Chapter-I

Conceptual Analysis of HRD

What you should learn?
1. Introduction
2. Meaning and Definition of HRD
3. Need for HRD
4. Multiple Goals of HRD
5. HRD Department and its Task
6. HRD for Organizational Effectiveness
7. HRD in the Indian Context
8. HRD Mechanisms
9. Employee Empowerment
10. HRD as a Motivational Factor
11. Concerns of Trade Unions
 1.1 Introduction
HRM: One well-known definition of Human
Resource Management (HRM) comes from
Michael Armstrong, In his book "A Handbook of
Human Resource Management Practice,"
Armstrong defines HRM as:

"The strategic and coherent approach to the

management of an organization’s most valued
assets – the people working there who
individually and collectively contribute to the
achievement of its objectives."
 1.1 Introduction
HRM

HRM is a process consisting of

▪ Acquisition

▪ Development

▪ Motivation

▪ and maintenance of human resources.

 1.1 Meaning & Definition
Nadler defines HRD as follows:

"Those learning experiences which

are organized, for a specific time,
and designed to bring about the
possibility of behavioral change"
 1.1 Meaning & Definition
Human Resource Development (HRD) is
that part of Human Resource
Management which specifically deals
with the training and development of
employees.

▪ HRD can be defined as an organized

learning activities arranged within an
organization in order to improve
performance and/or personal growth
for the purpose of improving the job,
the individual, and/or the
organization.
 1.1 Introduction

Human Resource Development (HRD) is a FACTORS OF PRODUCTION

framework for helping employees develop
their personal and organizational skills, 1. Men
knowledge, and abilities. HRD is an
2. Material
essential aspect of human resource
3. Machinery
management and focuses on both
individual and organizational growth. It 4. Money
encompasses various activities
 1.2 Need for HRD

Human Resource Development Software Engineer JD

(HRD) is crucial for several
1. University Degree in CS
reasons, particularly in the context
2. Strong Programing Skills
of organizations aiming to achieve
3. Ability to work independently
• Sustained growth 4. Ability to work in groups
• Innovation

• Competitive advantage.
 1.2 Need for HRD

HRD helps organizations stay competitive by fostering continuous

learning and adaptability among employees. It addresses skill gaps,
prepares employees for higher responsibilities, and aligns their growth
with the organization's strategic objectives. By investing in HRD,
organizations can enhance employee performance, boost job
satisfaction, and reduce turnover.
 1.2 Need for HR- Organization level

1. Focuses on skill Development and Competency Building

2. Improves Employee Motivation and Satisfaction
3. Increase Adaptability to Change
4. Improved Performance and Productivity
5. Develop Leadership Skills
6. Helps to Retain Talent
7. Enhance better Organizational Culture and Employee Engagement
 Need for HRD - National level
1. HRD manifest development of basic human aspects such as aptitude, attitude, values, beliefs on one
hand and knowledge, skills, on the other hand. This process improves the utilization value of the
society.

2. HRD facilitates fulfillment of the requirements of dynamism in today’s everchanging environment like
increase in the competition among the organizations and firms inside a country and also from other
countries globally.

3. Vitality of the work force of any organization which implements HRD is increased to a desirable extent.

4. HRD makes the human resource dynamic and growth oriented of any nation. ƒ

5. HRD makes the work force vital, purposeful and diligent in performing their duties well and in an
organized manner.

6. HRD promotes a culture, where people utilize their knowledge, skills and ideas to take initiative for
innovations to make things happen.
 Multiple Goals of HRD
1. Employee Skill Enhancement
2. Career Development
3. Organizational Growth
4. Leadership Development
5. Performance Improvement
6. Knowledge Management
7. Workplace Motivation
8. Change Management
9. Talent Retention
10. Succession Planning
 Case 1:
Technology Company - Implementing a Mentorship Program

• Company: A mid-sized technology firm

• Problem: New employees struggled to integrate into the company culture and quickly adapt to
the company's technology stack, leading to high turnover rates.

• Solution: The company implemented a mentorship program where each new hire was paired
with an experienced employee. The mentors provided guidance, answered questions, and helped
new hires navigate their roles and the company culture.

• Outcome: The mentorship program led to faster onboarding, increased job satisfaction among
new employees, and a significant decrease in turnover rates.
 Case 2:
Retail Chain - Comprehensive Training Program

• Company: A national retail chain

• Problem: The company faced inconsistent customer service across its many locations, which was
affecting customer satisfaction and loyalty.

