11.6 Patterns in Evolution KEY CONCEPT Evolution occurs in patterns.
Evolution and concept of HRD
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Evolution of The Concept Of HRD
The early part of the century saw a concern for improvedefficiency through careful design of work. Improvingemployee productivity and efficiency was the next bigthing to hit the business world. Recent years havewitnessed an increasing tilt towards improving the quality
of working life, product and service quality, and speedyand efficient delivery of work.
HRD in
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Evolution of HRD
Early apprenticeship programs
Early vocational education programs
Early factory schools Early training for unskilled/semiskilled
Human relations movement
Establishment of training profession
Emergence of HRD
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Early Apprenticeship Programs
Artisans in 1700s
Artisans had to train their own
workers Guild schools
Yeomanries (early worker unions)
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Early Vocational Education Programs
1809 DeWitt Clintons manualschool
1863 President Lincoln signs theLand-Grant Act promoting A&Mcolleges
1917 Smith-Hughes Act providesfunding for vocational education atthe state level
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Early Training for Unskilled/Semiskilled Workers
Mass production
Semiskilled and unskilled workers
Production line one task = one worker World War I
Retool & retrain
Show, Tell, Do, Check
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Human Relations Movement
Factory system often abused workers
Human relations movement
promoted better working conditions Start of business & management
education
Tied to Maslows hierarchy of needs
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Emergence of HRD
Employee needs extend beyond the trainingclassroom
Includes coaching, group work, and problem
solving Need for basic employee development
Need for structured career development
ASTD changes its name to theAmericanSociety for Training and Development
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Evolution
Early Seventies
In 1968- the term used in GeorgeWashington University
In 1969-ASTD conference in Miami
Mid 1970s become more popular
Japan felt- Better people and not bettertechnology is the key to Better Society
Prof Udai Pareek-1972-SBI
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Evolution
In BHEL concept introduced in 1980
Later introduced in SAIL, Maruti
Udyog , Indian Airlines and TISCO IIM
Centre for HRD-XLRI-Jamshedpur
ISTD- and New Delhi
The above took HRD movement ahead
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Definition of HRD
A set of systematic and plannedactivities designed by anorganization to provide its members
with the necessary skills to meetcurrent and future job demands.
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Relationship Between HRM and HRD
Human resource management (HRM)encompasses many functions
Human resource development (HRD)is just one of the functions withinHRM
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HRD system
Organization Development
Training and development
Appraisal systems
Career Advancements
HRD is further divided into sub-system and themechanism used by and organization depends
on the size, technology, corporate philosophyand resources of the organization
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Sub-system in HRSob and salary
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Role of HRD Professionals
Given by TheAmerican Society for
Training and
Development
Supportive Role
Role of System
Development andResearch
Managerial Role
Role of DevelopingCompetence
Process Role
http://var/www/apps/conversion/tmp/scratch_5/Role%20of%20HRD%20professional.dochttp://var/www/apps/conversion/tmp/scratch_5/Role%20of%20HRD%20professional.doc -
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Supportive Role
Strengthening Operating andExecutive Levels
Consolidating Existing Strength
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Role of SystemDevelopment and Research
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Managerial Role
Manpower Planning
Procurement
Placement
Retaining, Motivating and Integrating People
Rewards
Planning for growth
Healthy Industrial Relations
Job Analysis and Evaluation
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Role of Developing Competence
Managerial
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Process Role
Diagnostic
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HRD Functions
A Line Function A Co-ordinativeFunction
Staff (Service)Function
Direct activities ofpeople in his theirown departments
Co-ordinate PersonnelActivities
Providing support toother systemsDevelopment ofsystem, ResearchManagement ofhuman resourcesDevelopingCompetency ofvarious kindsCatering to theprocess needs
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HRD Functions continued
Training and Development
Organizational Development
Career Development
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HRD MatrixTwo axes that make the HRD matrix
Six Factor Target of HRD HRD system and activities
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The HRD matrix shows the interrelationships between HRDinstruments, processes, outcomes and organisationaleffectiveness .
