IO LESSON 5

• Human Resource Development (HRD)


  Refers to various activities that helps people to adjust to the organization / workplace and its culture. Deals, not only with the development but also the development of their employees overall. Includes training a person after he / she is first hired, providing opportunities to learn new skills etc. Focused on the future needs of the organization and its members
• Human Resource Management (HRM)

  Process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. Focused on the present needs of the organization and its members
• HRD and HRM


  Both are beneficial for the organization and the employees for the productivity. Some activities overlap: appraisal / training
• Organizational Development (ORG DEV)

  Planned, organization – wide effort to increase organizational effectiveness through behavioral science knowledge and technology
• HRD and ORG DEV

  HRD is mainly concerned with the training and overall development of employees. This also includes performance appraisal of each employee. ORG DEV is a planned, organization – wide effort to increase organizational effectiveness
• Employee Training


  Provides learners with knowledge and skills needed for their present job. Focused on the training only
• HRD and Employee Training

  HRD deals, not only with the development but also the development of their employees overall. Includes training a person after he / she is first hired, providing opportunities to learn new skills etc. Employee Training is focused on the training only
• Activities involved in HR Development

  • Training and development (T & D)
  • Determining specific training and development needs – analyzing training needs
  • Establish specific T & D objectives
  • Select T & D methods and delivery systems
  • Implement T & D programs
  • Evaluate T & D programs
• Training


  Provides learners with knowledge and skills needed for their present job
• Development


  Involves learning that goes beyond today's job and has more long – term focus. Prepares employees to keep pace with the organization as it changes and grows
• Training Methods


  • Classroom method
  • E – learning
  • Case study
  • Behavior modeling and tweeting
  • Simulation
  • Role playing
  • Training games
  • In – Basket Training
  • On – the – job Training
  • Apprenticeship
  • Team training
  • Coaching
  • Mentoring
• Delivery Systems


  • Corporate university
  • College and universities
  • Online Higher education
  • Vestibule system
  • Video media
  • Simulators
  • Social networking
• Factors influencing T & D

  • top management support
  • shortage of skilled workers
  • technological advances
  • global complexity
  • leaning styles
• Orientation (on – boarding)


  Inform new employees about the company, the job, and the work group. It also familiarizes them with the corporate culture and helps them to quickly become productive
• Career Paths


  • Traditional
  • Network
  • Lateral
  • Dual - career
• Adding value to your career


  An individual's knowledge must be ever expanding, and continual personal development is necessity
• Demotion


  Process of moving a lower level of duties and responsibilities, typically involves a reduction in pay
• Free agents


  People who take change of all or part of their careers by being their own bosses or by working for others in ways that fit their particular needs or wants
• Career management


  Process of enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively
• Career development


  Formal approach used by the organization to ensure that people with proper qualifications and experiences are available when needed. Lifelong series of activities that contribute to a person's career exploration, establishment, success, and fulfilment
• Formal career development


  • Short – term training programs, education, certifications, workshops, or seminars that can help build skill sets for a particular job or industry
• Informal career development


  • Mentorship opportunities, networking events, online courses, internships, and volunteering experiences
• Career planning activities


  • Manager / employee self – service
  • Discussion with Knowledgeable individuals
  • Company material
  • Workshops
• Career planning


  Ongoing process whereby an individual sets career goals and identifies the means to achieve them
• Career planning activities


  • Self-assessment
  • Formal assessment
• Management development


  All learning experiences provided by an organization resulting in upgrading skills and knowledge required in current and future managers
• Succession planning


  Developing workforce plans for the company's top positions
• Mentoring


  Approach to advising, coaching, and nurturing for creating a practical relationship to enhance individual career, personal, and professional growth and development
• Coaching


  Responsibility of the immediate boss, who provides assistance, but the primary focus is about performance
• Reverse mentoring


  Process in which older employees learn from younger ones
• Performance appraisal


  Evaluating an employee's current and/or past performance relative to his or her performance standards
• Purposes of performance appraisal

  • Base pay decisions
  • Promotion decisions
  • Retention decisions
  • Reviewing employee's career plans
• Performance appraisal process


  1. Setting work standards

  2. Assessing the employee's actual performance relative to those standards

  3. Providing feedback to eliminate performance deficiencies or to continue to perform above par
• Who will evaluate the performance

  • Supervisors
  • Peers
  • Subordinates
  • Customers/clients
  • Self-appraisal
  • Rating committees
  • 360-degree feedback
• Graphic rating scale


  • Simplest and most popular method
  • List several job dimensions and range of performance values for each trait, then supervisors rate each subordinate by circling or checking the score that best describes the subordinate's performance
• Alternation ranking method


  • Ranking employees from best to worst on a trait or traits
• Paired comparison


  • For every trait, you compare every employee with every other employee
• Forced distribution


  • Manager places pre-determined percentages of ratees into performance categories
• Critical incident method


  • Supervisor keeps a log of positive and negative examples of a subordinate's work-related behaviors
• Narrative forms/report


  • Helps the employee understand where his or her performance was good or bad, and how to improve that performance