• Solution: The company developed a comprehensive training program for all employees, focusing
on customer service skills, product knowledge, and sales techniques. The training included
workshops, e-learning modules, and role-playing exercises.

• Outcome: After implementing the training program, customer satisfaction scores improved, sales
increased, and employee confidence in handling customer interactions grew.
 HRD Department
Talent Management Specialist:
HRD Manager/Director:
Oversees talent acquisition and retention strategies.
Oversees HRD strategies and operations.
Manages succession planning and talent development.
Aligns HRD initiatives with organizational goals.
Ensures alignment of talent management with business goals.
Manages the HRD team and budget.
Performance Management Specialist:
Training and Development Specialist:
Develops and manages performance appraisal systems.
Designs and delivers training programs.
Provides tools and guidance for performance evaluation.
Assesses training needs and evaluates program effectiveness.
Supports performance improvement initiatives.
Ensures training aligns with organizational objectives.
Leadership Development Coach:
Career Development Counselor:
Provides coaching and development for current and emerging leaders.
Provides career guidance and planning for employees.
Designs leadership training programs and workshops.
Helps with career pathing and succession planning.
Helps leaders develop essential skills and competencies.
Advises on professional growth opportunities.
Knowledge Management Officer:
Organizational Development Specialist:
Facilitates the creation, sharing, and utilization of organizational
Facilitates organizational change and development initiatives.
knowledge.
Enhances organizational effectiveness and culture.
Manages knowledge repositories and best practices.
Implements strategies for process improvement and employee
Supports continuous learning and knowledge transfer.
engagement.
Employee Engagement Specialist:
Learning and Development Coordinator:
Develops and implements initiatives to boost employee satisfaction
Manages logistics for training programs (e.g., scheduling, materials).
and engagement. Conducts surveys and analyzes feedback to improve
Coordinates with trainers and participants.
workplace culture..
Tracks and reports on training activities and outcomes.
HRD Analyst:
Analyzes data related to HRD programs and outcomes.
Provides insights and recommendations based on data analysis.
Supports decision-making with quantitative and qualitative data.
 Roles of HRD
1. Strategic Partner Role

Turning strategy into results by building organizations that

create value

2. Change Agent Role

Making change happen, and in particular, help it happen fast

3.Employees Champion Role

Managing the talent or the intellectual capital within a firm

4. Administrative Role

Trying to get things to happen better, faster and cheaper.

 Functions of the HRD department
1. Training and development: This includes identifying skill gaps, the training needs and
developing training initiatives to address specific organisational needs. Training
programs may include leadership skills ,Technical skills, soft skills and other areas which
are considered very important for organizational growth.

2. Performance management: The HRD department is responsible for establishing and

maintaining effective performance management systems. This involves setting up clear
performance expectations, providing regular feedback, conducting performance
evaluations, recognising and rewarding high performers of the company.
 Functions of the HRD department
3. Career development: Facilitating career development is an important function of the HRD
department that involves creating pathways for career progression providing opportunities for
skill development and supporting the employees in achieving their career goals.

4. Leadership development: The HRD department identifies and develops leadership talent
within the organization. This function includes designing leadership development programmes,
providing coaching and implementing succession planning initiatives.

5. Organizational Development: The HRD department contributes to the overall effectiveness of

the organization through organization development initiative. This involves interventions like
Change management, team building and cultural transformation programs.
Do you think HRD is necessary
in an organization? If yes why?
 TASKS OF THE HRD DEPARTMENT

1. Conducting TNA (Training Need Analysis)

2. Designing and delivering training programmes
3. Performance appraisal
4. Career planning
5. Succession Planning
6. Change management
7. Diversity & Inclusion initiative
8. Wellness programs
 HRD for Organizational Effectiveness

As organizations navigate the complexities of a rapidly changing business

environment, the role of HRD becomes critical in fostering a culture of continuous

learning, promoting diversity and inclusion and hence ensuring that the workforce

remains a strategic asset for sustaining the success. HRD stands as a driving force

behind organizational effectiveness and positioning the companies for Innovation

and long term viability.

