Introduction to Human Resource Development

Prehistory The term "human resources" was coined only in the 20th century. However, the human race developed employee selection processes long before that. Even during the prehistoric period, humans carefully considered a candidate's qualification before choosing him for a leadership position. In addition, the earliest human beings placed high importance on passing down necessary knowledge. Human resource development relies on education, which involves transmitting essential materials to employees so they can do their jobs better. Ancient History As human civilization continued to develop, so did the desire to improve employee performance and knowledge. Historians have found evidence of employment screening exams dating back to 1115 B.C. in China. The ancient Greeks and Babylonians created the apprenticeship system, which trained entry level employees in a particular trade. Apprenticeships continued well into the Middle Ages. The Industrial Revolution In the late 18th century, Europe and America's economies shifted from agriculture to manufacturing. Inventors developed mechanisms to speed up production. However, mechanization led to injuries, a monotonous work environment and low wages in favor of more efficient production. Some employers realized productivity correlated strongly to worker satisfaction and attempted to improve training and salary. Human Relations Movement World War I brought about huge changes in the labor market. After World War I, the government and businesses realized that employees would no longer contribute to the economy if mistreated. In 1928, social scientist Elton Mayo began researching the effect of better working conditions on employees. Not surprisingly, workers under improved conditions produced more. Mayo discovered that under better conditions, employees worked as a team and generated a higher output. He promoted stronger human relations between subordinates and supervisors, which he called "the Human Relations movement." Human Resources Approach By the 1960s, managers and researchers realized that just because an employee has better working conditions does not mean he will work harder. Instead, a new theory emerged. Both bosses and social scientists concluded that each worker has individual needs and requires a more personalized form of motivation in order to produce more. Businesses began treating employees as assets or resources, which needed cultivation and encouragement in order for the company to succeed. Developing Resources

During the last decades of the 20th century, supervisors began to focus on bringing organizational and individual employee goals closer together. To do this, managers strove to make work meaningful. Upper management gave human resources professionals the responsibility of optimizing employee skills to create a more valuable, skilled workforce. This trend has prevailed into the 21st century, with human resource departments emphasizing skill development and training for employees. Definition of HRD A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands. Objectives: Develop human resource of the company continuously for better performance to meet objectives. Provide opportunity for development of different level of employees. Prepare newly inducted staff to perform their work with high level of competency and excellence. Meet social obligations of industry to contribute towards the excellence of technical and management education. Assist the existing and potential customers in the better use of equipments by training the employees. Promote a culture of creativity, innovation, human development, respect and dignity. Achieve excellence in every aspect of working life. Create environment for the trainees conducive to their character building.

Evolution of HRD: Early apprenticeship programs. Early vocational education programs. Early factory schools. Early training for unskilled/semiskilled. Human relations movement. Establishment of training profession. Emergence of HRD.

HRD Functions: Providing skill input to apprentices and trainees. Identifying training needs and imparting training. Outside deputation for competency enhancement. Competency mapping. Organizational development activities.

Conducting sessions and workshops. Training and development (T&D).

The Need for HRD: Business and Economics Changes HRD can be a platform for organizational transformation, a mechanism for continuous organizational and individual renewal and avehicle for global knowledge transfer. Implementing a new policy. Implementing a strategy. Effecting organizational change. Changing an organizations culture. Meeting changes in the external environment. Solving particular problems.

Technological Changes Technological change creates requirements for training and development. Organizations that work in less time will have a competitive advantage. A customer and quality focus will permeate tomorrows superior organization. The arena for an organizations planning and action will be global. Business strategies now depend on quality and versatility of the human resource. Work structure and design will change dramatically.

Social, Legal & Other Changes Social attitudes, legal requirements, industrial relations generates training and development needs. They demand new skills in the workplace. Training and Development (T&D) Training improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task. e.g.: Employee Orientation, Skills & Technical Training, Coaching and Counseling Development preparing for future responsibilities, while increasing the capacity to perform at a current job. e.g.: Management Training and Supervisor development

Benefits of Training and Development Training and development helps the employees to achieve their personal goals which in turn helps to achieve the overall organizational objectives. Thus, we can separate the benefits of training and development into two broad heads: 1. Organizational benefits 2. Personal benefits Organizational Benefits: Improves the morale of the workforce. Leads to improve profitability and more positive attitudes towards profit orientation. Improves the job knowledge and skills at all levels of the organization. Aids in organizational development. Improves relationship between superior and subordinate.

Personal Benefits: Helps the individual in making better decisions and effective problem solving. Aids in encouraging and achieving self-development and self-confidence. Provides information for improving leadership, knowledge, communication skills and attitudes. Helps a person handle stress, tension, frustration and conflicts. Helps a person develop speaking and listening skills. Helps eliminate fear in attempting new tasks.

Impact on Training: Training practices rapidly changing in response to pressures. Impacting instruction design, delivery, and evaluation processes. Global interest in E-learning is growing.

Needs Assessment Phase: Establishing HRD priorities. Defining specific training and objectives. Establishing evaluation criteria.

Design Phase: Selecting who delivers program. Selecting and developing program content. Scheduling the training program.

Implementation Phase: Implementing or delivering the program. Evaluation Phase: Determining program effectiveness. e.g.: Keep or change providers? Offer it again? What are the true costs? Can we do it another way?

Critical HRD Issues: Strategic management and HRD. The supervisors role in HRD. Organizational structure of HRD. Strategic management and HRD. The supervisors role in HRD. Organizational structure of HRD.

Strategic Management & HRD Strategic management aims to ensure organizational effectiveness for the foreseeable future. e.g.: Maximizing profits in the next 3 to 5 years. HRD aims to get managers and workers ready for new products, procedures, and materials.

Supervisors Role in HRD: Implements HRD programs and procedures. On-the-Job Training (OJT) Coaching/Mentoring/Counseling Career and Employee Development. A front-line participant in HRD.

Organizational Structure of HRD Departments: Depends on company size, industry and maturity No single structure used Depends in large part on how well the HRD manager becomes an institutional part of the company e.g.: A revenue contributor, not just a revenue user.

HR Manager Role: Integrates HRD with organizational goals and strategies. Promotes HRD as a profit enhancer. Tailors HRD to corporate needs and budget. Institutionalizes performance enhancement.

HR Strategic Advisor Role: Consults with corporate strategic thinkers. Helps to articulate goals and strategies. Develops HR plans Develops strategic planning education and training programs.

Challenges for HRD: References: 1. www.ehow.com 2. Human Resource Development by John M. Werner and Randy L. De Simone 3. Personnel Management in the 21st. Century 7th. Edition by Ranulfo D. Payos and Orlando S. Zorilla Changing workforce demographics. Competing in global economy. Eliminating the skills gap. Need for lifelong learning. Need for organizational learning.