HRD Matrix
HRD in
H R D M e c h a n is m
o r S u b - s y s t e m s
o r I n s t r u m e n t s
H R D D e p a r t m e n t
P e r f o r m a n c e
A p p r a i s a l
R e v i e w ,
D i s c u s s i o n , F e e d -
b a c k , C o u n s e l l i n gS e s s i o n s
R o l e A n a l y s i s
E x e r c i s e s
P o t e n t i a l
D e v e l o p m e n t
E x e r c i s e s
T r a i n i n g
C o m m u n i c a t i o n
P o l i c i e s
J o b R o t a t i o n s
O D E x e r c i s e s
R e w a r d s
J o b - e n r i c h m e n t
P r o g r a m m e s
O t h e r M e c h a n is m s
H R D P r o ce s s es &H R D C l i m a t e
V a r i a b l e s
R o l e C l a r i ty
P l a n n i n g o f
D e v e l o p m e n t b y
e v e r y E m p l o y e e
A w a r e n e s s o f
C o m p e t e n c i e sR e q u i r e d f o r J o b -
P e r f o r m a n c e
P r o a c t iv e
O r ie n t a t i o n
M o r e T r u s t
C o l la b o r a t i o n &
T e a m W o r k
A u t h e n t i c i t y
O p e n n e s s
R i s k - t a k i n g
V a l u e G e n e r a t io n
C l a r i f i c a t i o n o f
N o r m s a n d
S t a n d a r d s
I n c r e a s e dC o m m u n i c a t i o n
M o r e O b j e c t i v e
R e w a r d s
G e n e r a t i o n o f
O b j e c t i v e , D a t a
o n E m p l o y e e s , e t c .
H R D O u t c o m e s
V a r i a b l e s
M o r e C o m p e t e n t
P e o p l e
B e t t e r D e v e l o p e d
R o l e s
H i g h e r W o r k -
c o m m i t m e n t &
J o b I n v o l v e m e n tM o r e p r o b l e m
S o l v i n g
B e t t e r U t i l i s a t i o n
o f H u m a n
R e s o u r c e s
H i g h e r J o b -
s a t is f a c t i o n a n d
W o r k M o t i v a t io n
B e t t e r
G e n e r a t i o n o f
I n t e r n a l
R e s o u r c e s
B e t t e r
O r g a n i s a t i o n a l
H e a l t h
M o r e T e a m - w o r k ,S y n e r g y a n d
R e s p e c t f o r E a c h
o t h e r
O r g a n i s a t i o n a l
E f f e c t i v e n e s s
D i m e n s i o n s
H i g h e r
P r o d u c t i v i ty
G r o w t h a n d
D i v e r s i f i c a t i o n
C o s t R e d u c t io n
M o r e P r o f i t s
B e t t e r I m a g e
O t h e r F a c t o r s
P e r s o n n e l P o l i c i e s , T o p
M a n a g e m e n t S t y l e s ,
I n ve s t m e n t s o n H R D , To p
M a n a g e m e n t s
C o m m i t m e n t s,
H i s t o r y, P r e v i o u s
C u l tu r e , L in e M a n a g e r s
I n t e r e s t , e t c .
O t h e r F a c t o r s
E n v i r o n m e n t ,
T e c h n o l o g y ,
R e s o u r c e
A v a i l a b i l i t y , H i s t o r y ,
N a t u r e o f B u s i n e s s
e t c .
( T . V . R a o , T h e H R D M i s s i o n a r y, O x f o r d I B H , N e w D e l h i , 1 9 9 0 )
A S c h e m a t i c P r e s e n t a t i o n o f L i n k a g e s b e t w e e n H R D I n s t r u m e n t s , P r o c e s s e s , O u t c o m e s a n d O r g a n i s a t i o n a l
E f f e c t i v e n e s s
The HRD matrix shows the interrelationships between HRD
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12-11
The HRD matrix shows the interrelationships between HRDinstruments, processes, outcomes and organisationaleffectiveness .
