Human Resource Development

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 Part I

01.

(a)
 Get clear information on: Expectations, Norms, Roles and values.
 Accurate help in interpreting events.
 Assistance in developing needed knowledge, skills, abilities and others.

(b).

 Realistic job preview (RJP)

 Employee orientation

(C)

 Too much paperwork.

 Information overload.
 Irrelevance of information.
 Too much one way communication.
 No proper evaluation of program.
 Lack of follow-up.

02. (a).

Positive and active managers Negative and reactive managers

Empowers employees. Controls employees.

Informs employees of job-related changes Sink or swim approaches to job-related

and provides opportunities for training. changes.
Provide feedback regularly and reward Provide feedback or intervenes only to
effective performance when it occurs. correct problems or increase production.

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(b).

 Increase employee engagement.

 Establishes open communication and honest feedback.
 Develop problem solving skills.
 Help to achieve organizational goal.
 Increase employee performance and employee self efficacy.

03.

(i). Internal Factors

Organizational Structure - The formal system of task and reporting connections that
regulates, coordinates, and encourages workers to work together to achieve an organization's
goals is known as organizational structure. The policies, processes, and expectations of the
organization are all part of this. Employees will be more efficient with a healthy
organizational structure.

Leadership style - Leadership is crucial in establishing the tone of an organization. Trust in

leadership is the one attribute that has a favorable impact on employee behavior. Employees
are motivated to be more productive when they regard their leaders as trustworthy, honest,
and honorable. Leaders can motivate employees and lead to achieve expected outcomes, for
that leaders should be more clever. The remainder of the company will follow leadership's
lead.

(ii). External Factors

Personal Life - Employees' personal lives might have a direct influence on their work
performance. If there is a dispute in the employee's personal life, it might influence their
performance at work. Employees may react badly to workplace criticism and interactions
with management. Employees who are driven and happy at home are more likely to be
motivated and happy at work.

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Business Relationship - Employee behavior is influenced by other business ties. Employees
may respond in their performance as a result of high expectations, for example, if a firm has a
relationship with another business and the other business has high expectations. The
partnership organization may create more pressure in employees’ behavior or work
performance.

04.

Goal - The organizational goal is the destination for all efforts. It is the goal or ultimate goal
that managers are aiming for. Goals serve as a guide and a point of reference.

Strategy – Action that managers take to achieve goals of the organization. The broad
direction established for the firm and its different components to attain a desirable condition
in the future is referred to as strategy.

Human Resource Development is a framework for assisting people in developing their skills,
knowledge, and talents, which increases the performance of a company. It might be a stand-
alone function or one of the HRM department's major functions. As a "human resource
wheel," the connection between HRM and HRD operates. Three major HRD functions were
recognized in the original HR wheel: 1. Training and development, 2. Organizational
development and 3. Career development. HRD is improving the knowledge, skills and
attitudes of employees for the short-term, particular to a specific job or task. Workers in the
business are readily inspired to work toward the company's goals as a result of good HRD
implementation since the human resource office has provided the essential assistance to make
the employees better. The organization's goals will be fulfilled if the personnel improve at
what they do.

Companies place a high value on human resource development. HRD's responsibilities

included both short- and long-term process and people development. HRD also contributes to
enhanced organizational performance and personal development. HRD has several
advantages, including boosting quality and productivity, assisting organizations in adapting to
change, increasing employee happiness and lowering labor turnover, improving work life
quality, and cultivating a learning culture. HRD can linked to the goals and strategies of an
organization.

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 Part II

01.

Human Resource Development is a planned and methodical framework for assisting

individuals and organizations in developing their personal and organizational skills,
knowledge, and talents in order to meet current and future business needs. It covers training
and development, organization development and career development.

Under the career development HRD cover understanding employee careers, influencing those
careers, changing knowledge, skills, abilities and other characteristics to reflect changes in
environment and assist employees in preparing for new work and enhance their
employability. Under the career management process, HRD professional’s responsibilities are
includes career development professional, Recognize individual's career ownership, Be a
broker for career development, Develop expertise in career development and assessment
technologies, Create support and info for individual efforts, Promote work planning over
career planning, Promote learning through work, Be interventionist, Promote mobility and
lifelong learner, Use existing resources.

Career development is a continual process that allows a resource to advance in the company
by advancing through several phases, each with its own set of difficulties and responsibilities
to complete. While a resource is expected to create their own professional path, the HRD
department must also carry equal responsibilities through effective education and enablement
initiatives. Career development is a two-phase process that includes both career planning and
management.

Career planning is analyzing an individual's talents and skills in order to create a realistic
career plan. This necessitates time spent with the individual by the management, a subject
matter expert, or even a third-party counselor in order to create the career plan. The fact that
both the person and the career planner must agree on the plan is critical. HRD goes on to the
career development phase after the career plan is in place. HRD's ability and effectiveness in
retaining outstanding personnel through career advancement is critical to an organization's
success. Importantly, the entire process of professional growth should be a team endeavor
rather than a solo one.

