Module 1
Introduction to Human Resource
Development: Emergence of HRD, Critical
HRD roles, challenges for HRD
1.Introduction to the Concept of Human
Resource Development
KBL Srivastava
Why a course on Human Resource
Development?
Concern for Growth and development of people
Developing critical knowledge and skill base to
meet organizational requirements in changing
times
Identifying needs and designing and delivering
HRD interventions
Linking HRD goals with strategy and business
goals
The role of mentoring, coaching, and counseling
Role of HRD in organizational learning
Purpose of HRD
Hamlin and Stewart (2011) identified four core purposes
of HRD:
to improve individual and group effectiveness;
to improve organizational effectiveness and performance;
To develop knowledge, skills and competencies, and
To enhance human potential and personal growth
Core guiding value of HRD is that of ‘human flourishing’
and this should be embedded as a professional
responsibility for HRD professionals (Kuchinke (2010)
Understanding the Concept of HRD
, Leonard Nadler(1970) in his book “Developing Human
Resources” coined the term ‘human resource
development’ (HRD).
Human resource talents and energies of people in an
organization contributing to the realization of the
organization’s mission, vision, values, and goals.
Development a process of active learning from
experience-leading to systematic and purposeful
development of the whole person, body, mind, and spirit.
Thus, HRD is the integrated use of training, organizational
and career development efforts to improve individual,
group, and organizational effectiveness.
Defining HRD
Human resource development is fostering long-term work
related learning capacity at individual, group and
organizational level (Watkin)
Human resource development is the process of increasing
the capacity of the human resource through development
( ASTD)
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 ( Werner
and DiSimone, 2007)
Explaining the Concept of HRD
Systematic and planned activities
Provide necessary skills to people
Meet the current and future job
requirements of people
Increasing the capacity of people, groups
and organization
Growth and development of HRD
as a function
Apprenticeship programmes by the
industry/organization
Imparting vocational education
to improve knowledge and skill
Factory run training schools for
its employees
Training of skilled/ Unskilled people
Evolution of Human Relations
movement
Training as a function and profession
Development of the concept of
HRD
Emergence of HRD
Employee needs moving beyond the classroom
Matching the EMPLOYEE knowledge and skill
base as required by the organization
Career development and organization
Development
Human Resource Development: Core Beliefs
1. Organizations rely on human expertise to establish and
achieve their goals.
1. Human expertise is developed and maximized through
HRD processes and applied benefits of the organization
and the individuals involved.
1. HRD professionals are advocates of individual/group,
work process, and organizational integrity.
Module 1
Session 2
The Challenges to HRD Profession
The Challenges for HRD Profession
Changing workforce demographic
Competing in global economy
Eliminating the skill gap
Need for lifelong learning
Need for Organizational learning
Changing workforce demographic
Asians will increase from 4% to 6%
Whites will decrease from 76% to 68%
Women will increase from 46% to 50%
Older workers (>55) will increase to 25%
Demographics: The case of India
India is experiencing jobless growth abounding that the
country’s ability to cash in on its “demographic bonus”, the
world’s largest working-age population— 1033 million by
2030.
India will need to generate 280 million jobs between now and
2050, the year when the working-age population (15 to 64)
The proportion of jobs in the unorganized sector—without
formal monthly payment or social security benefits—is set to
rise to 93% in 2017.
The formation of companies has slowed to 2009 levels, and
existing companies are growing at 2%, the lowest in five years.
(Source: Kausik Basu: Indicators of India’s looming demographic
disaster)
Competing in the Global Economy
Advances in technologies
Need for more skilled and educated workers
Cultural sensitivity
Moving from individual to team working
Problem solving ability
Better interpersonal communications skills and
relationship
Eliminating the Skills Gap
With 15 million youngsters entering the workforce each
year, more than 75 per cent are not job-ready In India
National skill development council, Finnish school
concept
Paradigm shift in employment from being ‘qualification-
based’ to ’skill-based’, making educational institutions
focus on imparting skills leading to employability.
