of human resource for the achievement of individual and organizational goals. HRD helps to provide an opportunity and comprehensive framework for the development of human resource in an organization for full expression of their talent and manifest potentials. HRD helps in increasing skills of employees it helps to develop the constructive mind and an overall personality of the employees. HRD develop the sense of team spirit team work and inter team collaborations. HRD also used to develop the organizational health culture and effectiveness and to generate systematic information about human resources. HRD helps in creating the healthy working environment it helps to build good employee, employees relationship so that individual goals matches with organizational goal.With a strong and equitable HR/HRD system, employees:

receive compensation that reflects their level of responsibility. feel more motivated and understand how their work relates to the organization's mission and values. are more satisfied with their jobs.

Conclusion:

Human resources are the assets which do not find a place for mentioning in the balance sheet of a company. But it is one of the most important assets as human resources are a resource of production as well as they are utilising other resources of production like a material, machines, money etc.

Methods for developmentA job is a pattern of tasks, duties, and responsibilities that can be done by a person.Job redesign to make jobs more interesting and challenging. The average employee spends more than two thousand hours a year at work. If the job is tedious, unpleasant, or otherwise unfulfilling, the employee probably won’t be motivated to perform at a very high level. Many companies practice a policy of job redesign to make jobs more interesting and challenging. Common strategies include job rotation, job enlargement, and job enrichment.Job rotation allows employees to rotate from one job to another on a systematic basis. The practice of job rotation allows employees to rotate from one job to another on a systematic basis, eventually cycling back to their original tasks. A computer maker, for example, might rotate a technician into the sales department to increase the employee’s awareness of customer needs and to give the employee a broader understanding of the company’s goals and operations. A hotel might rotate an accounting clerk to the check-in desk for a few hours each day to add variety to the daily workload. Rotated employees develop new skills and gain experience that increases their value to the company, which benefits management because cross-trained employees can fill in for absentees, thus providing greater flexibility in scheduling.Job enlargement enhances a job by adding tasks at similar skill levels.

Job enlargement—the policy of enhancing a job by adding tasks at similar skill levels. The job of sales clerk, for example, might be expanded to include gift-wrapping and packaging items for shipment. The additional duties would add variety without entailing higher skill levels.Job enrichment adds tasks that increase both responsibility and opportunity for growth.Job enrichment is the practice of adding tasks that increase both responsibility and opportunity for growth. It provides the kinds of benefits that, according to Maslow and Herzberg, contribute to job satisfaction: stimulating work, sense of personal achievement, self-esteem, recognition, and a chance to reach your potential.

Consider, for example, the evolving role of support staff in the contemporary office. Today, employees who used to be called “secretaries” assume many duties previously in the domain of management, such as project coordination and public relations. Information technology has enriched their jobs because they can now apply such skills as word processing, desktop publishing, creating spreadsheets, and managing databases. That’s why we now hear such a term as administrative assistant instead of secretary.Job redesignManagement strategy used to increase job satisfaction by making jobs more interesting and challenging.Job rotationJob redesign strategy that allows employees to rotate from one job to another on a systematic basis.Job enlargementJob redesign strategy in which management enhances a job by adding tasks at similar skill levels.Job enrichmentJob redesign strategy in which management enriches a job by adding tasks that increase both responsibility and opportunity for growth.

Job analysis seeks to study these patterns of activity to determine tasks, duties, responsibilities needed for each job.1. Job enlargement.2. Job enrichment.

