2. Leonard Nadler introduced the term HRD in 1969. He defined HRD
as “those learning expenses which are organized for a specific
time and designed to bring about the possibility of behavioral
change”
Meaning of HRD
Human Resource Management (HRM) encompasses many
functions.
Human Resource Development (HRD) is just one of the functions
within HRM.
3. In the early seventies 2 consultants Prof.Udai Pareek &
Prof.T.V.Rao from the IIM were approached by L&T for a review
exercise of their performance appraisal system. In 1974 the
consultants studied the system and made recommendations for
improving it. They felt that a development oriented
performance appraisal system may not achieve its objectives
unless accompanied by other sub-systems like employee
counseling, potential appraisal, career planning and
development, training, OD etc. So a new HRD system was
introduced at L&T in the year 1975.
Emergence of HRD
4. 1.
•To acquire capabilities (knowledge, perspectives,
attitudes, values & skills) for performing tasks.
2.
•To develop their enabling capabilities so that they
are able to discover & utilize their inner potential.
3.
•To develop an organizational culture where team
work contributes to the organizational health &
dynamism.
According to T.V.Rao, HRD is a process by which employees
of a organization are continuously helped in a planned way
5. ORIGIN OF HR
Its origin is dated back to 1800 BC., when wage and incentive plans were
included in the Babylonian code of Hammurabi.
The world’s first management book, titled “Artasastra” written by Kautilya, in
400 BC, codified many aspects of human resource practices in ancient India.
GROWTH OF HUMAN RESOURCE
HRM in India could be traced back to the period after 1920, when
emphasizes was on worker welfare.
In 1931, the royal commission on labor suggested the appointment of
labor officer to protect workers interests .
Appointment of labor officer
The second world war
Enactment of Industrial dispute Act
Enactment of Factories Act
1960 and after…..
6. FIRST PHASE
Immediately after independence the focus was on four
reasons :
Maintain discipline
Prevent their formation of and break-up the leadership of trade
unionism.
Prevent their formation of and break-up the leadership of trade
unionism
Handle recruitment and termination
Keep some form of attendance and personnel records.
7. SECOND PHASE
IN 1960S, Indian industrialization got a fillip with the
rise of the public sector. Hence 3 more functions
were added i.e.,
Labor welfare
Participative management
Industrial Harmony
In this period, the human relations movement of the
west also had its impact on Indian organization.
8. THIRD PHASE
In 1970, the people management functions was neatly
divided into two :
Personnel officer
Establishment officers
Fourth Phase
In 1976, birth of worker training institute and attitudinal
development.
Fifth Phase
In 1985, organization shifted towards making HR Department
separately.
HRD and personnel function were clubbed together.
9. Sixth phase
In early 1990s :
HRM was seen as strategy
Motivation and stress were considered to bring change in HRM
Focus on organization objectives
Seventh Phase
In the mid of 1990s, sub specialization like :
Industrial Relations
Training & Development
Information system
10. Eight phase
HRM is not selective management any more
It became the part of Corporate Strategy formulation and
strategy implementation team
Late Arrival of HRM in India
Late arrival of factory system
Low status of industrial worker
Professionalization of Human resource
Management
Social responsibilities of Business
Change of government attitude
11. Factors Impending the
growth of HRM in India
Abundance of cheap labor
Weak labor movement
Highly Authoritarian culture
Technological Backwardness
Instability in Employment
Unhealthy growth of Trade unions
Migratory characteristic of Indian labor
12. Evolving Role of HRM in
India
Origin Of Human Resource Management in India
The police Man
The Welfare Man
The Law Man
The Liaison Man
The HR Man
13. Low Commitment from management
Since HRD is seen as a non-productive expenditure for the org the line managers are not serious.
Technological Impact
Focus may be on services which will be retained, re-skilled & deployed by the employees.
Changing Environment
Indian organizations have also undergone drastic transformation for vibrant new ideas.
Emerging Issues in HRD
HR Outsourcing
This might pose a threat to the internal HR talent over a period of time.
Employee Orientation
This requires adequate premium to be placed on individual growth & development.
Globalization
This compels them to increase their ability to learn and collaborate and manage diversity & uncertainity.
14. To develop capabilities of all individuals working in an
organization in relation to their present role.
To develop capabilities of all such individuals in relation to their
future role.
To develop better inter-personal and employer-employee
relationships in an organization.
To develop team spirit.
To develop coordination among different units of an
organization.
To develop organizational health by continuous renewal of
individual capabilities keeping pace with technological
changes.
Objectives of HRD
15. Principle of Development of Organizational Capability
Principle of Potential Maximization
Principle of Autonomy Maximization
Principle of Maximum Delegation
Principle of Participative Decision Making
Principle of Change Management
Principle of Periodic Review
Principles
16. 70%
20%
10%
On the job
Relationship
building
Formal
programs
70% from real life and on-
the-job experiences,
tasks and problem
solving. This is the most
important aspect of any
learning and
development plan.
20% from feedback and
from observing and
working with role models.
10% from formal training
70/20/10 learning concept was
developed by Morgan McCall,
Robert W. Eichinger, and
Michael M. Lombardo at the
Center for Creative Leadership
The 70-20-10 Development Model
17. HRM HRD
Deals with all aspects of HR
functions
It is a sub section of HRM
HRM is a routine function It is a continuous development
function
Independent One It is a sub system
Exclusive Responsibility Of
Personnel Dept.
Aims at developing capabilities of
all its mangers
Considers economic rewards, job
simplifications as important
motivators
Considers informal work groups,
job enrichment as main
motivators.
HRM Functions are mostly Formal HRD functions can be informal like
Mentorships.
HRM VS HRD
18. Difference Personnel Function HRD
Orientation Maintenance Oriented Development Oriented
Structure An independent function with
independent sub-function
Consist of inter-dependent parts
Philosophy Reactive function, responding to
the events as and when they
take place
Proactive function, trying
to anticipate and get ready with
appropriate responses
Responsibility Exclusive responsibility of
personnel department
Responsibility of all managers in the
organisation
Motivators Emphasis is put on monetary
rewards
Emphasis is on higher-order needs
such as design jobs with stretch,
improve creativity and problem
solving skills
Outcomes Improved performance is the
results of improved satisfaction
and moral
Better use of human resources leads
to improved satisfaction and morale
Aims Tries to improve the efficiency of
people and administration
It tries to develop the organisation as
a whole and its culture
HRD VS Personnel Function
19. Role of HR Manager
The primary responsibilities of Human Resource managers are:
To develop a thorough knowledge of corporate culture, plans and
policies.
To act as an internal change agent and consultant
To initiate change and act as an expert and facilitator
To actively involve in company’s strategy formulation
To keep communication line open between the HRD function and
individuals and groups both within and outside the organization
To identify and evolve HRD strategies in consonance with overall
business strategy.
To facilitate the development of various organizational teams and their
working relationship with other teams and individuals.
To try and relate people and work so that the organization objectives
are achieved efficiently and effectively.
20. To diagnose problems and determine appropriate solution particularly in
the human resource areas.
To provide co-ordination and support services for the delivery of HRD
programmes and services
To evaluate the impact of an HRD intervention or to conduct research so
as to identify, develop or test how HRD In general has improved individual
and organizational performance.
Current Classification of HR Roles
21. So, HR play’s four key roles.
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.
