Shradha Garg Mansi Sharma Sneha Promod Hembrom Vijaya Chatterjee Christine Dsouza Divyendu Shekhar Roger Michael
Anthony Chetna Kumari Patras Hansdak Naveen Kumar
#1
#2 #3
HRD PROCESS ROLES AND COMPETENCIES OF A HRD PROFESSIONAL
HRD CHALLENGES
Organizations are human-made entities that rely on human expertise to establish and achieve their goals. Human expertise is developed and maximized through HRD processes and should be done for the mutual long- and/or short-term benefits of the sponsoring organization and the individual involved.
ENVIRONMENT Cultural Forces Political Forces Forces
ORGANIZATION INPUT
1 Analyze 2 Propose
Economic
PROCESS
3 Create 4 Implement
OUTPU T 5 Assess
HUMAN RESOURCE DEVELOPMENT
System World-View Model Of Human Resource Development
HRD is a process-oriented function.
All the HRD processes are centered on four constituents of an organization viz., the employee, role, teams and the organization itself. Each of the unit has its own behavioral patterns and framework, which, if not addressed adequately may not bring in the desired outcomes.
Career planning - is the process of establishing career objectives and determining appropriate educational and developmental programs to further develop the skills required to achieve short- or long-term career objectives. Performance appraisal - is the process of obtaining, analyzing and recording information about the relative worth of an employee. Training - Organized activity aimed at imparting information and/or instructions to improve the recipient's performance or to help him or her attain a required level of knowledge or skill. Counseling - Support process in which a counselor holds face to face talks with another person to help him or her solve a personal problem, or help improve that person's attitude, behavior, or character.
Communication Feedback Conflict resolution Collaboration
Role analysis helps in improving this process. Competencies Commitment Motivation Coping process
Organizational climate Communication Organizational change Organizational development
ROLES AND COMPETENCIES OF AN HRD MANAGER
Successful organizations are becoming more adaptable, resilient, quick to change direction, and customer-centered. Within this environment, the HRD professional, considered necessary by line managers, is a strategic partner, an employee sponsor or advocate and a change mentor in addition to the already existing roles.
HRD MANAGERIAL ROLE HRD PROFESSIONALS STRATEGIC ADVISOR ROLE HR SYSTEMS DESIGNER/ DEVELOPER ORGANIZATION CHANGE AGENT ORGANIZATION DESIGN CONSULTANT LEARNING PROGRAM SPECIALIST INSTRUCTOR/ FACILITATOR INDIVIDUAL DEVELOPMENT AND CAREER COUNSELOR PERFORMANCE CONSULTANT (COACH) RESEARCHER
Integrates HRD with organizational goals and strategies. Promotes HRD as a profit enhancer. Tailors HRD to corporate needs and budget. Institutionalizes performance enhancement
Consults with corporate strategic thinkers Helps to articulate goals and strategies
Develops HR plans
Develops strategic planning, education and training programmes
Assists HR manager in the design and development of HR systems Designs HR programmes Develops intervention strategies
Develops more efficient work teams Improves quality management
Implements intervention strategies
Develops change reports
Designs work systems Develops effective alternative work designs
Implements changed systems
Identifies needs of learners Develops and designs learning programs
Prepares learning material and learning aids
Develops program objectives, lesson plans and strategies
Presents learning materials Leads and facilitates structured learning experiences
Selects appropriate instructional methods and techniques
Delivers instructions
Assists individuals in career planning Develops individual assessments
Facilitates career workshops
Provides career guidance
Advises line management on appropriate interventions to improve individual and group performance Provides intervention strategies Develops and provides coaching designs Implements coaching activities
Assesses HRD practices and programs Determines HRD program effectiveness
Develops requirements for changing HRD programs to address current and future problems
COMPETENCIES OF AN HRD MANAGER
Basic Competencies
Interpersonal Competencies Building trust
Personal Competencies
Applying Analysing needs and proposing Solutions Applying business acumen
Demonstrating adaptability
Communicating effectively
Modelling personal development
Driving results
Influencing stakeholders