3. Job rotation.4. Job posting5. Mentoring.

1. Job Enlargement.A job design technique in which the number of tasks associated with a job is increased (and appropriate training provided) to add greater variety to activities, thus reducing monotony.Job enlargement is considered a horizontal restructuring method in that the job is enlarged by adding related tasks. Job enlargement may also result in greater workforce flexibility.Job enlargement (sometimes also referred to as “horizontal loading”) involves the addition of extra, similar, tasks to a job.In job enlargement, the job itself remains essentially unchanged. However, by widening the range of tasks that need to be performed, hopefully the employee will experience less repetition and monotony that are common on production lines which rely upon the division of labour.With job enlargement, the employee rarely needs to acquire new skills to carry out the additional task, and the motivational benefits of job enrichment are not usually experienced.One important negative aspect is that job enlargement is sometimes viewed by employees as a requirement to carry out more work for the same amount of pay.Example. Job enlargement plan of sales to marketing person1. Awareness about the job of marketing officer.2. Training of basic marketing concepts.3. On-ground learning with a marketing officer.4. Studying, implementing, evaluating product & marketing strategies.5. Actively engagement in in market research activities, designing & implementing product feed back surveys.6. Engage with the marketing function/staff to formulate the formal marketing plans, communication strategy and promotion tools.7. Engage in learning the performance evaluation/marketing audit.8. Marketing budgeting and planning adverting promotion.2. JOB Enrichment.A job design technique that is a variation on the concept of job. Job enrichment adds new sources of job satisfaction by increasing the level of responsibility of the employee.While job enlargement is considered a horizontal restructuring method, job enrichment is a vertical restructuring method by virtue of giving the employee additional authority, autonomy, and control over the way the job is accomplished, also called job enhancement or vertical.Job enrichment is connected to the concept of job enlargement.Job enrichment is the process of "improving work processes and environments so they are more satisfying for employees".Many jobs are monotonous and unrewarding - particularly in the primary and secondary production industries. Workers can feel dissatisfied in their position due to a lack of a challenge, repetitive procedures, or an over-controlled authority structure.Job enrichment tries to eliminate these problems, and bring better performance to the workplace.There are three key parts to the process of job enrichment1. Turn employees' effort into performance:

Ensuring that objectives are well-defined and understood by everyone. The overall corporate mission statement should be communicated to all. Individual's goals should also be clear. Each employee should know exactly how she fits into the overall process and be aware of how important her contributions are to the organization and its customers.

Providing adequate resources for each employee to perform well. This includes support functions like information technology, communication technology, and personnel training and development.

Creating a supportive corporate culture. This includes peer support networks, supportive management, and removing elements that foster mistrust and politicking.

Free flow of information. Eliminate secrecy.

Provide enough freedom to facilitate job excellence. Encourage and reward employee initiative. Flexitime or compressed hours could be offered. Provide adequate recognition, appreciation, and other motivators. Provide skill improvement opportunities. This could include paid education at universities or on the job training. Provide job variety. This can be done by job sharing or job rotation programmes. It may be necessary to re-engineer the job process. This could involve redesigning the physical facility, redesign processes, change technologies,

simplification of procedures, elimination of repetitiveness, redesigning authority structures.2. Link employee’s performance directly to reward:

Clear definition of the reward is a must Explanation of the link between performance and reward is important Make sure the employee gets the right reward if performs well If reward is not given, explanation is needed

3. Make sure the employee wants the reward. How to find out? Ask them Use surveys( checklist, listing, questions)

Example Job enrichment plan for sales officer1. Training of the basic supervisory skills.2. Delegation of field work assignments.3. Field sales management exposure.4. Learning report writing skills with the boss.5. Taking charge as First Line Field Sales Manager.6. Performance evaluation after 3-5 years for next promotion.7. Follow the HRD plan of formal management training.8. Study the business management courses.9. Exposure to managing different teams and reporting to different executives.10. Work assignments to liaison with field sales manager.11. TNA by HRD12. After formal training & development plan, taking charge as Field sales manager.13. Job performance & evaluation after couple of years.14. Charge as NSM.15. Exposure to work with product management.16. Exposure to work with marketing team17. Assessment Centre Evaluation for promotion.18. Charge as Sales & Marketing Manager.3. Job Rotation.That is moving an employee/ trainee from one department to another and hence giving him exposure of maximum working departments/sections to broaden his/her skills and knowledge in the areas of HR, Finance, Marketing, Operations, Supply chain etc. This experience helps the trainee to choose the career of his/her interest and may help a manager to gain first hand practical knowledge of various departments. It’s good to have job rotation for entrepreneurs. 4. Job Posting.That is publicizing an open job to employees and listing its attributes. This could be a rehiring of a former employee of a company, or a new candidate aspiring to take up the opportunity. These are described arrangement in which a firm internally posts a list of open positions  (with their descriptions and requirements) so that the existing employees who wish to move to different functional may apply, also called job bidding.5. Mentoring. Employee training system under which a senior or more experienced individual (the mentor) is assigned to act as an advisor, counsellor, or guide to a junior or trainee. The mentor is responsible for providing support to, and feedback on, the individual in his or her charge.