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Example -: Consider an individual who works in a company's delivery department.
Delivering packages and collecting up return requests are among the tasks. After becoming
an expert, the individual decides to learn order management and begins training and learning
the skills within the business. He moves on to another department and works in the order
management and delivery sector, advancing his career. After a few years in the job, the
individual has a good understanding of supply chain management and warehouse
management, and rises up the supply chain department as a manager, gaining additional
abilities in the SCM department. This is an example of how a person may advance in their
profession over time by gaining new abilities through experience and training and moving
into various jobs within the company or with other companies. HRD role is to lead this
process by providing requirements and acting as leader in career development process.

02.

Yes, skill gap is one of the main reasons for the unemployment.

Skill gap is the difference between the skill requirements of available jobs and the skills
possessed by job applicants. This misalignment between the abilities that businesses value in
employees and the talents that job seekers possess makes it difficult for job seekers to obtain
jobs and for employers to locate suitably trained employees. Affecting factors for skill gap
are, Absence of proper career guidance for the school leavers, mismatch of the courses
offered by the universities and the competencies required by the private sector, inadequate
information flows between the youth and the labor market, the relevance of the skills of the
current workers. Top five lacking skills are critical thinking or problem solving, attention to
detail, communication, leadership, teamwork.

At least some workers will not be employed if the talents that businesses want and the
abilities that individuals possess are sufficiently different. As a result, skills mismatch causes
unemployment. Unemployment has enormous monetary and human consequences. As a
result, it's critical to comprehend the impact of skills mismatch on unemployment in order to
develop effective policy. Unemployment results from a labor market mismatch when jobless
workers seeking for work and companies with open positions looking for employees are

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unable to establish a match because the worker and the vacancy are "not appropriate" for one
other.

Now most organizations are expecting good team worker for perform their organization’s job
role. Because, employees can work as team, it will benefit to achieve whole outcome of
organization. If someone worked as part of a team in the past, at school, in extracurricular
activities, or at a job. They know responsibilities, utilizing talents for the benefit of the team,
and seeing things through to completion are all part of being an effective team member. Not
have team work ability cause to unemployment.

Example -: Lack of knowledge and skills regarding computer and new technology will lead
unemployment. Today all most all job related with new technology, if employees not have
required knowledge and skills to perform particular job is leading for unemployment.
Computer and information technologies lowered demand for regular occupations, which
computers mostly replaced, and boosted demand for non-routine activities, which proved to
be reasonably complimentary to computers. For example, the IT revolution in general, and
automated teller machines in particular, are likely to have impacted bank tellers and bank
managers in opposing ways.

Example -: There is job vacancy in ABC Bank as card promotion office. Expected
qualifications are excellent communication skills in Sinhala and English, active listening
skills, ability to understand customers, effective selling and negotiation skills, ability to work
under pressure and ability to work as team. Most people are reading that job vacancy but
some are not apply for job, because they know they not have communication skills in English
medium or work as team. Kamal thought he can do this job, because he has good
communication and marketing knowledge. He apply job and he worked six months. But he
has pressure from job and he cannot work as team, not have interpersonal skills. Because this
pressure and unsatisfaction he leave from that job. In here because of lack skill regarding
interpersonal and team work occur unemployment situation. It negatively impact for
organization as well as particular employee.

To overcome skill gap can provide three categories of skills training. Those are,

 Basic skills / literacy education – ability to understand and use information from text,
ability locate and use information contained in non-textual material, ability to apply
arithmetic operations.

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  Technical training - Apprenticeship training, computer training, skills and knowledge
training, safety training, quality training.
 Interpersonal skills training – Sales training, customer relations and service training,
team building.

03.

Every organization faces change, but employees have quickly risen to the top of the list of
change critics. Some employees are like to change, but unfortunately, most employees will
not react to change with the joy and glee that is expected; businesses must accept that there
will be resistance. In both their personal and professional lives, people prefer stability and
comfort to change. Though it's much easier to stay in the familiarity of day-to-day life,
change is inevitable and must be dealt with. Change has become the norm in the business
world over the last few years. Companies that can easily manage change will have an
advantage over their competitors.

Although most change management decisions are made at the executive level, it is still
critical to have the rest of the workforce on board. Having employees who are opposed to the
changes from the beginning is a major setback that must be dealt with carefully in order to be
successful with change management. Following are the reasons for employees resist the
changes.

Poor Communication and Engagement - This is a major reason why employees are
resistant to change. The manner in which the change process is communicated to employees
is critical because it determines how they react. Resistance should be expected if the process
of what needs to be changed, how it needs to be changed, and what success looks like cannot
be communicated. Employees must understand why change is necessary, because if they are
simply told that what they have been used to for a long time will be completely renovated,
there will be a lot of backlash.

Shock and Fear of the Unknown - Employees feel as though they don't know what's going
on because of a lack of communication regarding upcoming adjustments. If a company's
future is continually uncertain, there's a strong chance that employees will be resistant to
change. When the idea of change is brought up in this scenario, it will come as a shock to the

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staff, which will be taken off guard, exacerbating the problem. Some employees may feel
compelled to cling to the past during moments of transition since it was a more stable and
predictable time. If what they did previously worked well for them, they may be hesitant to
change their behavior for fear of not achieving as much in the future. The less the company
understands about the shift and how it will affect them, the more scared they will become.