Need better industry college interface
Employees need to be taught basic skills:
Math, Reading, technical/Applied subjects
Soft and behavioural skills
Skill gap Report: India (2017)
Skill gap Report: India (2017)
Gender wise employability Skills Required by employees
2014 2015 2016
Need for Regular Updating of Leaning
Due to changes happening in the spheres of
Organizations
Technology
Products
Processes
Therefore PEOPLE must change and adopt to these
changes to remain viable
Need for Organizational Learning
Organizations must be able to learn, adapt, and change
continuously to remain competitive
5 Principles suggested to become a learning organization
(Peter Senge: learning Organization)
Systems thinking
Personal mastery
Mental models
Shared visions
Team learning
Module 1
Session 3
The HRD Function, Context, and
Critical issues
HRM and HRD:
Human Resource Human Resource
Management Development
Concerned with the management of the Concerned with the development of
people working in the organization. Knowledge, skill and attitude to improve
performance and behaviour
Management function- encompasses many Subset of Human Resource Management
function
Reactive proactive
Effective utilization of people for better Developing the competence of the people
performance
Routine, and administrative Creative and continuous process
Concerned with people Concerned with people, group and
organization development
Functions of HRD
Training: Improving the knowledge, skills and attitudes of
employees for the short-term, particular to a specific job
or task – e.g.,
Employee orientation
Skills & technical training
Coaching
Counseling
Education: Preparing an employee for a future identified
jobs/responsibilities, while increasing the capacity to
perform at a current job
Management training
Supervisor development
Functions of HRD
Development: Developing the skills and attitude not directly
related to job linked to personal growth and development:
Progrmmes like stress management, Yoga for general health,
leadership development,
Networking, seminars and conferences, membership of
associations etc for professional development
Organization Development: Process of improving an
organization’s effectiveness and member’s well-being through
the application of behavioral science concepts
Macro and micro level concepts
HRD as a change agent
Career Development: Process by which individuals progress
through series of changes until they achieve their personal
level of maximum achievement.
Career planning, management and development
Purpose of HRD at the Micro level
At the individual level: HRD works at enhancing individual
knowledge, skills, self-confidence and career potential.
The notion of employability is critical at the individual
level.
At the organisational level, the focus of HRD
a. To leverage the knowledge and skills of employees
towards achieving organisational value and ensuring
alignment with the external environment.
b. help organizations foster dynamic capabilities and
competitive advantage with the goal of out-learning the
competition and staying ahead of the game.
HRD at the Macro level
HRD at the community/societal level includes actors such
as professional associations, educational institutions,
government departments, community groups and
voluntary organizations.
Such bodies help foster learning and development across
society through advancing knowledge and skill levels
amongst individuals, communities and economic regions.
The learning and performance perspective of
HRD
The context of HRD in Indian Organizations
Phased economic restructuring to face greater
competition.
Moving from CRP to LPG Economy.
Opportunities to expand, diversify, integrate, and
globalize.
Pressure to change and become a performance based,
competitive organization.
Concerned for quality, efficiency, productivity and
growth.
Developing the workforce capable of taking up challenges
thrown by the new economic environment
The adoption of professionalized HRD practices
HRD Scenario in India
Lack of adoption of innovative HRD practice in unionized
environment due to lack of cooperation from unions
Large organizations adopting HRD practice due to
various costs, resources and expertise involved.
Organizations with foreign participation went for
extensive and early implementation of HRD programmes
and practices
HRD strategies such as training, performance appraisal,
career management key to improvement
Lack of professionally managed HRD departments
Indian Organization Resorting to HRD:
Some examples
ITC took up HRD to diversify its business from cigarette
manufacturing to other products and to develop managers
for new projects.
L&T implemented HRD programme for organizational
development
SBI centered around training and appraisal following its
reorganization and rapid growth
HRD in LIC followed its reorganization and sustained
growth
Today most of the organizations have a separate HRD
function.
Emerging Issues in HRD: The Indian Scenario
Changing Environment
Indian organizations have also undergone drastic transformation for vibrant new ideas.
Technological Impact
Focus may be on services which will be retained, re-skilled & deployed by the employees.
Low Commitment from management
Since HRD is seen as a non-productive expenditure for the org the line managers are not serious.
Globalization
This compels them to increase their ability to learn and collaborate and manage diversity & uncertainty.
Employee Orientation
This requires adequate premium to be placed on individual growth & development.
HR Outsourcing
This might pose a threat to the internal HR talent over a period of time.
Critical issues in HRD
Strategic management and HRD
The supervisor’s role in HRD
Organizational structure of HRD
Strategic Management and HRD
Integrating HRD with the strategic needs of the organization by
a. external alignment between the strategic plans of the organization
and external environment
b. internal alignment of the strategy with the mission, goals, belief and
values of the organization
c. need to align the various subsystem of the organization such as
management practices, structure, HR systems, and other work
practices
Strategic management aims to ensure organizational effectiveness for
the foreseeable future – e.g., maximizing profits in the next 3 to 5 years
HRD aims to get managers and workers ready for new products,
procedures, and materials
Supervisor’s Role in HRD
Implements HRD programs and procedures
On-the-job training (OJT)
Coaching/mentoring/counseling
Career and employee development
A “front-line participant” in HRD
Organizational Structure of HRD
Departments
Depends on company size, industry and maturity
No single structure used
Depends in large part on how well the HRD manager
becomes an institutional part of the company – i.e., a
revenue contributor, not just a revenue user
Module 1
Session 4
The HRD Profession: Roles,
Competencies and Challenges
Role & Competencies of HRD Professionals
Three areas of “foundational” competencies needed by all
HRD professionals: personal, interpersonal, and business/
management
Use to develop particular areas of expertise.