Companies with abundant mentoring opportunities are more likely to retain their people. To achieve this, offer a range of mentors for people at different career stages. Here are three types of mentoring you should consider:Buddy or peer mentors. In the early stages of a person's career, a "buddy" can help speed up the learning curve. This relationship helps the protégé understand how things work at the organization.Career mentors. After the initial period at a workplace, employees need to have a senior manager serve as a career advisor and advocate.Life mentors. A life mentor serves as a periodic sounding board when one is faced with a career challenge. Organizations can't necessarily offer a life mentor but they can encourage seeking one.

Training & DevelopmentTraining – improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task – e.g.,Employee orientationSkills & technical trainingCoachingCounsellingDevelopment – preparing for future responsibilities, while increasing the capacity to perform at a current jobManagement trainingSupervisor developmentBenefits of Training and DevelopmentTraining and development helps the employees to achieve their personal goals which in turn help to achieve the overall organizational objectives.Thus, we can bifurcate the benefits of training and development into two broad heads:Organizational benefitsImproves the morale of the workforce.Leads to improve profitability and more positive attitudes towards profit orientationImproves the job knowledge and skills at all levels of the organization.Aids in organizational development Improves relationship between superior and subordinate.Personal benefits Helps the individual in making better decisions and effective problem solving.Aids in encouraging and achieving self-development and self-confidence.Provides information for improving leadership, knowledge, communication skills and attitudes.Helps a person handle stress, tension, frustration and conflicts.Helps a person develop speaking and listening skills.Helps eliminate fear in attempting new tasks.

TRAINING Training can be defined as: The process of increasing the knowledge and skills of the workforce to enable them to perform their jobs effectively, hence training is a planned effort to facilitate the learning of job related knowledge, skills, and behaviour by employees. Companies consider training as a practice which will improve the output of the employees which, in turn improves the company’s performance. Training can be of two types, in terms of skills; Hard skills training is meant for training the employees in job related technologies which ensure that employees have the basic skills to work with new technologies and mastering them according to business needs. Soft skills is meant for training the employees in terms of behaviour and personality, which ensure that employees have the ability to work as an individual and how to work effectively in teams to contribute to the organization’s goals. Training takes place at various points and places in a business.  Commonly, training is required to:

Support new employees (“induction training”)

Improve productivity Increase marketing effectiveness Support higher standards of customer service and production quality Introduction of new technology, systems or other change Address changes in legislation Support employee progression and promotion

Benefits of T & D Higher quality Better productivity Improved motivation - through greater empowerment More flexibility through better skills Less supervision required (cost saving in supervision) Better recruitment and employee retention Easier to implement change in the business

. Increased job satisfaction and morale among employees Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!) Risk management, e.g., training about sexual harassment, diversity training

