Explain the concept of Human Resource Development.

Explain the concept of Human Resource Development. Discuss various HRD systems and sub-systems in your organization or any organization you are familiar with. Which of these systems are effective and why?


Human Resource Development (HRD) is the integrated use of training, organizational development, and career development efforts to improve individual, group, and organizational effectiveness.

Human resources are the assets, which do not find a place for mentioning in the balance sheet of company. But it is one of the most important assets as human resources are a resource of production as well as they are utilizing other resources of production like a material, machines, money etc. Any investment made on training and development of people is sure to show the results in the years to come. The results of any HRD plan or scheme appear in long term.

HRD is neither a concept nor a tool, but is an approach using different personnel systems, depending upon the needs and priorities of the organization. The basic assumption is the belief in human potential and its development by providing a suitable and congenial environment.

Various HRD sub system that i am familiar with are as follows:
Performance Appraisal
Performance appraisal of some type is practiced in most organisations all over the world. A written assessment to which the employee has no chance to respond is still common in most countries, particularly in the developing countries.

An HRD-oriented performance appraisal is used as a mechanism for supervisors to:
1. To control the difficulties of their subordinates and try to remove these difficulties.
2. Help the subordinates to become aware of their-positive contributions.
3. Encourage subordinates to become aware of their positive contributions.
5. To gain new capabilities.
6. Plan for effective utilization of the talents of subordinates.

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 evocatively. Such performance appraisal interviews may be scheduled every three months or once or twice a year. During this review the supervisor attempts to understand the difficulties of the subordinate and to identify his or her developmental needs.

The supervisor also prepares for the meeting by listing observations, problems, suggestions, and expectations. During the appraisal meeting, the supervisor and the subordinate share their observations and concerns Such. discussions help to develop mutual understanding, and the data generated are reported to the higher management and is used in making decisions about individual employee development as well as developmental needs of the work group or the entire organisation.

Potential Appraisal and Development
In organisations that subscribe to HRD, the potential (Career-enhancement possibilities) of every employee is assessed periodically. Assessment is basically used for placement and development planning. If under this system the company is growing continuously. It may be larging in scale diversifying its operation introducing technological changes or entering new markets. Capabilities to perform new roles and responsibilities must continually be developed among employees.

Of course, many supervisors see their subordinates doing only those jobs to which they are assigned. the ideal way to judge a person's potential would be to try the person on each job for which his potential is being assessed.

Any employee can request such assessment. It should be clear whether or not there is a position available ill the company to which the employee could be transferred or promoted.

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 increase the satisfaction of the individual. Often, people do not recognize their strengths. Supervisors in an HRD system have the responsibility for ongoing observation and feedback to subordinates about their strengths and their weaknesses, as well as for guidance in improving performance capabilities.

Career Planning
In the HRD system, corporate growth plans are not kept secret. Long-range plans for the organisation are made known to the employees. Employees are helped to prepare for change whenever such change is planned; in fact, the employees help to facilitate the change. Major changes are discussed at all levels to increase employee understanding and commitment. It is their responsibility to transmit information to their subordinates and to assist them in planning their careers within the organinsation. Of course, the plans may not become reality, but all are aware of the possibilities and are prepared for them.

Training
Training is linked with performance appraisal and career development. Employees generally are trained on the job or through special in-house training programmes.. For some employees (including managers), outside training may be utilised to enhance, update, or develop specific skills. This is especially valuable if outside training can provide expertise, equipment, or sharing of experiences that are not available within the organization.

Organisation Development (OD)
This function includes research to ascertain the psychological health of the organisation. Efforts are made to improve organisational health through various means in order to maintain a psychological climate that is conducive to productivity. The systems experts also help any department or unit in the company that has problems such as absentees, low production, interpersonal conflict or resistance to change. These experts also revamp and develop various systems within the organization to improve their functioning.

Rewards
Rewarding employee performance and behaviour is an important part of HRD. Appropriate rewards not only recognise and motivate employees, but also communicate the organisation's values to the employees. In HRD systems, innovations and use of capabilities are rewarded in order to encourage the acquisition and application of positive attitude and skills. Promotions are generally not considered as rewards because promotion decisions are based on appraisals of potential whereas most rewards are based on performance. Rewards may be given to individualists as well as to teams, departments, and other units within the organisation.

Employee Welfare and quality of Work Life
Employees at lower levels in the organisation usually perform relatively monotonous tasks and have fewer opportunities for projection or change. In order to maintain their work commitment and motivation, the organisation must provide some welfare benefits such as medical insurance, disability insurance, and holidays and vacations.

Quality-of-work-life programmes mainly focus on the environment within the organisation and adding basic physical concerns such as air-conditioning and heating, lighting and physical amenities such as food and beverage facilities. HRD systems focusing on employee welfare and quality of work life by regularly examining employee needs and meeting them to the extent feasible. Job enrichment programmes, educational subsidies, recreational activities, health and medical benefits, generate a sense of belonging that benefits the organisation in the long run.

All above information about employees should be stored in a central human resources data bank (usually by means of computer). This data is used whenever there is a need to provide employees for consideraion for special projects, additional training, or higher-level jobs.

EXAMPLE: HUMAN RESOURCES DEVELOPMENT (HRD) AT C-DAC
Introduction: Established in March 1988, as a Scientific Society of the Department of Information Technology (formerly, Dept. of Electronics), Ministry of Communications and Information Technology (formerly, Ministry of Information Technology), Government of India, The Centre for Development of Advanced Computing (C-DAC), is primarily an R & D institution involved in the design, development and deployment of advanced Information Technology (IT) based solutions.

Some HRD Systems and Sub-Systems
Training and Development: Training for C-DACians is based on the philosophy that all are willing pupils. Members are keen to enhance their proficiency, communication skills, computer expertise, potential, leadership and teamwork. Equally important is the Induction Training for the newly recruited members. Wherein, they are expected to move rapidly from the threshold of the organization to its core and become productive quickly. Thus, the Training Policy in C-DAC is targeted towards enhancing
 The "soft skills" that employees need to work effectively in the organization like, team-building skills, communications, supervisory skills, and
 The technical skills required to operate on the cutting edge of technology.

Learning Opportunities: C-DAC encourages acquisition of higher & advanced professional education and qualifications for its members while in service at C-DAC. In a knowledge driven organization like C-DAC, intellectual development of its human resources is a continuous process. In keeping with this philosophy, C-DAC encourages its employees to enhance their educational qualifications and also rewards them by way of increments and reimbursement in emoluments on successful accomplishments.

Mentoring: Starting with a well-organized induction program to familiarize each new member with complete technical activities and administrative processes of C-DAC, there is a continuous mentoring program underway which gives an opportunity to every member to share and discuss ones experiences with another member, a mentor, to give feedback to the management. The protégé thus not only becomes productive fairly early but also contributes to his own development in line with the defined career path and organizational objectives.