Business Strategy & HRD

5/28/2018 Business Strategy & HRD

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Business Strategy & HRDDefinition of HRD:

"organized learning activities arranged within an

organization in order to improve performance and/orpersonal growth for the purpose of improving the o! the

individual and/or the organization#$

HRD includes the areas of training and development

career development and organization development


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%B'()*+'S %, HRDTo develop human resource of the company continuously for better

performance to meet objectives.

Provide opportunity for development of different level of employees.

suitable need based training programs.

Prepare newly inducted staff to perform their work with high level of

competency and excellence.

Meet social obligations of industry to contribute towards the excellence

of technical and management education.


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-- %B'()*+'S %, HRDAssist the existing and potential customers in the better

use of our equipments by training the employees.

Promote a culture of creativity innovation humandevelopment respect and dignity.

Achieve excellence in every aspect of working life.

!reate environment for the trainees conducive to theircharacter building.


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HR. +s HRD"#$ is a sub section of "#M i.e. "#$ is a section with the department of

"#M.

"#M deals with all aspects of the human resources function while "#$ only

deals with the development part."#M is concerned with recruitment rewards among others while "#$ is

concerned with employee skills development.

"#M functions are mostly formal while "#$ functions can be informal like

mentorships.


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HRD Functions:

%kill input to apprentices and trainees.

&dentifying training needs and imparting training.

'utside deputation for competency enhancement.

!ompetency mapping.

'rganisational development activities.

!onducting sessions and workshops

Training and development (T)$*


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)H' ''D ,%R HRD: B0S*'SS 1D

'(%%.*(S (H12'S

"#$ 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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THE NEED FOR HRD:

&mplementing a new policy.&mplementing a strategy.

-ffecting organisational change.

!hanging an organisation,s culture.Meeting changes in the external environment.

%olving particular problems.

Technological change creates requirements fortraining and development


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ORGANISATIONAL CHANGE :

'rganisations that work in less time will have a competitive advantage.

A customer and quality focus will permeate tomorrow,s superior

organisation.

The arena for an organisation,s planning and action will be global .

usiness strategies now depend on quality and versatility of the human

resource.

/ork structure and design will change dramatically.


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Training and Developent !T"D#:

Training and $evelopment (T)$* Training 0 improving the

knowledge skills and attitudes of employees for the short1

term particular to a specific job or task 0 e.g.

-mployee orientation

%kills ) technical training

!oaching

!ounseling


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--- )raining and Development 3)&D4$evelopment 0 preparing for future responsibilities while

increasing the capacity to perform at a current job2

Management training%upervisor development


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$ene%its o% Training and Developent :

enefits of Training and $evelopment Training and

development helps the employees to achieve their personal goals

which in turn help to achieve the overall organi3ational

objectives.

Thus we can bifurcate the benefits of training and development

into two broad heads2

'rgani3ational benefits

Personal benefits


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%rganizational !enefits :&mproves the morale of the workforce. 4eads to improve

profitability and more positive attitudes towards profit

orientation &mproves the job knowledge and skills at all

levels of the organi3ation. Aids in organi3ational

development &mproves relationship between superior and

subordinate.


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&ersonal 'ene%its :

Personal benefits "elps the individual in making better

decisions and effective problem solving. Aids in encouraging

and achieving self1development and self1confidence. Provides

information for improving leadership knowledgecommunication skills and attitudes. "elps a person handle

stress tension frustration and conflicts. "elps a person

develop speaking and listening skills. "elps eliminate fear in

attempting new tasks.


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Critical HRD Issues:%trategic management and "#$

The supervisor,s role in "#$

'rgani3ational structure of "#$

Strategic Management & HRD:

%trategic management aims to ensure organi3ational effectiveness for the

foreseeable future 0 e.g. maximi3ing profits in the next 5 to 6 years.

"#$ aims to get managers and workers ready for new productsprocedures and materials


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Supervisor(s Role in HRD:

&mplements "#$ programs and procedures 'n1the1job

training ('7T*

!oaching8mentoring8counseling!areer and employee development

A 9front1line participant: in "#$


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Organi)ational Structure o% HRD Departents:

'rgani3ational %tructure of "#$ $epartments $epends on2

company si3e

industry andmaturity.

;o single structure used $epends in large part on how well the "#$

manager becomes an institutional part of the company 0 i.e.

a revenue contributor

not just a revenue user.


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HR *anager Role:

"# Manager #ole &ntegrates "#$ with organi3ational

goals and strategies.

Promotes "#$ as a profit enhancer .Tailors "#$ to corporate needs and budget.

&nstitutionali3es performance enhancement.


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HR Strategic Advisor Role:

"# %trategic Advisor #ole !onsults with corporate

strategic thinkers.

"elps to articulate goals and strategies .$evelops "# plans .

$evelops strategic planning education and training

programs


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C+allenges %or HRD:

!hanging workforce demographics.

!ompeting in global economy.

-liminating the skills gap.

;eed for lifelong learning.

;eed for organi3ational learning.


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HRD and organizational 5erformance

Business Strategy & HRD

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