Why Training Programmes Fail ?When it comes to justifying learning and then training, the management's task is to make people want to learn things, by highlighting the 'WHY' - why learning is important, why it is exciting and satisfying. Why people should sacrifice their time, efforts and attention should be very clear at the workplace. If this WHY part has been addressed expertly, the training itself is much easier and more effective, as people will definitely find the courses, books, videos, on-line materials they would need for learning what needs to be learnt. During the years I have been involved in training, I have noticed that there are seven mutually inclusive reasons why training fails in the modern workplace despite the best of intentions.1. Not determining if training is the best methodTraining may not always be the best method for achieving learning at the workplace. Employees might perceive this as a top-down way of knowledge management and not exhibit much initiative. It would be worthwhile investigating if quality circles, regular work-group discussions, mentor programmes or any other method than management organised training be other ways of ensuring the same desired results?2.Not identifying and specifying objectives clearlySometimes companies do not communicate very clearly what they want from a development programme before choosing a specific training course. What makes training really effective is identifying clear learning outcomes or objectives that are linked to the organizational goals from the beginning. If the organization goals change, then the learning outcomes need to be periodically checked for alignment.3.Not involving trainees in development of trainingIf management decides that there is a specific problem in a department and a trainer from outside comes and puts the solution on a PowerPoint slide and shows it to a bunch of people for a few minutes and adds his own words of wisdom to it, does it facilitate real learning? If employees are not involved in the design of learning and training, there is a risk of not accessing employee motivation. This motivation is after all the wellspring of learning. If there is no motivation, there is not much learning. There is the old saying "You can take a horse to water but you can't make him drink".4.Lack of senior management commitment

One of the crucial success factors of training being aligned to corporate strategic objectives is entirely dependent on the active support of top management. Corporate strategic objectives change from time to time and only top management are aware of these. In most companies if employees detect a lack of support and direct involvement from top management, they designate such training programmes as passing fads of minor importance.5.Too complicated and demanding changes too rapidlyAlmost all training aims at behaviour modification. It is too naïve to assume that human behaviour changes after hearing a couple of words during a PowerPoint presentation. Employees also get tired of fancy management theories, which are in vogue for some time only to be replaced by yet another model. Just as you have come to grips with Porter's five forces, you have to start with Six-Sigma or the Seven forces. This rather often results in top management and corporate HR becoming isolated in ivory towers while on the shop floor business goes on in spite of these 'interventions'.6. Fails to take into account learning styles People have individual learning styles, which are culturally conditioned. Finns and Japanese sit quietly at lectures and take notes while Brits or Italians like to debate. When a corporation decides on a global HR policy and adopts uniform training practices they ignore these ways of learning people are used to. Having to undergo training in a unfamiliar manner may not always be very effective.7. Lack of follow-up strategiesAs people who have been married for long or who have children know all too well, learning takes quite a lot of time and much patience with constant reinforcement in the form of praise and prizes. If a training programme is carried out as a single intervention and the management rests content from the feedback of the so-called 'happy sheet' or instant feedback on first impressions people fill in directly after the training, the management is in for many surprises. Almost all training interventions require behaviour changes to take place on the job at the point of execution of job functions. So there must be measurement and continued support for the change in behaviour at the same locations in the same work context. This evaluation of learning on a longer term at the job interface is very difficult and expensive to make so most companies avoid this. There are also other difficulties associated with such evaluation, but ensuring means of support for learning to take place in the context of the workplace by means of self-analysis and reflection is not very expensive and increases the effectiveness of learning many folds.Any training, which considers the above factors, is bound to be more effective than training that doesn't.

