University of Caloocan City

Camarin Campus
Master of Arts in Educational Management

Topic: Human Resource Development

Reported by: Leonard Remking V. Lustre

INTRODUCTION
• HRD concept was first introduced by Leonard Nadler in 1969 in a conference in US.
• Development of human resources is essential for any organisation that would like to be
dynamic and growth-oriented.
• The focus of all aspects of HRD 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 or informal.

Definitions of HRD
• Human resource development (HRD) is the framework for helping employees develop
their personal and organizational skills, knowledge and abilities.
• Human Resource Development is the part of Human Resource Management that
specifically deals with training and development of the employees in the organization.

DEFINITION OF HRD BY VARIOUS SCHOLARS

• According to Leonard Nadler,
"Human Resource Development is a series of organised activities, conducted within a specialised
time and designed to produce behavioural changes.“
• In the words of Prof. T.V. Rao,
"HRD is a process by which the employees of an organisation are helped in a continuous and
planned way.
• According to M.M. Khan,
"Human resource development is the across of increasing knowledge, capabilities and positive
work attitudes of all people working at all levels in a business undertaking."

THE CONCEPT OF HUMAN RESOURCE DEVELOPMENT

• Acquire or sharpen capabilities required to perform various functions associated with
their present or expected future roles;
• Develop their general capabilities as individuals and discover and exploit their own inner
potentials for their own and/or organisational development purposes; and
• Develop an organisational culture in which supervisor-subordinate relationships,
teamwork and collaboration among sub-units are strong and contribute to the professional
well-being, motivation and pride of employees.

DIFFERENCE BETWEEN HRM AND HRD

Key Differences Between HRM and HRD
The significant differences between HRM and HRD are discussed in the following
points:
1. Human Resource Management refers to the application of principles of management to
manage the people working in the organization. Human Resource Development means a
continuous development function that intends to improve the performance of people
working in the organization.
2. HRM is a function of management. Conversely, HRD falls under the umbrella of HRM.
3. HRM is a reactive function as it attempts to fulfill the demands that arise while HRD is a
proactive function, that meets the changing demands of the human resource in the
organization and anticipates it.
 4. HRM is a routine process and a function of administration. On the other hand, HRD is an
ongoing process.
5. The basic objective of HRM is to improve the efficiency of employees. In contrast to
HRD, which aims at developing the skill, knowledge and competency of workers and the
entire organization.
6. HRD is an organizationally oriented process; that is a subsystem of a big system. As
opposed to HRM where there are separate roles to play, which makes it an independent
function.
7. Human Resource Management is concerned with people only. Unlike Human Resource
Development, that focus on the development of the entire organization.

NEED FOR HRD

HRD seeks to achieve following objectives:
1. Organisational Objectives
• To contribute to organisational effectiveness
• To help organisation achieve business objectives
• To provide level of service appropriate to orgn
2. Societal Objectives
• To respond to the needs of and challenges of society
• To minimize the adverse impacts on orgn
• To reflect social concerns
3. Employee Objectives
• To assist employees in achieveing potential goals
• To facilitate vongruence of personal and organisational goals

FUNCTIONS OF HRD
• Training and Development (T&D)
• Organizational Development
• Career Development

Training and Development

• Training – improving the knowledge, skills and attitudes of employees for the short-
term, particular to a specific job or task.
– Employee orientation
– Skills & technical training
– Coaching
Development– preparing for future responsibilities, while increasing the capacity to
perform at a current job.
– Management Training
– Supervisor Development
Organizational Development
• The process of improving an organization’s effectiveness and member’s well-being
through the application of behavioral science.
• Focuses on both macro- and micro-levels
• HRD plays the role of a change agent
Career Development
• Ongoing process by which individuals progress through series of changes until they
achieve their personal level of maximum achievement.
– Career planning
– Career management

CRITICAL HRD ISSUES

• Strategic Management and HRD
• The Supervisor’s Role in HRD
• Organizational Structure of HRD
Strategic Management & HRD
• Strategic management aims to ensure organizational effectiveness for the foreseeable
future – e.G., Maximizing profits in the next 3 to 5 years
• HRD aims to get managers and workers ready for new products, procedures, and
materials
Supervisor’s role in HRD
• Implements HRD programs and procedures
• On-the-job training (OJT)
• Coaching/mentoring/counseling
• Career and employee development
• A “front-line participant” in HR
Organizational Structure of HRD Departments
• Depends on company size and status.
• No single structure used.

