Human Resource Development (HRD) is the framework for helping employees develops their personal and organizational skills,

knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers. Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases. Scope of Human Resource Development HRD 1. Training and Development: HRD involves training and developing the employees and managers. It improves their qualities, qualifications and skills. It makes them more efficient in their present jobs. It also prepares them for future higher jobs. 2. Organisational Development (OD): HRD also involves Organisational Development. OD tries to maintain good relations throughout the organisation. It also solves problems of absenteeism, internal conflicts, low productivity and resistance to change. 3. Career Development: HRD also involves career planning and development of employees. It helps the employees to plan and develop their careers. It informs them about future promotions and how to get these promotions. So HRD helps the employee to grow and develop in the organisation. 4. Performance Appraisal: HRD conducts Performance Appraisal, Potential Appraisal, etc. It informs the employees about their strengths and weaknesses. It also advises them about how to increase their strengths and how to remove their weaknesses. 5. Multidisciplinary: HRD is multidisciplinary. That is, it uses many different subjects. It uses education, management, psychology, communication, and economics. HRD uses all these subjects for training and developing the employees. 6. Key Element for solving problems: Now-a-days an organisation faces many different problems. These problems are caused due to the economic, technological and social changes. These problems can be solved only by knowledge, skill and creative efforts. This knowledge, skill, etc. is achieved from HRD. Therefore, HRD is a key element for solving problems in the organisation. 7. Continuous in Nature: HRD is not a onetime affair. It is a continuous process. Development of human resources never stops. This is because continuous changes happen in the organisation and environment.

8. Integrated use of sub-systems: HRD system involves the integrated use of sub-systems such as performance appraisal, potential appraisal, career planning, training, etc. 9. Placement: HRD places the right man in the right job. Placement is based on performance appraisal, potential appraisal, training, etc. Proper placement gives satisfaction to the employee, and it increases the efficiency. 10. Promotions and Transfer: HRD also gives promotions and transfers to the employees based on performance appraisals, etc. 11. Motivation by Rewards: HRD also motivates the employees by giving them rewards for performing and behaving better, suggesting new ideas, etc. Financial and non-financial rewards are given. The New Roles of the Human Resources Professional The role of the HR manager must parallel the needs of his or her changing organization. Successful organizations are becoming more adaptive, resilient, quick to change direction and customer-cantered. Within this environment, the HR professional, who is considered necessary by line managers, is a strategic partner, an employee sponsor or advocate and a change mentor. Strategic Partner In todays organizations, to guarantee their viability and ability to contribute, HR managers need to think of themselves as strategic partners. In this role, the HR person contributes to the development of and the accomplishment of the organization-wide business plan and objectives. The HR business objectives are established to support the attainment of the overall strategic business plan and objectives. The tactical HR representative is deeply knowledgeable about the design of work systems in which people succeed and contribute. This strategic partnership impacts HR services such as the design of work positions; hiring; reward, recognition and strategic pay; performance development and appraisal systems; career and succession planning; and employee development. Employee Advocate As an employee sponsor or advocate, the HR manager plays an integral role in organizational success via his knowledge about and advocacy of people. This advocacy includes expertise in how to create a work environment in which people will choose to be motivated, contributing, and happy. The HR professional helps establish the organizational culture and climate in which people have the competency, concern and commitment to serve customers well. In this role, the HR manager provides employee development opportunities, employee assistance programs, gain-sharing and profit-sharing strategies, organization development interventions, due process approaches to problem solving and regularly scheduled communication opportunities.

Change Champion The constant evaluation of the effectiveness of the organization results in the need for the HR professional to frequently champion change. Both knowledge about and the ability to execute successful change strategies make the HR professional exceptionally valued. Knowing how to link change to the strategic needs of the organization will minimize employee dissatisfaction and resistance to change. The HR professional contributes to the organization by constantly assessing the effectiveness of the HR function. He also sponsors change in other departments and in work practices. To promote the overall success of his organization, he champions the identification of the organizational mission, vision, values, goals and action plans. Finally, he helps determine the measures that will tell his organization how well it is succeeding in all of this. HRD CAREERS There are not many people in India who have chosen their career as HRD professional right from day one. Large numbers of career HRDians come from generic HR functions & remain with HRD for rest of their career. The opportunities are plenty from as low as an HRD executive to vice-president (HRD). In recent times, there are specialized jobs within the ambit of HRD functions like Manager (elearning), Manager (induction training) or Manager (HRD outsourcing). The salary & service conditions are on par with other HR functionaries. Those who continuously improve their capabilities & render value addition services for their organization have risen to the level of directors & even in some cases as Chairman & Managing Director of their organization. Qualities Required From Management 1. Top to Bottom effort: - Organization is considered to be complete organization after including top authority to bottom line of workers. And whenever we talk about development at organizational level effort is needed from top level to bottom level. Top authority should not have thinking in their mind that their task is to only take decisions but they should also emphasized on proper implementation of decision by adopting various controlling technique. Bottom level workers should have loyal mind-set towards their organization. Bottom level workers have to work with dedication. They should have realization that organization is their organization. 2. Motivator role of Manager and Supervisor: - To prepare Human Resource Development Climate, Manager and Supervisors responsibilities are more or we can say that they are the key players. Manager and Supervisors have to help the employees to develop the competencies in the employees. To help the employees at lower level they need to updated properly and they need to share their expertise and experience with employees. 3. Faith upon employees: - In the process of developing HRD Climate employer should have faith on its employees capabilities. Means whatever amount is invested that should

