Human Resource Development

Mrs. G. S. Vyas

College of Engineering Pune (COEP)

Forerunners in Technical Education

Globalization and human resource development

Globalization is a non-stop economic process. Under going globalization process the necessity to investigate global human resource development and its differences from domestic human resource development appears. Looking specifically at economic globalization, it can be measured in different ways. These centre on the four main economic flows that characterize globalization: Goods and services (exports plus imports as a proportion of national income or per capita of population); Capital (inward or outward direct investment as a proportion of national income or per head of population); Technology (international research and development flows; proportion of populations (and rates of change thereof) using particular inventions (especially 'factor-neutral' technological advances such as the telephone, motorcar, broadband); Labour/people (net migration rates; inward or outward migration flows, weighted by population).

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College of Engineering Pune (COEP)

8/9/2011

Forerunners in Technical Education

DEFINITION OF GLOBAL HUMAN RESOURCE DEVELOPMENT

According to McClean (2001), Bates (2003), Marquardt and Berger (2003), the HRD must include not only economic development and workplace learning, but it must also be committed to the political, social, environmental, cultural, and spiritual development of people around the world. Wang and McLean (2007) suggest such definition of international HRD: International HRD (also known, perhaps more appropriately, as cross-national HRD, transnational HRD, and global HRD) is a field of study and practice that focuses on for-profit, not-for-profit, and/or governmental entities and individuals cooperating in some form across national borders.

College of Engineering Pune (COEP)

8/9/2011

Forerunners in Technical Education

Difference between domestic and global human resource development

Domestic and global human resource development has some basic differences, which we could classify as political economic and cultural environment. Culture is very important in working with people and developing them. So it is very important to pay attention to such factors as language, cross-cultural communication, religion, family, class structure, geography and history. Therefore, in this situation as Marquardt, Berger and Loan (2004) suggest, domestic--traditional human resource development programs should be acculturized-adapted and modified to the target audience. New EU countries should pay attention to this possibility and to learn how to provide correct acullturization to reach company's goals.

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POSITIVE AND NEGATIVE ASPECTS OF GLOBALIZATION

Negative aspect Increases inequality within and between nations, threatens employment and living standards, and thwarts social progress (Berger, 2003) Possible threats (e.g. inequality within and between nations; famine, threat for employment and living standards or decline of social progress), which could be only under specific conditions and only in some countries (Kumpikaite and Sakalas, 2007). Globalization has already harmed the environment and can certainly threaten it more in the future.

College of Engineering Pune (COEP)

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Positive impacts A key to future world economic development Inevitable and irreversible. Globalization has made the world a better place, a world that will eventually lead to economic prosperity, political freedom, and world peace. A globalized world is one in which there is a free movement of ideas, people, values, and systems across the globe. Globalization is a prime force for spreading knowledge and technology. Encouraging national and educational institutions to integrate environmental and developmental issues into existing training curricula and promote the exchange of their methodologies and evaluations. Encouraging all sectors of society, such as industry, universities, government officials and employees, and community organizations, to include an environmental management component in all relevant training activities, with emphasis on meeting immediate skill requirements through short-term formal and in-plant vocational and management training;

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 Strengthening in-house environmental management training capacities; Establishing specialized "training of trainers" programs to support training at the national and enterprise levels; Developing new training approaches for existing environmentally sound practices that create employment opportunities and make maximum use of local resource--based methods; Supporting efforts to develop a service of locally trained and recruited environmental technicians able to provide local people and communities, particularly in deprived urban and rural areas, with the services they require, starting from primary environmental care; Preparing environment and development training resource guides with information on training programs, curricula, methodologies, and evaluation results at the local, national, regional, and international levels; Assisting governments, industry, trade unions, and consumers in promoting an understanding of the interrelationship between a healthy environment and sound business practices
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Impact of globalization
Changes rates of unemployment Success in a foreign training session-foreign language The easy road of simply transposing a domestic training program to international companies

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HRD and HRM

The objective of human resource`s' development is to foster human resourcefulness through enlightened and cohesive policies in education, training, health and employment at all levels, from corporate to national (J.E.S.Lawrence 2000) Human resource management's objective, on the other hand, is to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers in a corporate context to conduct these activities in an effective, legal, fair, and consistent manner

College of Engineering Pune (COEP)

8/9/2011

Forerunners in Technical Education

HRM
HRM is defined as that part of the management process which is primarily concerned with human constituents of an organisation. It is that field of management which concerned with planning, organising, directing and controlling various operative functions of procurement, development, maintenance and the utilisation of a labour force in such a way that objectives of the company those of personnel of all levels and those of community are achived
College of Engineering Pune (COEP)
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Primary Functions of HRM

Human resource planning Equal employment opportunity Staffing (recruitment and selection) Compensation and benefits Employee and labor relations Health, safety, and security Human resource development
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Secondary HRM Functions

Organization and job design Performance management/ performance appraisal systems Research and information systems

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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.

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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
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Early Training for Unskilled/Semiskilled Workers

Mass production (Model T)
Semiskilled and unskilled workers Production line one task = one worker

World War I
Retool & retrain Show, Tell, Do, Check (OJT)
Werner & DeSimone (2006)

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Human Relations Movement

Factory system often abused workers Human relations movement promoted better working conditions Start of business & management education Tied to Maslow s hierarchy of needs

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Emergence of HRD
Employee needs extend beyond the training classroom Includes coaching, group work, and problem solving Need for basic employee development Need for structured career development

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Relationship Between HRM and HRD

Human resource management (HRM) encompasses many functions Human resource development (HRD) is just one of the functions within HRM

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HRD Functions
Training and development (T&D) Organizational development Career development

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Critical HRD Issues

Strategic management and HRD The supervisor s role in HRD Organizational structure of HRD

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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

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Supervisor s 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

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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 i.e., a revenue contributor, not just a revenue user
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HRD Organization in a Large Company

Werner & DeSimone (2006)

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College of Engineering Pune (COEP)

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