Sample HRD Jobs/Roles

• Executive/manager
• HR strategic advisor
• HR systems designer/developer
• Organization change agent
• Organization design consultant
• Learning program specialist
Sample HRD Jobs/Roles – 2
• Instructor/facilitator
• Individual development and career counselor
• Performance consultant (coach)
• Researcher
HR Manager Role
• Integrates HRD with organizational goals and strategies
• Promotes HRD as a profit enhancer
• Tailors HRD to corporate needs and budget
• Institutionalizes performance enhancement
HR Strategic Advisor Role
• Consults with corporate strategic thinkers
• Helps to articulate goals and strategies
• Develops HR plans
• Develops strategic planning education and training programs
Performance Consultant (Coach)
• Advises line management on appropriate interventions to improve individual
and group performance
• Provides intervention strategies
• Develops and provides coaching designs
• Implements coaching activities
 Researcher
• Assesses HRD practices and programs
• Determines HRD program effectiveness
• Develops requirements for changing HRD programs to address current and
future problems
Challenges for HRD
• Changing workforce demographics
• Competing in global economy
• Eliminating the skills gap
• Need for lifelong learning
• Need for organizational learning
Changing Demographics in the Workplace
• By 2020, it is predicted that:
• African-americans will remain at 11%
• Hispanics will increase from 9% to 14%
• Asians will increase from 4% to 6%
• Whites will decrease from 76% to 68%
• Women will increase from 46% to 50%
• Older workers (>55) will increase to 25%
Competing in the Global Economy
• New technologies
• Need for more skilled and educated workers
• Cultural sensitivity required
• Team involvement
• Problem solving
• Better communications skills
Eliminating the skills gap
• Example: in south carolina, 47% of entering high school freshmen don’t graduate.
• Best state is vermont, with 81% graduating
• Employees need to be taught basic skills:
 Math
 Reading
 Applied subjects
 Need to improve U.S. Schools!
Need for Lifelong Learning
• Organizations change
• Technologies change
• Products change
• Processes change
• PEOPLE must change!!
Need for Organizational Learning
• Organizations must be able to learn, adapt, and change
• Principles:
 Systems thinking
 Personal mastery
 Mental models
 Shared visions
 Team learning
A Framework for the HRD Process
• HRD efforts should use the following four phases/stages:
 Needs assessment
 Design
 Implementation
 Evaluation
Training & HRD Process Model

Needs Assessment Phase

• Establishing HRD priorities
• Defining specific training and objectives
• Establishing evaluation criteria
Design Phase
• Selecting who delivers program
• Selecting and developing program content
• Scheduling the training program
Implementation Phase
Implementing or delivering the program
Evaluation Phase
• Determining program effectiveness – e.g.,
 Keep or change providers?
 Offer it again?
 What are the true costs?
 Can we do it another way?

References:

 http://www.whatishumanresource.com/human-resource-development

 http://www.shareyouressays.com/116955/what-are-the-structures-of-hrd-system-in-
organisations

 http://www.mbaofficial.com/mba-courses/human-resource-management/human-resource-
planning-and-development/what-is-human-resource-development-and-what-are-the-
functions-of-hrd/

 http://keydifferences.com/difference-between-hrm-and-hrd.html

 http://www.slideshare.net/sampathkaru/human-resource-development-12514233

 http://www.slideshare.net/saumyadvd/introduction-to-human-resource-development