be based on development of employees. Top management should trust the employees that after making huge effort to develop employees, employees will work for the well being of organization and for human being also. 4. Free expression of Feelings : - Whatever Top management feels about employees they have to express to employees and whatever employees think about top management it must be express in other words we can say that there should not be anything hidden while communication process. Clear communication process will help to establish the HRD Climate. 5. Feedback: - Feedback should be taken regularly to know the drawbacks in system. This will help to gain confidence in employees mind. Employee will trust on management and he can express his opinion freely which is very good for HRD Climate. Feedback will help to remove the weakness. 6. Helpful nature of employees: - Whenever we talk about 100% effort then we have to talk about employees effort too. Nature of employees should be helping for management and for its colleagues. They should be always read to help to customers too. 7. Supportive personnel management: - Personnel policies of organization should motivate employees to contribute more from their part. Top managements philosophy should be clear towards Human Resource and its well being to encourage the employees. 8. Encouraging and risk taking experimentation: - Employees should be motivated by giving them authority to take decision. This concept is risky but gradually it will bring expertise in employees to handle similar situation in future. It will help to develop confidence in employees mind. Organization can utilize and develop employees more by assigning risky task. 9. Discouraging stereotypes and favoritism: - Management need to avoid those practices which lead to favoritism. Management and Managers need to give equal importance. Those people who are performing good they need to appreciated and those who are not performing good they need to be guided. Any kind of partial behaviour should be avoided. 10. Team Spirit: - There must be feeling of belongingness among the employees, and also willingness to work as a team. Components of HRD Climate 1. Organizational Structure- An organizations structure is actually a snapshot of a work process, frozen in time so that it can be viewed. The structure enables the peoples energy to be focused towards process achievement and goal achievement. Employee must have a clear definition of not only the work structure but also the role used to organize the work. If the structure and the role is not clear, people will not know what the work process is, who is responsible for what, whom to go for help and decision, and who can Assist in solving problems that may arise. 2. Organizational Culture- Organizational culture is the pattern of beliefs, knowledge, attitudes, and customs that exists within an organization. Organizational culture may result in part from senior management beliefs or from the beliefs of employees. Organizational culture can be supportive or unsupportive, positive or negative. It can affect the ability or willingness of employees to adapt or perform well within the organization.

The most effective work culture is one that supports the organizations HR strategies by aligning behaviors, processes and methods with the desired results. It is not just achieving results but the methods through which they are achieved that are critical to long-term success. Before any HR strategy is designed there must be a clear understanding of the organization, its current values, its structure, its people as well as its goals and vision for the future. 3. HR Processes- The HR system of an organization should be comprehensive enough to take care of employees from the time they join till the time they leave HR. Their demands must not be ignored, but a feeling of belongingness be created. Process should be very clear and impartial, so that employees faith in organization. From recruitment to retirement whole process should be according to employees expectation and ability of employer. Measuring HRD Climate 1. Economic condition An organizations economic condition influences its culture in several ways. The more prosperous an organization is the more it can afford to spend on research and the more it can afford to risk and be adventurous. 2. Leadership Style: - An organization leadership style plays a profound role in determining several aspects of its culture. An authoritarian style may make the organizations culture characterized by high position structure, low individual autonomy, low reward orientation, low warmth and support and so on, or it may be opposite, like goal directed leadership. 3. Managerial assumption about human nature: - Every act on the part of the management that involves human beings is predicated upon assumptions, generalizations and hypotheses relating to human behaviour. There are two theories of behaviour (Theory X and Theory Y). 4. Managerial values and ethos: - The feeling of managers about norms and values what is good and what is poor as management practice. There are few dimensions on which it can be checked. They are self-awareness, risk-taking, participation, bureaucracy, equity, employees security and growth. 5. Organization size: - A small organizations there are few levels of management; these are generally more amenable to democratic and participative functioning than big organizations. More open communication system in small organizations. Hence these organizations have a different type of climate than what are in big organizations. The HR Scorecard argues that HR measurement systems must be based on a clear understanding of organizational strategy and the capabilities and behaviors of the workforce required to implement that strategy. Thus, an HR Scorecard is a mechanism for describing and measuring how people and people management systems create value in organizations, as well as communicating key organizational objectives to the workforce. It is based on a strategy map which is a visual depiction of what causes what in an organization, beginning with people and ending with shareholder or other stakeholder outcomes. The HR Scorecard is built around a series of examples and a process that helps managers to do this work in their own firms designing an HR architecture that relentlessly emphasizes and reinforces the implementation of the firms strategy.

