1. HUMAN RESOURCE
DEVELOPMENT
MEANING, IMPORTANCE AND
MECHANISM
PREPARED BY:
DINESH KUMAR KAUNDAL
MBA (HR+MARKETING)
HPU BUSINESS SCHOOL SHIMLA

2. THE CONCEPT OF HUMAN RESOURCE DEVELOPMENT
Acquire or sharpen
capabilities required to
perform various
functions associated
with their present or
expected future roles.
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.
Develop their general
capabilities as
individuals and
discover and exploit
their own inner
potentials for their
own and/or
organisational
development
purposes.
Human
resource
development
Employees of an
organisation are helped, in a
continuous and planned way
to:
PROCESS

3. According to Leonard Nadler,
"Human resource development is a series of organised activities, conducted within a specialised time
and designed to produce behavioural changes."
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.
HUMAN RESOURCE DEVELOPMENT
DEFINITIONS

4. Prof. T.V. Rao,
"HRD is a process by which the employees of an organisation are helped in a continuous and planned way to
(i) acquire or sharpen capabilities required to perform various functions associated with their present or
expected future roles;
(ii) develop their journal capabilities as individual and discover and exploit their own inner potential for their
own and /or organisational development purposes;
(iii) develop an organisational culture in which superior-subordinate relationship, team work and
collaboration among sub-units are strong and contribute to the professional well being, motivation and pride
of employees." .

5. DIFFERENCE BETWEEN HRD AND HRM
HRM HRD
Orientation Maintenance oriented Development oriented
Organisation structure Independent Inter-dependent and inter-related
Focus To improve the efficiency of the
employees
Aims at the development of the
employees as well as organisation
as a whole
Responsibility Personnel/human resource
management department and
specifically to personnel manager
Given to all managers at various
levels of the organisation
Motivation Monetary incentives or rewards Satisfying higher-order needs

6. THE NEED FOR HRD
DYANAMIC &GROWTH-
ORIENTED
ORGANISATION
HUMAN
RESOURCES
PERSONNEL POLICIES HRD
Continuous acquiring,
sharpening and use
of employees’
capabilities
Morale
“ENABLING”
ORGANISATION
CULTURE
Motivation

7. “ENABLING” ORGANISATION CULTURE
INITIATIVE RISK TAKING
EXPERIMENTAL INNOVATIVE MAKE THINGS HAPPEN

8. HRD FUNCTIONS
To
Develop
The team spirit and
functioning in every
organisational unit
(department, group, etc.).
The dyadic relationship
between each employee
and his or her supervisor.
The capabilities of each
employee in relation to
his or her expected future
role(s).
The organisation’s overall
health and self-renewing
capabilities which, in
turn, increase the
enabling capabilities of
individuals, dyads, teams,
and the entire
organisation.
The capabilities of each
employee as an individual
The capabilities of each
individual in relation to
his or her present role.
Collaboration among
different units of the
organisation
The core of the concept of HRD is that of
development of human beings, or HRD.
The concept of development should cover not only
the individual but also other units in the
organisation.
In addition to developing the individual, attention
needs to be given to the development of stronger
dyads, i.e., two-person groups of the employee and
his boss..
Besides several groups like committees, task groups,
etc. also require attention. Development of such
groups should be from the point of view of
increasing collaboration amongst people working in
the organisation, thus making for an effective
decision-making.
Entire department and the entire organisation also
should be covered by development

9. Human centric
Time - Bound System
FEATURES OF HUMAN RESOURCES DEVELOPMENT
Continuous process

10. Influence of Culture
Competence focus
Psychological aspects

11. Greater
organisational
effectiveness
Team spirit in
the
organisation
Facilitate
better human
resource
planning.
Environment
of trust and
respect
More
committed to
their jobs
Acceptability
toward
change
Benefits of Human Resource Development

12. All round
growth of
the
employees
Higher
Productivity,
better
relations and
greater
profitability
Improves
the
participation
of worker in
the
organisation
Makes
people more
competent.
Create the
efficiency
culture In
the
organisation

13. Performance Appraisal
Reward Management
Career planning and
development
Management Development
Training
Employee Welfare
HUMAN RESOURCE DEVELOPMENT MECHANISMS