HRD in
H R D M e c h a n i s m
o r S u b - s y s t e m s
o r I n s t r u m e n t s
H R D D e p a r t m e n t
P e r f o r m a n c eA p p r a i s a l
R e v i e w ,
D i s c u s s i o n , F e e d -
b a c k , C o u n s e l l i n gS e s s i o n s
R o l e A n a l y s i s
E x e r c i s e s
P o t e n t i a l
D e v e l o p m e n t
E x e r c i s e s
T r a i n i n g
C o m m u n i c a t i o n
P o l i c i e s
J o b R o t a t i o n s
O D E x e r c i s e s
R e w a r d s
J o b - e n r i c h m e n tP r o g r a m m e s
O t h e r
M e c h a n i s m s
H R D P r o c e s s e s &H R D C l i m a t e
V a r i a b l e s
R o l e C l a r i t y
P l a n n i n g o f D e v e l o p m e n t b y
e v e r y E m p l o y e e
A w a r e n e s s o f
C o m p e t e n c i e s
R e q u i r e d f o r J o b -P e r f o r m a n c e
P r o a c t i v e
O r i e n t a t io n
M o r e T r u s t
C o l l a b o r a t i o n &
T e a m W o r k
A u t h e n t i c i t yO p e n n e s s
R i s k - t a k i n g
V a l u e G e n e r a t i o n
C l a r i f i c a t io n o f
N o r m s a n d
S t a n d a r d s
I n c r e a s e d
C o m m u n i c a t i o n
M o r e O b j e c t i v e
R e w a r d s
G e n e r a t i o n o f
O b j e c t i v e , D a t ao n E m p l o y e e s , e t c .
H R D O u t c o m e sV a r i a b l e s
M o r e C o m p e t e n tP e o p l e
B e t t e r D e v e l o p e dR o l e s
H i g h e r W o r k -c o m m i t m e n t &
J o b I n v o l v e m e n t
M o r e p r o b l e mS o l v i n g
B e t t e r U t i l i s a t i o n
o f H u m a n
R e s o u r c e s
H i g h e r J o b -
s a t i s f a c t i o n a n dW o r k M o t i v a t i o n
B e t t e r
G e n e r a t i o n o f
I n t e r n a l
R e s o u r c e s
B e t t e r
O r g a n i s a t i o n a l
H e a l t h
M o r e T e a m - w o r k ,
S y n e r g y a n d
R e s p e c t f o r E a c h
o t h e r
O r g a n i s a t i o n a l
E f f e c t i v e n e s sD i m e n s i o n s
H i g h e r
P r o d u c t i v i t yG r o w t h a n d
D i v e r s i f i c a t i o n
C o s t R e d u c t i o n
M o r e P r o f i t s
B e t t e r I m a g e
O t h e r F a c t o r s
P e r s o n n e l P o l i c i e s , T o p
M a n a g e m e n t S ty l e s ,
I nv e s t m e n t s o n H R D , T o p
M a n a g e m e n ts
C o m m itm e n ts ,
H i s t o r y, P r e v i o u s
C u lt u re , L i n e M a n a g e r s
In te res t , e t c .
O t h e r F a c t o r s
E n v i r o n m e n t ,
T e c h n o l o g y ,R e s o u r c e
A v a i l a b i l i t y , H i s t o r y ,N a t u r e o f B u s i n e s s
e t c .
( T . V . R a o , T h e H R D M i s s i o n a r y , O x f o r d I B H , N e w D e l h i , 1 9 9 0 )
A S c h e m a t i c P r e s e n t a t i o n o f L i n k a g e s b e t w e e n H R D I n s t r u m e n t s , P r o c e s s e s , O u t c o m e s a n d O r g a n i s a t i o n a lE f f e c t i v e n e s s
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Role of Line Managers and
Supervisors in HRD
Orientation
TrainingCoaching
Career Development
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Orientation
Meaning
An employee orientation program takes into consideration
the culture and values of the department/Organization. Employee orientation should be an on-going learning process,
ideally starting on the employees first day, to helpemployees understand their job and performanceexpectations, division and department goals and priorities,and corporate goals and government priorities.
Employee orientation programs should be offered usingmultiple learning methods, to best meet the needs ofemployees. This can include coaching, peer support,information sessions and on-line learning.
Example
E.gDeputy Heads will be accountable for thedevelopment of the department
component of employee orientation. Thisinformation may include things like:
Overview of the departments vision, mission andvalues
Information about the departments structure,including its divisions
Overview of the departments goals, priorities andthe business plan
Information about department policies andprocedures
Overview of the programs and services deliveredby the department
Review of the departmental organizational chart
Information about human resources initiatives foremployees, such as healthy workplace, diversity,learning and development, and employeerecognition activities
Information about employee benefits and pensions
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Training
Training is a systematic processthrough which an organizations human
resources gain knowledge and developskills by instruction and practicalactivities that result in improved
corporate performance.