11 Reasons for failure of training1. Lack Of Alignment With Business NeedsA training program's payoff comes from the business measures that drive it. Simply put, if a training program is not aligned or connected to a business measure, no improvement can be linked to the program. Too often, training is implemented for the wrong reasons—a trend, desire or perceived need that may not be connected to a business measure.2. Failure To Recognize Non training SolutionsIf the wrong solution is implemented, little or no payoff will result. Too often, training is perceived as a solution for a variety of performance problems when training may not be an issue at all.3. Lack Of Objectives To Provide Direction And FocusTraining and development should be a focused process that allows stakeholders to concentrate on desired results.4. The Solution Is Too ExpensiveOf course, a training and development program's ROI might ultimately fail to recoup its high costs. It's important to note, however, that a negative ROI is not always a sign of failure. Many programs might add enough perceived value through intangibles and significant short-term behaviour change to overcome negative ROI. If positive ROI is expected, however, then negative ROI shows failure and is unacceptable. 5. Regarding Training As An Event A positive business impact must come from an individual participant's behaviour change, and such change does not come easily. When training is considered a single event, such as attending a two-day workshop for example, the odds of changing behaviour are slim. Without behaviour change, training fails to generate business results.6. Participants Are Not Held Accountable For ResultsFor training programs to be successful, participants must individually drive performance change. When pressed for reasons for not changing behaviour, participants are quick to blame others, usually the boss. But that may not be the real issue. Of individuals most likely to be held responsible for results—including managers, trainers, developers and senior executives—the overlooked participant deserves more attention. Participants often don't see changing their behaviour as their responsibility. Historically, when results are few, the training and development staff, along with immediate managers, comes under fire. But,

we often fail to focus on the participant's role in the process.7. Failure To Prepare The Job Environment For TransferRegardless of what participants learn from a training program, without transferring it to the job, performance will not change and the training program will fail. This training-transfer problem has been an important issue in training and development for decades. Unfortunately, studies continue to show that between 60 and 90 percent of what is learned isn't applied on the job.8. Lack Of Management Reinforcement & SupportWithout management support, participants will rarely implement new skills and knowledge in the workplace. The manager's role, therefore, is critical in the learning process. Most studies have shown that the two most powerful opportunities for managerial input occur during the interaction with the learner prior to the training solution and after the training has been completed.9. Failure To Isolate The Effects Of TrainingToo often, training programs are conducted, business measures are monitored and improvements are credited to the training process alone. The assumption is the training program improved the business. Actually, other influences and processes may have influenced the business measure. The challenge is to isolate the improvement directly related to training.Failure to attempt to isolate training's contribution might cause some training programs to be discarded as irrelevant. Such programs may actually bolster the bottom line, but if there is no attempt to isolate their impact, executives and sponsors are puzzled about the actual connection to business improvement. 10. Lack Of Commitment & Involvement From ExecutivesWithout top executive commitment and involvement, training and development will be ineffective and major programs will fall short of expectations. Commitment is critical, which equates to resources being allocated to the training and development function and its specific programs. Involvement includes the actual presence and actions of individual executives in the process.11. Failure To Provide Feedback & Use Information About ResultsAll stakeholders need feedback. Employees require feedback on their progress, developers and designers need feedback on program design, facilitators need feedback to see if adjustments should be made to delivery, and clients need feedback on a program's success. Without such feedback, a program may not reach expectations.

Training Needs Analysis (TNA)Assessment of the training requirements of a target group in terms of (1) number of trainees, (2) their educational and professional background, (3) their present level of competence, and (4) the desired behaviour or skill level acquired at the completion of training.

Training needs analysis (TNA) is a term used in the corporate world “to evaluate the training gap and providing the required training for carrying out the job.” Training has a broader concept but here we can determine it as necessary improvements in the job environment achieved with the help of employees and training them to cope up with the new skills, attributes and concepts. This can also be described as analyzing the right potential of the candidate and training

him in required attributes to gain versatility so that he can be a useful asset to the company. Principal concept of training suggests to ‘identifying the training needs before implementing any training solutions’.With the changing technology it has become a requirement for the employers to keep their employees up-to-date with the recent technological innovations and the changes. Along with the new technology comes the necessity of training. There are some strategic steps in training needs analysis, before implementing the training procedure it is always best to analyze the requirement of training as by whom, to whom and for what? The analysis can be done in different ways and under different perpetual norms likeContext Analysis: this analysis is done to understand the need of training, either this training going to solve the business problems or the employees are going to benefit from this training.User Analysis: this has to be analyzed as for whom the training is going to be conducted and by whom? Analysis of the trainer and the trainee is must in terms of their knowledge level, learning and teaching styles do matter in training.