Fear of Job Loss - Employees' resistance to change in the workplace is largely due to job
loss. Things will always move and change in any business, whether it's due to the need for
increased efficiency, faster turnaround times, or the need for employees to work smarter. All
of these requirements present the company with the opportunity to downsize or create new
jobs, which is where the fear of job loss comes into play.

Loss of Control - One of the main reasons why employees resist change is because of this.
Employees have a sense of control over their work environment when they are familiar with
their routines. Employees may feel helpless and befuddled when they are asked to modify
how they function. When people believe they have some influence over the situation, they are
more likely to comprehend and execute adjustments.

Maintaining open lines of contact with workers and asking their feedback, support, and
assistance shows them that their efforts are valued. Involve them, solicit their input, and
allow them to volunteer for participating roles in the change; all of this will help them feel in
control during times of transition.

Lack of Trust - When it comes to establishing a successful business, trust is essential. There
is less reluctance to change in companies when there is a high level of confidence in
management. Mutual mistrust between management and staff will lead to a downward spiral
in the firm, therefore trust is essential.

Poor Timing - When it comes to change, one of the most significant issues is timing. It's
often not the act itself that causes resistance, but rather how and when it's given.

Lack of Reward - Employees in organizations will oppose change if they do not see any
benefits in terms of compensation. There is little reason to support the change in the long run
if there is no reward. This frequently necessitates changes to corporate reward systems in
order to promote management's desired transformation.

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Individuals are at the heart of successful change, while failure is frequently the result of
human nature and aversion to change. Employees may also lack the precise behavioral
qualities required to adjust quickly to changing conditions, lowering employee engagement
and productivity while putting the business at danger. The effectiveness of a change project is
determined by how organizations treat employees during the transition.

04. Yes

When allocating training resources, most organizations prioritize enhancing the efficacy of
training programs. Many businesses discover that their training is ineffective in reaching their
objectives. This is generally due to a variety of issues with training and development. With
the appropriately handle the training and development process model can achieve expected
outcomes.

Making the employee ready for the current job is training, while making the employee ready
to perform a future job of higher rank is development. Training is a programme designed to
give job-related knowledge, skills and attitudes to employees principally who are not
managerial employees in the organisation. Development is a programme designed to give
job-related knowledge, skills and attitudes to employees mostly who are managerial
employees in the organisation.

There are four phases in training and development process, they are need assessment,
program design, implementation and evaluation.

In first stage should identify why need training and development, what are gaps in employees
skills and where HRD need. Under this stage analyze organizational needs - refers to a
systematic attempt to identify the HRD needs at the level of the organization, an examination
of the environment, strategies, and resources of the organization to determine where the HRD
emphasis should be placed. And should analysis the task and job need to identify what are the
task and duties involved in the job and what type of person need. Need assessment is

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reluctant to conduct because of time consuming and difficult process, action is valid over
research, incorrect assumptions, lack of information and lack of support of management. The
success of training and development process is based on how work in this fist stage. If
organization failed to conduct need assessment it leads whole process wrong path.

The second phase is designing the training program. In here select who deliver programs,
selecting and developing program content and scheduling the training program. Represent the
desired outcomes of training program including performance centered objectives, provide a
basis for choosing method and materials and selecting the means for assessing whether the
instruction will be success. Design process is defining objectives, develop lesson plan,
develop materials, select trainee, select method and techniques and scheduling the program
intervention. To overcome and reduce the problems occurs in implementation stage, in this
design stage should design strategies correctly and appropriate way. To design motivated
training environment can use positive strengthening, eliminate threats and punishment, design
flexible strategies, design interesting instructions and assume what are the obstacles occur in
implementation stage and design how learning and handle obstacles. Also in designing stage
should select a good instructor. Characteristics of successful instructors are knowledge of the
subject, adaptability, sincerity, sense of humour, interest, clear instructions, individual
assistance and enthusiasm.

Next stage is implementation stage. In this stage deliver the HRD programs or intervention.
The training and development practically implement in here. Implementing stage success is
depending on choosing the instructional method, including nature of training, type of
trainees, organizational extent of training and importance of training outcomes. Training
method for non-managerial employees are on the job training, cooperative training,
internship, apprenticeship training, classroom instruction, programmed instructions,
audiovisual methods, computer based training, etc. Training method for management
development are on the job experiences, seminar, case studies, management games, role
playing.

Final stage is evaluating the training program. In here measure the effectiveness of training
and development programs. Searching whether the expected outcomes are achieved or not. If
not find what are the reasons and correct them. In evaluation stage select evaluation criteria,
determine evaluation design, conduct evaluation of program or intervention and interpret

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result. Criteria use to measure the effectiveness are, trainee reaction, extent of learning,
learning transfer to job, results assessment.

To success this overall process need a success plan, proper identification of resource
requirements, motivate employees with rewarding and explaining employees what are the
benefits they can achieve through this training and development program, improve trust and
interpersonal relationship, establish proper communication process, target to achieve training
cost through achieve success outcomes and ongoing evaluation process is required. Better
training and development program can solve most of organizational problems.

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