notes of HRD

1. What is hrd ? it function ?
Human resource development means building 3CS – Capabilities, commitment & culture.
CAPABILITY
Capability building requires developing the knowledge & skills of a person.
COMMITMENT
Commitment comes through desire to excel (proficient in an activity), positive attitude
towards work, co-operative, involvement.
CULTURAL
desirable.
vironment &
not with improving people health or their personal relations with their family.
Definition:-
A set of systematic & planned activities designed by an organization to provide its
members with the necessary skill to meet & future job demands.
HUMAN RESOURCE DEVELOPMENTFUNCTIONS
1. TRAINING DEVELOPMENT
employee orientation and skills training
focus more on development activities.
-coordinating T&D programs to ensure that
managers & supervisions have the knowledge & skills to be effective in their
positions.
2. ORGANIZATION DEVELOPMENT
well-being of its members through planned interventions.
-intervention is to function as a
change agent.
facilitating a meeting of the employees responsible for planning & implementing
the actual change process.
3. CAREER DEVELOPMENT
-going process bywhich individuals progress through a series of stages of
stages each of which is characterized by a relatively set of themes & tasks.
on what the organization can faster employee career development.

2. HUMAN RESOURCE DEVELOPMENTCHALLENGES
1. INCREASING WORKFOCE DIVERSITY
of cultural& gender lines.
a catalyst of unity.
affect the efficiency of individual and a team.
2. COMPUTING IN A GLOBAL ECONOMY
retaining the workforce successfulcompanies will institute quality improvement
processes & introduce change efforts.
effectiveness.
communication & conduct differently in different countries.
employees.
3. ELIMINATING THE SKILL GAP
for the young college and schoolgraduates.
accounted with the practical aspectof the job.
gap between the required skills by the employer &
what the recruited employees possess.
6.1OTHER HUMAN RESOURCE DEVELOPMENT CHALLENGES
-effectiveness.
improved quality and value.
meet increased expectations of worker creativity, risk taking and
adaptation to change.
resources.
Increasing pressure of globalization.

3. EVOLUTION IN INDIA
Started by Larsen & Turbo in 1975.
Appointed two consultants from the Indian Institute of Management, Ahmedabad to study
the performance appraisal system.
The two persons Pareek and Rao (1975) recommended that “... Performance Appraisal,
Potential Appraisal, Feedbackand Counseling, Career Development and Career Planning
and Training and Developmentget distinct attention as uniqueparts of an integrated system
which we call the Human Resources Development System”.
Pareek and Rao (1977) in their second report of the Human Resources system in L&T
recommended that the personnel function should be viewed as Human Resources Function
(HRF) and suggested a trifurcated function: Personnel Administration,HRDand Worker
Affairs.
What is training & developmentwithprocess? whatare different the types of training&
developments?
Training and development refers to educational activities within a company created to
enhance the knowledge and skills of employees while providing information and instruction
on how to better perform specific tasks.

6. • Reaction:Reaction implies how favorably the participants have responded to the
training. This evaluation is primarily quantitative in nature and is a feedback to the
training and the trainer. The most common collection tool is the questionnaire that
analyses the content, methodology, facilities and the coursecontent.

7. • Learning: At the level of learning the evaluation is doneon the basis of change in the
ASK (Attitudes, skills and knowledge) of the trainees. The evaluation involves
observation and analysis of the voice, behaviour, text. Other tools used apart from the
observation are interviews, surveys, pre and posttests etc.
• Behaviour: Behaviour evaluation analyses the transfer of learning from the training
session to the work place. Here the primary tool for evaluation is predominantly the
observation. Apart from the observation, a combination of questionnaires and 360
feedbacks are also used.
• Results:The results stage makes evaluations towards the bottomline of the
organization. Here the definition of the results depends uponthe goal of the training
program. The evaluation is done by using a control group allowing certain time for the
results to be achieved.
On the job and off the job training methods
The major differences between these two training methodologies have been listed here:
1. On the job training involves imparting training in the real work environment i.e. it
believes in learning by doing; while off the job training involves imparting
training outside the real work environment i.e. the principle of learning by
acquiring knowledge is adopted.
2. Under on the job training the training and performance goes simultaneously so
production is not hindered at the time of training; while under off the job
training methods first training is imparted and then the real performance follows
and therefore does not add anything to actual production during training.
3. ‘On the job training aims at developing the best practices for a specific job and
getting the job done; while off the job training methods aim at learning basic facts
and skills and is more general in nature.
4. On the job training is usually imparted by experienced workers and first line
supervisors at the workplace; while ‘off the job training is imparted usually by the
academicians and professionals at any place other than the real workplace.
5. ‘On the job’ training methods are suitable when the trainees are limited in
numbers and the job is not hazardous in nature; while off the job training methods
can be utilized to train any numbers of employees and for jobs that involve risks.
6. ‘On the job’ training methods are simple and less-expensive because they utilize
the actual workplace and firm’s supervisors for imparting training; while off the
job training methods are quite expensive as they need a complete different set-up.
Training here is imparted in an artificial set-up and outside experts are hired for the
purpose.

8. 7. Most popular on the job training methods include job rotation and apprenticeship
training; while the popular off the job training methods include classroom lectures
and simulation exercises.
8. On the job training is generally imparted in case of manufacturing firms for
production-related jobs; while off-the-job training is mostly imparted for
managerial and non-production related jobs.

10. What is hrd audit?

13. Discuss the reason of audit failure?
There are at least two cases of HRD Audit not resulting in anything. The HRD Manager was
very enthusiastic in getting the HRD audited. The Audit report indicated a very poorstate of
HRD in the company. The staff competencies were rated as poor, the practices questioned
and improvements suggested. The Benchmarking data also indicated this company to be one
of the poorperformers in terms of HRD though in terms of the profits etc. the company was
in the forefront and was facing competition. Though the audit started with an interview with
the CEO, no opportunity was provided to the Auditors to make a presentation to the CEO.
As a result the audit report did not receive any attention and the auditors considered the
effort a waste. In another company, the top management commissioned the Audit but got
busy with reorganization of one of their critical marketing functions. In the process and due
to market competition all the energies of the top management and their HR staff got diverted
to the new organizational structure and they did not even have an opportunity to know the
findings of the Audit. The auditors felt that some of the audit findings directly relate to
business improvements in terms of the very reorganization they were planning. But the
auditors were not in a position to draw the attention of the top management. The effort did
not result in any thing. These two events make it clear that the following processes in the
HRD Audit have potential in initiating and managing change:
l Initial interviews with the Top management.
l Bench Marking data on HRD Audit questionnaire supplied to the company.
l Presentation by the Auditors at the end of the audit.
l The report itself and the way the report is handled.
Unit 5