Work Analysis: this is done mainly to analyze the relevant links of the training in job environment. A good analysis of the current project and the future project has to be done so that training can be provided to the near skilled employees and who have good track record of completing given job or task.Content Analysis: the most important analysis of documents, procedures and laws used for the job. The training should be helpful for the employees and should not be irrelevant or cause conflicts within the working environment.Suitable Training Analysis: to analyze requirement of training in employment issues and looking at it as necessity and effectively.Cost Benefit Analysis: assessment of profits after initial investment on training is necessary as sometimes the graph goes flat.There are some other methods which can be implemented to analyze the need of training such as involving the employees in surveys, Interviews to determine the need of training. Some times they can open up them selves to cater the need of training in specific field. The project managers and the supervisors can help

to give information on the employees as who needs the training in what context. Depending on this analysis training programs can be formulated and designed with enough scope, training modules and documentation to help employees acquire new skills and attributes for consistent and more efficient performance.Today there are wide varieties of training options are available including the regular in-house lectures to the use of modern technology and computers, sometimes trainer is also hired from some of the consultancy firms. Before applying any of these methods cost of training has to be evaluated for future profit. Training needs analysis can be performed in the development skills of current employees as well for the new recruits who have to be trained from the ground-up. Simple analyzed training can prove profitable in the long run of business as well in keeping updated with the newest trends in the industry.

Learning & Performance

Supervisor’s Role in HRD

• Implements HRD programs and procedures• On-the-job training (OJT)• Coaching/mentoring/counseling• Career and employee development• A “front-line participant” in HRD

Challenges for HRD• Changing workforce demographics• Competing in global economy• Eliminating the skills gap• Need for lifelong learning• Need for organizational learning

Training and Development

Training & Development Model

Training & HRD Process Models

Phase one Need AssessmentA process by which an organization’s HRD needs are identified and articulated.

It identifies:a) an organizations goals and its effectiveness in reaching these goals.b) Gaps between current skills and the skills needed to perform the job successfully.c) Gaps between employees’ skills and the skills required for effective current job performance.d) The conditions under which the HRD activity will occur.

Through needs assessment, we try to answer questions like: 1. Need for the needs assessment,2. Accomplishment of type of learning,3. Expected changes in the behavior and performance,4. Probability of achieving the results,5. Cost benefit analysis of HRD solutions.6. Root causes of performance gapsLevels of Need AssessmentOrganizational analysisIt looks at the effectiveness of the organization and determines where training is needed and under what conditions it will be conducted. Why, because Ties HRD programs to corporate or organizational goalsStrengthens the link between profit and HRD actionsStrengthens corporate support for HRDMakes HRD more of a revenue generatorNot a profit waster2. Task analysisIt provides data about a job or a group of jobs and the knowledge, skills, attitudes and abilities needed to achieve optimum performance.3. Individual analysis.

30

It analyzes how well the individual employee is doing the job and determines which employees need training and of what kind.Based on many sources of dataSummary AnalysisDetermine overall success of the individualDiagnostic AnalysisDiscover reasons for performanceFOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT1. PERFORM A "GAP" ANALYSIS.The first step is to check the actual performance of our organizations and our people against existing standards, or to set new standards. There are two parts to this: Current situation and Desired or necessary situationThe difference the "gap" between the current and the necessary will identify our needs, purposes, and objectives. 2. IDENTIFY PRIORITIES AND IMPORTANCEIt must be seen whether the identified needs are real, if they are worth addressing, and specify their importance and urgency in view of organizational needs and requirements (1). Cost-effectiveness For example (2): Legal mandates. If some of our needs are of relatively low importance, we would do better to devote our energies to addressing other human performance problems with greater impact and greater value. 3. IDENTIFY CAUSES OF PERFORMANCE PROBLEMS AND/OR OPPORTUNITIES.We must know what our performance requirements are, if appropriate solutions are to be applied. We should ask two questions for every identified need: Are our people doing their jobs effectively? Do they know how to do their jobs? This will require detailed investigation and analysis of our people, their jobs, and our organizations -- both for the current situation and in preparation for the future. 4. IDENTIFY POSSIBLE SOLUTIONS AND GROWTH OPPORTUNITIES."If it isn’t broke, don't fix it." But if our people ARE NOT doing their jobs effectively: TRAINING may be the solution, if there is a knowledge problem. Organizational Development activities may provide solutions when the problem is not based on a lack of knowledge and is primarily associated with systematic change. These interventions might include strategic planning, organization restructuring, performance management and/or effective team building. Phase Two: Designing the Training or HRD Intervention Key activities include:

