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trends and challanges of HRD

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EMERGING TRENDS OF HRD & CHALLANGES 05/15/2022 1
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EMERGING TRENDS OF HRD & CHALLANGES

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DEFINITION OF HRD

A definition of HRD is "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization".

A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.

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HRD includes the areas of training and development, career development, and organization development.

This is related to HRM - a field which includes HR research and information systems, union/labor relations, employee assistance, compensation, selection and staffing, performance management systems, HR planning, and organization/job design.

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In 1950’s – Employees were recruited not to ask “why” but just ‘to do”.

Later in 1970’s – Management realized that beyond a point productivity depends on

people.

In 1960’s – Terms like manpower, staff and personnel came into use.

TRENDS IN

HRD

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EVOLUTION OF THE PERSONNEL FUNCTION

Concept

• The Commodity Concept

• The Factor of Production Concept

• The Goodwill Concept

Changes

Labour was regarded as a commodity to be bought and sold. Wages were based on demand and supply. Government did very little to protect workers.

Labour is like any other factor of production, viz, money, materials, land etc. Workers are like machine tools.

Welfare measures like safety, first aid, lunch room, rest room will have a positive impact on workers’ productivity.

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• The Paternalistic Concept/ Paternalism

• Humanitarian Concept

Management must assume a fatherly & protective attitude towards employers. Paternalism does not mean merely providing benefits but it means satisfying various needs of the employees just as parents meet the requirements of the children.

To improve' productivity, physical social and psychological needs of workers must be met. As Mayo and others stated, money is less a factor in determining output, than group standards, group incentives and security. The organisation is a social system that has both economic and social dimensions.

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• The Human Resource Concept

• The Emerging Concept: HRD

Employees are the most valuable assets of an organisation. There should be a conscious effort to realise organisational goals by satisfying needs and aspirations of employees.

Employees should be accepted as partners in the progress of a company. They should have a feeling that the organisation is their own. To this end, managers must offer better quality of working life and provide opportunities to people to exploit their potential fully. There should be opportunities for self-fulfilment in one's work. The focus should be on HRD.

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SHORT STORY

It was 25 years ago that our country witnessed the emergence of a new HRD culture in our country with by the two great leaders heading the movement.

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• They developed a new function - The HRD Function.

• For L&T by two consultants.

• In 1974, the consultants studied the organisation and prepared a new integrated system called Human Resource Development ( HRD) System, First time in India.

• The new system clearly established the linkages between the various personnel related aspects

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• They presented an approach paper to the top management on the new ideas and this was accepted.

• No enough expertise was available on the human process within the organisation.

• The work was undertaken by an internal team with the help of the consultants.

• A separate HRD Department was created headed by a General Manager.

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• The HRD system has since then been reviewed from time to time and improvements were made.

• And finally it lead to the emergence of new function and new profession.

• This pioneering work of these two leaders lead to the establishment of HRD Departments in the State Bank Of India and its Associates, and Bharat Earth Movers Limited in Bangalore in 1976 and 1978.

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• The first HRD workshop to discuss HRD concepts and issues was held at IIMA in 1979. Several chapters of the book which was later published by Oxford & IBH as "Designing and Managing Human Resource Systems" were distributed in this workshop. This workshop was the beginning of spreading the HRD message.

• The National HRD Network was nurtured by IIMA and XLRI on the one hand and by the corporate sector on the other. The National HRD Network later gave birth to the Academy of Human Resources Development. This is the first family tree of HRD in India.

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WHO WERE THE TWO GREAT PIONEERS?

Prof T.V. Rao

Prof Udai Pareek

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The Government has introduced and implemented the Human Resource Development Act (1992), and a range of support mechanisms, incentives and initiatives to assist the manufacturing sector. This is because the Government believes that investment in human capital is the key to the success of the country’s economic growth.

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THE NEED FOR HRD

• HRD can be ‘a platform for organisational transformation,

• a mechanism for continuous organisational and individual renewal

• and a vehicle for global knowledge transfer’.

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1. Technological change.

2. Customer service and quality oriented.

3. Competition

4. Versatility of the human resource.

5. Work structure and design

6. Globalization.

7. Legal.

8. Increasing demands of employees.

9. Talent management: Succession Planning.

10. Work-Life Balance.

11. Lack of Intellectual HRD Professionals.

12. Eliminating the skills gap.

13. Workforce diversity.

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HRD INSTRUMENTS

1. Performance Appraisals

2. Career Subsystem

3. Succession Planning

4. Training & development

5. Identifying KPA’s

6. Jab enrichment, job rotation

7. Team building

8. Stress management

9. Mentoring and coaching

10. Conflict management

11. Grievance mechanism

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CRITICAL HRD ISSUES

• Strategic management and HRD• The supervisor’s role in HRD• Organizational structure of HRD: A revenue contributor, not

just a revenue user.

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