Strategic hrd
- 2. Definition: “A set of systematic and planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands” • HRD is a system • HRD develops the competencies at all levels. • HRD is a continuous and planned development effort. • The ultimate object of HRD is to contribute to the professional well-being, motivation and pride of employees.
- 4. Important characteristics • HRD is a system • HRD develops the competencies at all levels. • HRD is a continuous and planned development effort. • The ultimate object of HRD is to contribute to the professional well- being, motivation and pride of employees.
- 5. HRD : PRESENT CONTEXT • HRD is needed to develop competencies • HRD is needed to mitigate some of the evil consequences of industrialisation • HRD is needed to bring about system-wide changes • HRD is needed to develop a proper climate in the organization
- 6. HRD: INDIAN CONTEXT • Restructuring of organizations. • Emphasis on core competency • The technological changes • Work force empowerment, More attention to special categories of workers • Compensation linked to shareholders value • Greater employee’s retention and commitment
- 7. INDICATORS OF HRD: National Level • Human Resources Development deals with competency building in people. • It is the creation of a set of capabilities. • Enhanced competencies in terms of healthy living, long living, a skill base that contributes productive activities, and enhances the quality of life
- 8. Indicators of HRD: Organizational level • HRD instruments/sub-systems/mechanisms • HRD processes • HRD outcomes • Organizational outcomes
- 9. HRD has only been in common use since the 1980’s Origins can be traced to Apprenticeship training in 18th century Early vocational education programs Model T by Henry Ford in 1913 Early factory schools Outbreak of World war I- Demand for military equipment Human relation movement led by Mary Parker Follett and Lillian Gilbreth Outbreak of World war II- Training within industry (TWI) Establishment of ASTD in 1942 Professional trainers role- High performance work systems
- 10. Primary functions • Training and Development • Organizational Development • Career Development
- 11. ROLES AND COMPETENCIES OF HRD PROFESSIONALS
- 12. OTHER ROLES OF HRD HRD ROLES DESIGN LEARNING PROGRAMS RESEARCHER PERFORMANCE CONSULTANT INDIVIDUAL DEVELOPMENT AND CAREER COUNSELLOR HR STRATEGIC ADVISOR HR SYSTEMS DESIGNER AND DEVELOPER ORGANIZATION CHANGE AGENT AND CONSULTANT
- 13. Challenges to organizations and HRD professionals Increasing work force diversity Competing in a global economy Eliminating the skills gap The need for lifelong learning Facilitating organizational learning
- 15. MODEL HRD PROCESS NEEDS ASSESSMENT Assess needs and priority Define objective Develop lesson plan Develop material Select material/leader Select methods Schedule the programs Implementation of the Designed strategies • Select evaluation criteria • Determine evaluation design • Conduct evaluation • Interpret results DESIGN Implementation Evaluation
- 16. Needs Assessment Phase Process by which an organization’s HRD needs are identified and articulated. It can identify An organization goal and its effectiveness in reaching these goals. Discrepancies or gaps between employees’ skills and skills required for effective current job performance. Discrepancies between current skills and the skills needed to perform the job successfully in the future. The conditions under which the HRD activity will occur.
- 17. • Establish priorities for expanding HRD efforts • Define specific training and HRD objectives • Establish evaluation criteria Usefulness of Needs Assessment • Organizational Analysis • Task Analysis • Person Analysis What does it involve?
- 18. Strategic / organizational analysis Better understanding of the characteristics of the organization Determine if the Training and HRD activities are needed Analyze the conditions in which they are to be conducted
- 19. Components of Needs Assessment Components of Needs Assessment
- 20. Data resources required for organizational analysis
- 21. Task Analysis A systematic collection of data of about specific job to determine what an employee should be taught to achieve optimal performance”.
- 22. Data sources required for Task Analysis
- 23. Process of task analysis Develop overall job description Identify the task Describe KASO s needed to perform the job Identify areas that can benefit from training Prioritise areas that can benefit from training
- 25. DESIGNING EFFECTIVE HRD PROGRAMS SETTING OBJECTIVES SELECTING TRAINER / VENDOR DEVELOPING LESSON PLAN SELECTING PROGRAM METHODS AND TECHNIQUES PREPARING MATERIALS SCHEDULING THE PROGRAM
- 26. Delivering the HRD program After having assessed the needs and designed the HRD program, is to deliver the HRD program
- 27. EVALUATING HRD PROGRAMS HRD evaluation is defined as “the systematic collection of descriptive and judgmental information necessary to make effective training decision related to the selection, adoption, value; and modification of various instructional activities.”
- 28. Purpose of Evaluation Determine whether a program is accomplishing its objectives Identify the strength and weaknesses of HRD programs, which can lead to changes, as needed Determine cost- benefit ratio of an HRD program Decide who should participate in future HRD programs Identify which participants benefited the most or least from the program Gather data to assist in marketing future programs Establish a database to assist management in making decisions
- 30. Assessing the impact of HRD programs COST – BENEFIT ANALYSIS COST EFFECTIVENESS ANALYSIS Training program costs Direct costs Indirect costs Development costs Overhead costs
- 31. HRD Applications: Socialization- “the process by which an individual acquires the social knowledge and skills necessary to assume an organizational role” Organizational roles Group Norms Hierarchical- a rank dimension Functional- a task dimension Inclusionary - a social dimension Peripheral (unimportant behaviour) Relevant (desirable not essential) Pivotal (essential behaviour)
- 32. Content of socialization Preliminary learning Learning about the organization Learning to function in the work group Learning to perform job Personal learning
- 33. Model of Socialization Stage II: Encounter stage Anticipatory socialization Change and acquisition Stage I Stage II Stage III
- 34. People processing strategy Strategies that are developed by organizations to influence the adjustment of new members. Custodial orientation Content innovation Role innovation Realistic Job Review Vaccination against unrealistically high expectations Self selection Coping effect Personal commitment
- 35. Employee orientation programs 1 Reduce newcomer’s stress and anxiety 2 Reduce startup cost 3 Reduce turnover 4 Reduces lead time 5 Assist the newcomer in learning the organization’s values, culture and expectations 6 Assist the newcomer in acquiring appropriate role behaviors 7 Help them adjust to the work group and its norms 8 Encourage development of positive attitudes
- 36. Problems with orientation programs Too much emphasis on paperwork Information overload Information irrelevance Scare tactics Too much selling of organization Emphasis on formal, one way communication One-shot mentality No evaluation of the program Lack of follow-up