Setting objectives Selecting the trainer or vendor Developing lesson plans Selecting methods and techniques Preparing materials Scheduling training

ObjectivesPERFORMANCE:

Increase upper body strength Assemble a chair Catch a football pass Graduate from college

ConditionsConditions under which performance is done – e.g.,

… using standard conditioning equipment … using a screwdriver and hammer … at a full run under man-to-man coverage … without cheating or outside help

CriteriaThe level of acceptable performance – e.g.,

… by 25 percent within one year … within one hour without mistakes … at least 80% of the time without penalties … within 5 years and with a “B” average

Phase three ImplementionTraining Delivery MethodsThree basic categories:On-the-Job Training Prepare the worker , Present the task, Practice the task, Follow up.Job rotation Train on different task/ positions, often used to train entry level managers, To provide back up in production position.Coaching Between worker and supervisor. Can provide specific performance improvement and correction.Mentoring senior employee paired with a junior employee (“protégé”), Helps to learn the ropes, Prepares protégé for future advancement

31

Off- the- Job Training This occurs when employees are taken away from their place of work to be trained. Common methods of off-the-job training include:Day releaseDistance learning / evening classesBlock release coursesSandwich coursesSponsored courses in higher educationClassroom TrainingLecture - Oral presentation of material, some visual aids can be added, Remains a very popular training method, Interesting lectures can work well, Good to supplement with other materials.Discussion - Two-way communication, Use questions to control lesson, Direct: produce narrow responses, Reflective: mirror what was said, Open-Ended: challenge learners – to increase understanding.Experimental Methods - Case studies, Business game simulations, Role Playing, Behavior Modeling, Outdoor trainingSelf-Paced or Computer-Based TrainingComputer-based training can be in a classroom, or individual/self-paced.Interactive with userTraining when and where user wants itTrainee has greater control over progressCBT can provide progress reports and be tailored to specific instructional objectivesTrainee works on own with minimal facilitation by instructor who is elsewhereE-learningIntranetInternal to site/organizationInternetGeneral communicationsOnline referenceNeeds assessment, administration, testingDistribution of CBTDelivery of multimedia

Phase four EVALUATION OF TrainingEvaluation of HRD Program helps in gauging the degree to which training (or other HRD program) achieves its intended purpose. In other words it measures the effectiveness of the HRD program.Effectiveness of HRD Program:The degree to which training (or other HRD program) achieves its intended purposeMeasures are relative to some starting pointMeasures how well the desired goal is achieved, In other words, are we training; the right people, the right “stuff”, the right way, with the right materials, at the right timePurposes of Evaluation:Determine whether the program is meeting the intended objectivesIdentify strengths and weaknessesDetermine cost-benefit ratioIdentify who benefited most or leastDetermine future participantsProvide information for improving HRD programsReinforce major points to be madeGather marketing informationDetermine if training program is appropriateEstablish management databaseBenefits of EvaluationImproved quality of training activitiesImproved ability of the trainers to relate inputs to outputsBetter discrimination of training activities between those that are worthy of support and those that should be droppedBetter integration of training offered and on-the job developmentBetter co-operation between trainers and line-managers in the development of staffEvidence of the contribution that training and development are making to the organizationReduction in preventable accidents measuredReduction in scrap/rework measured in cost of labor and materials