14. PROMOTION COMPENSATION
EMPLOYEE
DEVELOPMENT
SELECTION
VALIDATION
COMMUNICATION MOTIVATION
PERFORMANCE APPRAISAL
“The systematic evaluation of the performance of employees and to understand
the abilities of a person for further growth and development”
The supervisors measure the
pay of employees and
compare it with targets and
plans.
The supervisor analyses the
factors behind work
performances of employees.
The employers are in position
to guide the employees for a
better performance.
Objectives
To maintain records in order to determine
compensation packages, wage structure,
salaries raises, etc.
To identify the strengths and weaknesses of
employees to place right men on right job
To maintain and assess the potential present
in a person for further growth and
development
To provide a feedback to employees
regarding their performance and related
status
To provide a feedback to employees
regarding their performance and related
status
It serves as a basis for influencing working
habits of the employees.
To review and retain the promotional and
other training programmes.
ADVANTAGES:

15. CAREER PLANNING AND DEVELOPMENT
“Career planning is the process of enhancing an employee’s future value”
OBJECTIVESFEATURES
Ongoing process
Helps individuals develop skills
required to fulfill different
career roles
Strengthens work-related
activities
Defines life, career, abilities,
and interests of the employees
Give professional directions
To identify positive
characteristics of the
employees
To develop awareness about
each employee’s uniqueness
To respect feelings of
other employees.
To attract talented employees
to the organization.
To train employees towards
team-building skills
To train employees towards
team-building skills
1. Career planning ensures a constant supply of promotable
employees.
2. It helps in improving the loyalty of employees.
3. Career planning encourages an employee’s growth and
development.
4. It discourages the negative attitude of superiors who are interested
in suppressing the growth of the subordinates.
5. It ensures that senior management knows about the caliber and
capacity of the employees who can move upwards.
6. It can always create a team of employees prepared enough to meet
any contingency.
7. Career planning reduces labour turnover.
8. Every organization prepares succession planning towards which
career planning is the first step.
BENEFITS
“Career development is the series of activities or the on-going/lifelong process of developing one’s career”

16. REWARD MANAGEMENT
“The formulation and implementation of strategies and policies that aim to reward people
fairly, equitably and consistently in accordance with their value to the organization.”
OBJECTIVES
Internal &
external
equity
Strengthen
psychological
contract
Financially
sustainable
Motivate
employees
Recruit &
retain
Support the
organisation’s
strategy
Comply with
legislation
Efficiently
administered

17. EMPLOYEE WELFARE
“Employee welfare is a comprehensive term including various services, benefits and facilities offered to employees &
by the employers. Through such generous fringe benefits the employer makes life worth living for employees.”
Basic purpose in to
improve the lot of the
working class
Dynamic concept.
Both voluntary and
statutory
Also known as fringe
benefits and services
Comprehensive term
including various
services, facilities and
amenities provided to
employees for their
betterment
EMPLOYEE
WELFARE
It improves the
loyalty and morale of
the employees
It helps to improve.
It helps to improve
industrial relations
and industrial peace
Welfare measures
help to improve the
goodwill and public
image of the
enterprise
It reduces labor
turnover and
absenteeism.
It helps to improve
employee
productivity
OBJECTIVES

18. The agencies of
employee welfare are
Central government State government Employers Trade unions
Intramural
Canteen
Rest rooms
Crèches
Uniform
Extramural
Housing
Education
Workers
cooperative
stores
Interest
free loans
Leave
travel
facilities
. Child
welfare
Types of welfare services
* Adequate, suitable and clean washing facilities separately for men and
women workers.
* Facilities for storing and drying clothes.
* Canteens, if more than 250 workers are employed.
* Welfare officer, wherever more than 500 workers are employed.
* First aid boxes are provided.
Provisions provided by Factories Act
1948

19. MANAGEMENT DEVELOPMENT
Management Development Options
”The process from which the managers learn and improve their skills & knowledge not only to benefit themselves
but also their employing organizations”
Employee
training
Job rotation
Mentoring
Performance
management
and development
Succession
planning
Promotions
Coaching
Employee career
paths

20. Reasons behind the management development programs
1.It is managements’ responsibility of ensuring the success of the organization.
2.It is the management who deal with people of different background, culture, language, etc.
3.Mergers and acquisitions, downsizing, etc. are all under management’s control.
4.It is managements’ responsibility to ensure that the employees obtain the required KSAs to perform the tasks.
5.It is managements’ responsibility to ensure that right people is hired for the right job, at the right time for the right
place.
6.Manager’s job is complex i.e. for the managers understanding the training need is not easy because his training need
is determined by how well his department is meeting its objective and goal.
7.It is the management who makes decisions on the basis of judgment and intuition.
8.It is the management that understand the organization, its vision, mission, ethics, values, strategies, capabilities, and
how his organization fits into the industry, and how his behavior will influence people outside the organization