Finally, the four key roles for HRD professionals: learning
strategist, business partner, project manager, and
professional specialist
Competency Model ( Werner and De Simone (2007 )
HRD Jobs/Roles
Executive/Manager
HR Strategic Advisor
HR Systems Designer/Developer
Organization Change Agent
Organization Design Consultant
Learning Program Specialist
Source: Werner and De Simone, 2007)
HRD Professional as a Executive/Manager
Instructor/Facilitator
Individual Development and Career
Counselor
Performance Consultant (Coach)
Researcher
Integrates HRD with organizational goals
and strategies
Promotes HRD as a profit enhancer
Tailors HRD to corporate needs and budget
Institutionalizes performance enhancement
HRD Professional as a strategic Advisor
Integrates HRD with organizational goals and
strategies
Promotes HRD as a profit enhancer
Tailors HRD to corporate needs and budget
Institutionalizes performance enhancement
HRD Professional as a strategic Advisor
Consults with corporate strategic thinkers
Helps to articulate goals and strategies
Develops HR plans
Develops strategic planning education and training
programs
HRD Professional as a HR Systems
Designer/Developer
Assists HR manager in the design and
development of HR systems
Designs HR programs
Develops intervention strategies
Plans HR implementation actions
HRD Professional as a Organization Change
Agent and design Consultant
Develops more efficient work teams
Improves quality management
Implements intervention strategies
Develops change reports
Develops more efficient work teams
Improves quality management
Implements intervention strategies
Develops change reports
HRD Professional as a Learning Program
Specialist
Identifies needs of learners
Develops and designs learning programs
Prepares learning materials and learning aids
Develops program objectives, lesson plans, and
strategies
HRD Professional as a Instructor/Facilitator
Presents learning materials
Leads and facilitates structured learning
experiences
Selects appropriate instructional methods and
techniques
Delivers instruction
HRD Professional as Individual
Development and Career Counselor
Assists individuals in career planning
Develops individual assessments
Facilitates career workshops
Provides career guidance
HRD Professional as Performance
Consultant (Coach)
Advises line management on appropriate
interventions to improve individual and group
performance
Provides intervention strategies
Develops and provides coaching designs
Implements coaching activities
HRD Professional as Researcher
Assesses HRD practices and programs
Determines HRD program effectiveness
Develops requirements for changing HRD
programs to address current and future
problems
Challenges for HRD Professionals
What is driving HRD practices organisational settings ?
Meeting business needs through learning
Fostering individual employee growth and
development
Fostering the development of a learning
organization through learning
Challenges for HRD Professionals
Challenge 2: The changing nature of workplaces
Organizational change responses for achieving competitive
positioning
Core organizational competencies for the information age
Workplaces and work roles as sites and sources of
significant Learning
Common HRD practices
Perceptions of recent and anticipated changes
Skills and understandings Needed for HRD Practice
Implications for Preparation of HRD
Practitioners
Foreground the Context of Practice
Address Traditional Training Areas Such as Presentation,
Program Design, Needs Analysis and Training Evaluation
Foster Capacity of HRD Practitioners to Become Managers of
Change
Provide Some Focus on Competency-based Training,Workplace
Assessment and Performance Assessment
Equip Practitioners to Prepare Employees for New Forms of
Career Planning
Module 1
Session 5
HRD Perspectives and the model of
HRD Process
Learner Perspective of HRD
individuals as learners and contributors to a productive
enterprise (Malcolm Knowles: The father of adult learning
or andragogy)
Places adult learning principles into the context of adult
life through the perspectives of
(1) individual–situation differences and (2) the goals-
purposes for learning.
Adult learner is concerned with the learning process
within the context of the learning purpose and situation
Learner Perspective (Knowles, Swanson and Holton, 1998)
Organizational perspectives of HRD
Human being have the capacity to learn and perform
The organization should focus on system, structure and
process to facilitate learning
In their matrix of nine performance variables the
dominance of the organization and its need to perform is
acknowledged at three levels-
- Organization, work process and individual level
Organizational Perspective: 9 Performance
variables
Framework/ Model of HRD
HRD efforts should use the following four phases (or
stages):
Needs identification assessment
Design and development of HRD programmes
Implementation of HRD prgrammes
Evaluation of HRD programmes
HRD Process Model Werner and De Simone,
2007)
Needs Identification/Assessment Phase
Establishing HRD priorities
Defining specific training and objectives
Establishing evaluation criteria
Design and development Phase
Design of appropriate HRD programmes
Selecting who delivers program
Selecting and developing program content
Scheduling the training program
Implementing HRD programmes
Identifying the method of delivering a programmes
Delivery of the HRD programmes
Evaluating of the HRD Programmes
Determining program effectiveness – e.g.,
Keep or change providers?
Offer it again?
What are the true costs?
Can we do it another way?
Conclusion
HRD is too important to be left to amateurs
HRD should be a revenue producer, not a revenue user
HRD should be a central part of company
You need to be able to talk MONEY