32

33

ORGANISATION/INDUSTRY LIFE-CYCLE STAGES AND HR STRATEGY

As noted, organisations go through evolutionary life cycles, and the stage in which an organization finds itself in an industry affects the human resource strategies it should use. For example, the HR needs of a small, three-year-old high technology software firm will be different from those of Netscape or America Online.EMBRYONIC At the embryonic stage a high-risk, entrepreneurial spirit pervades the organization. Because the founders often operate with limited financial resources, base pay often is modest. When skills are needed, the organization recruits and hires individuals who already have the necessary capabilities. Training and development are done on an as-needed basis.GROWTH During the growth stage, the organization needs investments to expand facilities, marketing, and human resources to take advantage of the demand for its products and services. Often, backlog and scheduling problems indicate that the organization has grown faster than its ability to handle the demand. Extensive efforts are made to recruit employees to handle the expanded workload. It is also important to have HR plans, and planning processes, rather than just reacting to immediate pressures. Compensation practices have to become more market-competitive in order to attract sufficient employees with the necessary capabilities. Communicating with those employees about career opportunities affects their retention, so career planning efforts and HR development efforts to support them are expanded.SHAKEOUTS In the shakeout stage the industry reacts to rapid growth, and not all firms will continue to exist. Some will be bought out by other larger competitors; others will fade from the industry. The explosive growth in Internet businesses and the consolidations of Internet providers by such firms as America Online, Microsoft, and Yahoo illustrate how shakeouts occur. Regarding HR management in a shakeout industry, competition to retain human resources is important, especially while restructuring and reducing the number of jobs to control costs.Compensation costs must be monitored, but a balance is required in order to retain key employees using short- and longer-term incentives. HR development is focused on high-potential, scarce-skilled employees who are seen as ones who will ensure that the organization is a major player following the shakeout.MATURITY In the maturity stage, the organization and its culture are stabilized. Size and success enable the organization to develop even more formalized plans, policies, and procedures. Often, organizational politics flourish and HR activities expand. Compensation programs become a major focus for HR efforts, and they are expanded to reward executives as well. Extensive HR development occurs, coordinated by an internal training staff.DECLINE The organization in the decline stage faces resistance to change. Numerous examples can be cited in the manufacturing sectors of the U.S. economy. Manufacturing firms have had to reduce their

34

workforces, close plants, and use their accumulated profits from the past to diversify into other industries. During the decline stage, employers try certain HR practices such as productivity enhancement and cost-reduction programs. Unionized workers resist the decline by demanding no pay cuts and greater job-security provisions in their contracts.Nevertheless, employers are compelled to reduce their workforces through attrition, early retirement incentives, and major facility closings.

Life Cycle stage - Implementation of HRD ActivitiesLife Cycle Stage Key Cultural / Strategies features Implication for HRDEmbryonic High Level of Cohesion Ower may not percieve the need for HRDDominent role of foundation limited Management expertiser succession planningLack of producers and planning system Changes May be unplanned / adhocPolicies play an important role HR may be have to aggressively market its series Growth Large varity of cultural changes Initiation of career development activitieslevel of chohesioin declined Inducting new recruitsemergence of middle management Development of high perfomance teamTensions / conflict may arise in organisation Involvment in the management of changeNeed to get people to accept new way of thinking Reinforcement and maintence of cultural values & BeliefsDiversification / expanison of business activities Delaing with imbiguity / UncertainityLine staff differences Maturity Insititutionalization of values & Beliefs HRD function should be will establishedEvolutionary rather revolutionary change Maitenance of HRD activietes more appropriatelyInertia may emerge in organisation Lack of career opportunities may required novel HRD approaches Maturity Culture amy act as a defence against a hostile environment Management changeMajor decisions amy have to be taken Res-assure employees that problems are being tackledRe-adjustment necessary Organizing problems centered project / task activities

 

35

36

37

38

39