 Strategies employed by HRD for organizational
effectiveness
• Training and development programs: HRD designs and implements training
programs for enhancing the skills and knowledge of the employees. These
programs address the current and future skill gaps thereby ensuring that
employees are equipped to perform their roles effectively.
• Leadership development Initiative: developing strong leadership is important for
organizational effectiveness. The HRD identifies and nurtures leadership talent
through various programs which focus on leadership skills, emotional intelligence
and strategic thinking. leadership development initiative.
• Succession planning: This ensures a smooth transition of leadership and Critical
functions in case of retirements promotions or unforeseen departures. The
succession planning contributes towards organization continuity and resilience.
• Performance management systems: HRD establishes a performance
management system to set up the Expectations, provide feedback and recognise
the achievements. effective performance management alliance and individuals
and teams efforts with the organizational goals hence contributing towards
overall effectiveness.
Strategies employed by HRD for organizational
effectiveness
• Career development programs: HRD facilitates career development by providing
Employees with opportunities for growth and advancement. Career development
programmes may include mentorship, skills training and Pathways for promotion.
• Employee engagement initiative: The engaged employees are more productive,
innovative and committed towards organization goals. The engaged employees
are more likely to contribute positively towards organizational effectiveness.
• Diversity and inclusion programs: the organizations value diversity and inclusion
benefits from a variety of perspectives and experience. HRD implements
programs for promoting diversity, addressing unconscious bios and creating an
inclusive workplace culture.
• Knowledge management systems: HRD establishes a knowledge sharing
platform and Systems for capturing, sharing and leveraging the organizational
knowledge. This facilitates continuous learning and prevents knowledge within
the organization.
 IMPACT OF HRD ON EFFECTIVENESS
1. Increased employee productivity
2. Enhanced employee engagement
and retention
3. Improved leadership capabilities
4. Adaptability to change
5. Optimized talent management
6. Effective performance
management
7. Strategic workforce planning
 HUMAN RESOURCE DEVELOPMENT IN INDIA
• The first HRD department in the Indian corporate sector was started in 1975 in Larsen & Toubro
(L&T), after recommendations by two consultants, Udai Pareek and T.V.Rao, from the Indian
institute of Management, Ahmedabad (Pareek and Rao, 1975).
• In the next year, State Bank of India and its associate banks, influenced by the conceptual
underpinnings of HRD, decided to establish HRD departments. State Bank of India was one of the
earliest organizations in India to try sensitivity training – based interventions in the sixties.
• Two years later, Bharat Earth Movers Limited Bangalore, one of the largest public sector
companies in India, established its HRD department.
• All these companies followed the basis provided by Pareek and Rao.
• HRD in the Indian context is a dynamic and multifaceted domain which plays a crucial role in
addressing the unique challenges and opportunities faced by the companies in India. With the
diverse population, a rapidly evolving economy and the rich cultural tapestry HRD takes a
distinctive character in the Indian business landscape.
 The challenges in HRD in India
1. Diversity among the workforce
2. Skill development & educational
disparity
3. The need of lifetime learning
4. Technological disruptions
5. Talent retentions
6. Cultural sensitivity
HRD Mechanisms

• Performance Appraisal: In HRD organisations, every supervisor has the

responsibility to ensure the development of his or her subordinates in
relation to the capabilities required to perform their jobs effectively.
• Potential Appraisal and Development: In organizations that subscribe to
HRD, the potential (career-enhancement possibilities) of every employee is
assessed periodically. Such assessment is used for developmental planning
as well as for placement. It is assumed under this system that the company
is growing continuously.
• Feedback and Performance Coaching Knowledge of one's strengths helps
one to become more effective, to choose situations in which one's
strengths are required, and to avoid situations in which one's weaknesses
could create problems. This also increases the satisfaction of the individual.
HRD Mechanisms

• Career Planning: The HRD philosophy is that people perform better when
they feel trusted and see meaning in what they are doing. Long-range plans
for the organization are made known to the employees.
• Training : Training is linked with performance appraisal and career
development. Employees generally are trained on the job or through
special in-house training programs. For some employees (including
managers), outside training may be utilized to enhance, update, or develop
specific skills.
HRD as a Motivational Factor

• Continuous learning opportunities: HRD provides employees with continuous learning

opportunities through trainings, workshops and skill development initiatives. The
availability of the opportunities motivate the employees by signaling that the
organization values their growth and will invest in enhancing their capabilities.
• Career development: HRD facilities creation of clear career development pathways for
the employees. knowing that there are opportunities for advancement and professional
growth motivate the employees to invest their time.
• Performance recognition and rewards: recognition and rewards are integral components
of HRD which positively impacts motivation. By recognising and rewarding the
employees for their contributions, achievements and milestones the organization can
develop a culture of appreciation
• Positive work environment: the HRD contributes towards creation of a positive work and
environment that faster is motivation. the supportive leadership, open communication
and culture which values collaboration contributes towards the workplace where
employees feel motivated to give their best.
HRD as a Motivational Factor