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The Gap Concept
Performance/Results
Time
Expected Curve
ActualCurve
Gap
In training terms this means weneed to develop programs to fill
the Gap
1,000 Cars
800 Cars
200 Cars
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Differences between Training,Education & Development
Training is short term, task oriented andtargeted on achieving a change ofattitude, skills and knowledge in a
specific area. It is usually job related. Education is a lifetime investment. It
tends to be initiated by a person in thearea of his/her interest
Development is a long term investmentin human resources.
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The ASK Concept
If we follow the GAP concept, training issimply a means to use activities to fill thegaps of performance between the actual
results and the expected results. This GAP can be separated into 3 main
themes
Attitude Skills
Knowledge
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CREATING A COACHING CULTURE
What is coaching?
A coach is someone who supports, explains,demonstrates, instructs and directs others viaencouragement and asking questions.
Creates the capacity for continuous improvement,development and success through supporting peopleand organisations to make best use of theirknowledge, insight, vision, creativity, sensibility, and
vast ability to learn and develop Centered on goals
Non-directive, impose solutions or opinions
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Creating the
rightenvironment
Building
Trustand
rapport
Active
questioningand
listening
Providingfeedback
Promoting
positiveoutcomes
KEY COACHING SKILLS
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Increasedmotivation Clarity anddirection
IncreasedProductivity
Ownership
andResponsibility
positiveoutcomes
KEY BENEFITS OFCOACHING
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Career Development
Career
A sequence ofpositions occupied by
a person during thecourse of a lifetime
A sense of where oneis going in ones worklife
Career Development
Career development the process ofmanaging life, learning and work over
the lifespan
Cant be delivered in isolation of oneslife experiences
Holistic in its nature
Doesnt rely on numeric result
Provides the basis for ongoing learningand development
Critical core business in every school,community and organization
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Organizational Culture and Climate
Culture refers to the behavioral norms,
assumptions, and beliefs of an organization. the way things are done around here.
Climate refers to perceptions of persons in
the organization that reflect those norms,assumptions, and beliefs.
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Definition
Hellriegel and Slocum (1974) defineorganizational climate as a set ofattributes which can be perceived
about a particular organization andor its sub-systems, and they may beinduced in the way that organization
and/or its sub-systems deal with theirmembers and environment
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HRD climateHRD climate is an integral part of organizational climate
Development climate will have the following characteristics
People are most important
Developing competencies inemployees is job of everymanager
Faith in employees to change
and acquire competencies
To be open in communicationsand discussions rather thanbeing secretive
Encouraging risk taking andexperimentation
Making efforts to helpemployees recognize theirstrengths
A climate of trust
Be helpful and collaborate witheach other
Teams spirit
Discourage stereotypes andfavouritism
Supportive personnel policies
Supportive HRD practices
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Elements of HRD climate
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OCTAPACE
Openness: is where people feel free to express their ideas, views, opinions andfeelings to each other, irrespective of their level, designations etc.
Confrontation: is the culture of facing issues squarely. People can be reliedupon to treat issues as issues and not take them as personal assault.
Trust: deals with a culture of people believing each other and acting on the basisof verbal messages and instructions, without having to wait for writteninstructions or explanations. When people say that they will do something orpromise to do something, it is simply relied upon.
Authenticity: is speaking the truth fearlessly and keeping promises once theyare made. It is indicated by the extent to which people say what they mean anddo what they say.
Proaction: is a culture that promotes initiative and explorations and newactivities and new ways of doing things are encouraged.
Autonomy: is present if every role holder in the organization, irrespective ofthe level has some scope in his or her job to use some discretion .
Collaboration: is a culture where people are eager to help each other. Thereis a spirit of sacrifice for each others sake and for the larger goals.
Experimentation: is the orientation on the part of employees to try out newways of doing things and experiment with new decisions. It characterizes arisk-taking culture in the organization.
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Factors affecting HRD climate
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HRD process