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Human Resource
Development: Concept
and Practices
By
Uttam Acharya
NASC
Objectives
At the end of the session participants will be
able to :
Explain human resource development
Describe key challenges of organization
Discuss on benefits of HRD
Distinguish different HRD climate
Contents
What is HRD
HRD and organizational success
Strategic framework for HRD
HRD climate
Why HRD fails
HRD
Human resource development is concerned with
increasing the knowledge, skills, attitudes and
capabilities of people in organizations.
Achieving HRD leads to organizational excellence
HRD
Preparing employees to work effectively and efficiently in organization
Organized learning experiences in definite time period to increase the possibility of improving job performance and growth
Developing a variety of competencies of employees and developing a culture in organization to utilize these competencies and contribute to organizational growth
What is HRD ?
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.
HRD concept
A set of organized learning activities as well as
work system and environment improvement
Enhancing potentials and competencies of
individuals and making utilization of those abilities
Attain effective performance and growth at the
job, individual, and organizational level
HRD concept A process and function by which people in an
organization are helped , in a continuous and
planned way to
Acquire and sharpen capabilities required to perform
present and future jobs
Develop general capabilities and use potentials for
personal and professional development
Development an organizational culture and system for
maximum utilization of enhance competencies and
potentials
Organizational success
Gaining and sustaining competitive advantage
Customer value and satisfaction
Core competencies
What the organization does, or could do best
Organizational uniqueness
Offering of services that other can not imitate or copy
Key challenges for organizations Compete
Improve quality and increase productivity
Improve customer service
Lower cost
Adapt / to fast changing technology
Achieve more with less
Become more flexible
Strategic framework for HRD Vision
A realistic, credible and attractive future for the business. “Where
are we going?”
Mission
The reason for an organization’s existence “ who we are and what
we do?” how to plan…?
Objectives
Specific result and outcomes that are agreed upon as desirable
outcomes within a certain period of time
Translation of organizational mission into performance targets
Strategy(corporate,business and functional)
The pattern of organizational decisions/ moves and management
approaches to gain competitive advantage
HRD :Level of focus
Roles
Persons
Team
Inter-team
Organization
HRD : 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.
HRD climate
Climate and performance
Organizational performance – a function of the
performance of its people
HR performance- a function of ability, motivation and
( work) environment
Expectations of people for a better work environment
Organizational climate: a part of work environment
Development climate
Team spirit
A tendency to be generally helpful and
collaboration with each other
A tendency to discourage stereotypes and
favoritism
Personnel policies supportive of HRD practices
HRD Climate
General climate
HRD mechanism
OCTAPACE (Essential tendencies)
General climate
HR/ HRD importance
Policies and attitudes supportive of HRD
Leadership and management style
Organizational structure
HRD mechanism
Performance and potential appraisal
Performance feedback and reward
Coaching and counseling
Training
Job rotation etc.
OCTAPACE (essential tendencies)
O - Openness and risk taking
C - Confrontation- bringing out the issues
T – Trust
A – Autonomy
P – Proactivity
A - Authenticity
C – Collaboration and mutuality
E - Evaluation
Why HRD Fail in Organisations?
Failure to demonstrate need for the function
Failure to establish viable competency
development programmes for competitiveness
Not viewed as part of strategic planning process
Failure to measure and communicate impact on
organizational efficiency and effectiveness
Learning not viewed as an essential competitive
advantage in the marketplace
Poor image of HRD
Thank you
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