The HR Scorecard has five key elements:

The first element is what we called Workforce Success. It asks: Has the workforce accomplished the key strategic objectives for the business? The second element is we called Right HR Costs. It asks: Is our total investment in the workforce (not just the HR function) appropriate (not just minimized)? The third element we describe as Right Types of HR Alignment. It asks: Are our HR practices aligned with the business strategy and differentiated across positions, where appropriate? The fourth element is Right HR Practices. It asks: Have we designed and implemented world class HR management policies and practices throughout the business? The fifth element is Right HR Professionals. It asks: Do our HR professionals have the skills they need to design and implement a world-class HR management system?

Benchmarking HR activities: There is a proposed set of activities for benchmarking the organizations HR department: 1) Decide the composition of the audit team: There has to be a representative from the HR function and from among senior line managers if the exercise has to have any credibility. But it is not essential that the head of the senior HR manager lead the team. 2) Identify the functions main customers: The key decision is to clarify who makes the final decision to buy the services provided by the function. In a decentralized multi-divisional organization, this is likely to be the general managers of the strategic business units. 3) Review the HR functions mission statement: This statement describes the reason for the HR functions existence, its principal activities and its most important values. 4) Review the functions role in formulating and implementing the organizations strategy: This step is critical to establishing the link between HR policy and practices, on the one hand, and the organizations overall business strategy, on the other. 5) Review the HR functions role in developing relevant HR policies and practices: 6) Review the delivery of HR policy and practices: Questions need to be asked here in relation to the HR activities currently being undertaken by HR or personnel staff which could perhaps be done as well or even better by line managers, by computers or by external agencies and consultants. An alternative option is to establish an internal consultancy or business unit in which the HR function sells its services both inside and outside the organization. The advantage of this approach is that line managers can go elsewhere if they are not happy with the service they receive from the HR function within the organization. 7) Make internal comparisons to establish best practice: The organization need to build and constantly update a unique database of HR practices that gives an overview of developments within the worlds largest organizations today. 8) Review the outcome of analysis: Performance gaps need to be identified and the policy implications need to be discussed with the customer. The commitment for implementing the necessary improvements should be gained. This implies that those ultimately responsible for implementing the changes, a) Acknowledge the need for improving HR policies and practices. b) Understand the difference between the current HR practice and what is desired. c) Accept and retain full ownership of the practical steps towards implementation.

9) Implement the agreed improvements and measure the progress against pre-set targets: The metrics selected should be the agreed upon true indicators of the HR functions performance and compare the results with industry averages, competitors, best practice firms, and/or with set targets or previous performance ratings. It is usually feasible to produce relevant ratios of the HR performance data. The most likely ratios should cover unit costs and appropriate customer satisfaction measures. If measures are not clear or difficult to obtain, two alternatives are possible. One, the process of determining appropriate HR performance measures becomes a key step in the benchmarking process itself. Or, there are approximate measures available from other functional areas that give an indication on the HR function is performing. Measuring & Benchmarking HR Functions & Processes provides a unique and highly targeted opportunity for a select group of companies to get their services and products in front of senior level HR decision-makers. This is not a tradeshow and therefore exhibits and sponsor opportunities are limited to a small and exclusive group of companies. As a forward thinking professional, you know that having a clear strategy for measuring and managing internal services is the key to the overall success of your organization. Assessment centers It is a technique which is used for measuring certain dimensions of a persons competency. The technique consists of a mix of separate techniques for measuring psychological dimensions such as traits, qualities or competencies of people. The technique consists of a group of people undergoing a series of work related exercises and simulations along with some standard psychometric instruments. Their behaviour behaviour while undergoing the exercises and simulations is observed by a set of trained and experienced observers who record their observations and integrate these to arrive at a measurement of the competency of each of the participants. Assessment centers are well-integrated sets of tests, exercises, simulations and instruments which are designed to cover all aspects of a group of dimensions (personality qualities or competencies) so as to provide as valid a picture of the participant as possible WHY HAVE AN ASSESSMENT CENTRE? Every organisation wants people with the competencies that are inconsonance with the objectives of the Organisation. Therefore the organisations aim would be to find such people and if necessary, to develop the required competency in the existing people. This strategy along with the obvious benefits, has the added advantage of motivated people who would participate enthusiastically in the advancement of the organisation, as this would inherently imply their own advancement too. Thus Assessment centres are not only a very accurate means of gauging the competency of people, they also have an added advantage that they are eminently introspective and give rise to an internal need for development in the participants who undergo these assessment centres. Assessment Feedback Feedback is the process where the participants are made aware of their observed behaviour in controlled circumstances and how they measure up to a set of competencies, which are relevant to the organisation. Feedback is in two parts ; The organisation receives feedback about the

competency of the people therein and the participant receives feedback on his performance in the assessment centre. 1. Covers Strengths and Development areas. 2. Behavioural observations and change of behaviour 3. Explain the effectiveness of the behaviours 4. Examples of behaviour to be highlighted. 5. Participant can also comment or elaborate. 6. Alternate or corrective behaviour to be suggested. 7. The esteem and secrecy about the participant must be maintained.