Planning and implementing Leveraging diversity Assignments Thinking strategically Networking and partnering
Business competencies
Interpersonal competencies
Technical competencies
Intellectual competencies
Business understanding
Cost-benefit analysis skills Delegation skills Industry understanding Organisation behaviour understanding Organisation development Understanding Project management Skills Records management Skills
Coaching skills
Feedback skills
Adult learning understanding
Career development understanding Computer competence
Data reduction skills
Information search skills Intellectual versatility
Group process skills
Negotiation skills Presentation skills
Competency identification skills Electronic systems skills Objectives preparation skills Subject matter Understanding Training and development theories and techniques Research skills
Model building skills Observing skills
Relationship building skills Writing skills
Questioning skills
Self-knowledge Visioning skills
HRD CHALLENGES
Changing Environment Technological Impact Low Commitment from management Globalization Learning Organization Organizational Strategy Employee Orientation HR Outsourcing
As a result of Globalization, Indian Organizations have undergone drastic transformation in structure/strategy to be adoptive to changes. This compels them to Increase their ability to learn and collaborate and manage work force diversity, complexity and uncertainty. HRD professionals will have to create models and processes for attaining global agility, competiveness and effectiveness. The only thing which remains constant is change and HRD professional has to make people accept the change.
HRD managers have to upgrade the employees skills and competencies in order to make the best use of the improvements in technology for business growth. Technological change has led to increase in jobs but the education system(both Quality and Quantity) must drastically change and become globally competitive in order to make best use of employment opportunities.
HRD is seen as a non productive expenditure for an organization as HRD evaluation could not be correctly quantified and projected for justification. For exampleBehavioral change. The position of HRD is often not a strategic one. Companies are focused on the business, not on the people. For example- Recession. Some countries (Germany, Portugal) are working on a certification program to guarantee the quality of HRD professionals.
Globalization is used to indicate the transformation process, highly influenced by technological developments, means of communication and information revolution. Requisites for competing in Global Economy are: New Technology and need for more skilled and educated workers Cultural Sensitivity Team Involvement and Problem Solving Approach Better Communication Skills
Organizations must learn, adapt and change. Individuals should be encouraged to engage themselves in lifelong learning. Guiding Principles: Systematic Thinking Personal Mastery Mental Moods Shared Visions Team Learning
In order to give business a competitive edge an HRD professional must develop HRD strategies( plan for developmental budget) concurrently with the other organizational strategies(vision, mission and competitive advantage). Business relevance- Human Resource Development effort is invested in areas of greatest value-added for the business.
An HRD Professional should pay great emphasis on Career Planning and development of individuals. If it is inadequately done it will not only be a threat on the employee retention but will also hamper the organizations growth.
The latest trend of HR Outsourcing can be done by outsourcing the routine, non-value added activities and core HR activities. Though it is cost effective but can prove to be a threat for internal HR talent.
HRD FOUNDATION BRIEF ,2003,Richard Swanson, [Link] Brief(2003).pdf [Accessed on 4th July,2011] Strategic HRD Process-Pdf Articles [Link] [Accessed on 4th July,2011] Human Resource Development- Wikipedia, The Free encyclopedia [Link] [Accessed on 4th July, 2011]
[Link] [Accessed on 5th July, 2011] HRD Systems [Link] 5e39594c064ee852564ae004fa010/dd81fb5be0243bd 5652571db0018c28c/$FILE/HRD%[Link] [Accessed on 4th July, 2011] Tripathi, P.C.,(2005), HRD Processes, Page no.10-11
Krishnaveni R, Human Resource Development; A researchers perspective, Excel Books, New Delhi, 2010, p15-21 [Link] accessed on 3rd July,2011 Singh I S, Globalization and Human Resource Development, Excel Books, New Delhi, 2010, p1-6
THANK YOU
