Human Resource Development

American Framework
What is HRD
Learning experience provided by employer to
bring performance improvement or personal
growth

Activity areas of HRD

Training
Education
Development

British Framework
HRD is learning for personal growth and developing
human potential
Improvements in performance follow-on as a
consequence of learning
It encompasses a range of organizational practices that
focus on:

Training and development

Career development and lifelong learning
Organisation development
Organisational knowledge and learning

Principal Changes in the evolution of

HRD
From

To

Training as something
organization do to people

Learning as something people

take responsibility for

Focus on formal interventions

Focus on informal workplace

learning

Trainer as an instructional
expert

HRD practitioner as a
facilitator

Psychological perspectives on
learning

Sociological perspectives on
learning

Centralized training depts.&

Smaller centralized,
large teams of internal trainers decentralized & outsourced
teams delivering training on
more flexible basis

Indian Framework
HRD is a process by which employees are
helped, in a continuous, planned way to:
Acquire or sharpen capabilities required for
present & future roles
Develop their general capacities as
individuals
Develop an organizational culture

HRD Goals
Developing Capabilities of each employee
in relation to his present job
in relation to his expected future role
as an individual

Developing
Dyadic relationship
Team spirit
collaboration

Developing
Overall organizational health and self renewing capabilities

Sub-systems of Integrated HRD and

their Linkage

Performance appraisal
Potential appraisal
Feedback & counseling
Career planning and development
Training and development
Organizational development

HRD Practices in India

The overall practices seems to be convenience driven
rather systems-driven
The systems are not integrated
Performance management and training and development
have evolved and matured to a substantial degree
OD & feedback & counseling are in the next level of
maturity
Potential appraisal & career development are the least
developed and used systems

HRD Climate
Certain tendencies on the part of the organization
constitute HRD climate
What are they (a few examples)
Treating the people as the most important resources
Faith in the capability of employees to change
Open communication
A climate of trust
Encouraging risk taking and experimentation
Making employees to know their strengths & weaknesses
Team spirit

Components of HRD Climate

General HRD Climate
OCTAPAC Culture
Openness, confrontation, trust, autonomy,
proactivity, authenticity, and collaboration

HRD Mechanisms

HRD Climate in India

The study aimed at assessing the extent of
HRD climate prevailing in India
The information collected from 1905
employees working in 42 organisations
covering manufacturing, service and IT sectors
of employment in India forms basis for this
study

Overall Findings
Moderate (59.61%) HRD climate was prevailing in the
organisations in India
OCTAPAC culture was more prevalent than HRD mechanisms
and general HRD climate
Manufacturing sector secured better scores than IT and
service sector in all three categories of HRD climate
The service sector occupied second place followed by IT
sector
Overall HRD climate in India has improved marginally (from
54% to 59.61%) over a period of time (1986 -2008)

Positive Factors
People are helpful to each other
Juniors see opportunity for development
when seniors delegate authority to them
Employees learn seriously from training
programmes whenever they are nominated
Top managements belief about the
importance of human resources
Team spirit prevailing among employees.

The Impediments
Job rotation is not much helpful for employee development
Indifference on the part of employees to find out their strengths
and weaknesses from others and make use of them for their
development
Dissatisfaction of the employees on the basis of promotion
decisions
Lack of readiness on the part of the top management to invest
considerable part of time and resources for employee
development
Personnel policies
Lack of enough information to employees on career opportunities
in organisations.