• Skill utilization and job fit: HRD ensures that employees are in the rules
which aligns with their skills and interests. When individuals can utilise
their skills effectively, they experience the sense of accomplishment and
motivation to excel.
• Goal alignment and clarity: HRD helps to align individual goals with the
organisational objective. When employees understand how their
contributions lead to the larger goals of the organisation they are
motivated by a sense of purpose and impact.
• Empowerment and decision making authority: Empowering the employees
by giving them decision making from a within their room enhancers to
motivation individual feel trusted in making position they are more likely to
be engaged.
 Measuring the impact of HRD on motivation

• Employee engagement surveys: regular service which are conducted to

check the level of motivational satisfaction in the workplace can capture
insights into the effectiveness of HRD initiatives.
• Performance Matrix and KPIs: keep performance indicators related to
individual and team performance can serve as indicators of motivation.
Consistently high performance can be linked to effective hrd practices.
• Retention rate: high employee retention rates is an indication of a
motivated workforce. When employees feel motivated and engaged, they
are more likely to stay with the organisation.
• Training and development participation rate: participation rate in the
training and development programmes of the company, workshops and the
courses offered by the HRD can be measured in assessing the level of
interest and motivation among employees for enhancing their own skills.
 TRADE UNIONS
Trade Union" means any combination, whether temporary or permanent, formed
primarily for the purpose of regulating the relations between workmen and
employers or between workmen and workmen, or between employers and
employers, or for imposing restrictive conditions on the conduct of any trade or
business. Trade unions are formed to protect and promote the interests of their
members. Their primary function is to protect the interests of workers against
discrimination and unfair labour practices.
 OBJECTIVES OF TRADE UNION

▪ Ensure Security of Workers: This involves continued employment of workers, prevent

retrenchment, layoff or lockouts. Restrict application of dismissal or discharge and VRS.

▪ Obtain Better Economic Returns: This involves wages hike at periodic intervals, bonus at
higher rate, other admissible allowances, subsidized canteen and transport facilities.

▪ Secure Power To Influence Government: This involves influence on government to pass

labour which improves working conditions, safety, welfare, security and retirement
benefits of workers and their dependents, seek redressal of grievances as and when
needed.
 CONCERNS OF TRADE UNIONS
▪ Politicisation: In a democracy, political influence of trade unionism cannot be avoided.
However in India, the historical development of trade union movement was inseparably
intermingled with political movement through liberation struggle.

▪ Discrimination: Majority of Indian labour is illiterate, ignorant and poor. They are
exploited by unscrupulous trade union leaders, which result in the following problems.
These workers are easily brain-washed to become card holders of political parties and
work for such parties .

▪ Forced labour: In recent years high incidences of bonded labour have been found in the
states of Bihar, Madhya Pradesh, Orissa, and Uttar Pradesh. Other studies have also
indicated that the plight of workers in the brick kilns and mines is no better than of slaves.
 CONCERNS OF TRADE UNIONS
▪ Management Attitude Management, by and large, take an unhelpful attitude. Unionism is
considered by them as a serious issues. Union leaders, according to managers are trouble makers.
They are there to break the harmony between the management and workers.
▪ Intra-Union Rivalry Another vexing problem is intra-union rivalry. Trade union rivalry is acute and
pervades the entire industrial scene in India. Rival unions sometimes go to the extent of even
obstructing the normal conduct of trade Union activities on different pleas. Conditions are created
where anti-union employer gets a chance to paint the trade union in the darkest colour and to play
one against the other, causing all-round disruptions.
▪ Financial Weakness Trade unions suffer from financial weakness as the average yearly income of the
unions has been rather low and inadequate. The members instead of making regular payment to
the union make adhoc payment if a dispute arises which show a lack of commitment to the unions.
▪ Multiplicity of Trade Unions Multiple trade unions are the biggest curse of Indian trade union
movement. Existence of many unions each trying to compete with each other on membership drive
and securing management support to recognise their union, not only weakens the trade union
movement but also cause inter-union rivalry and disunity among the workers.
Thank You