HRD
 What is HRD? Explain its scope/functions.
 Explain the importance of training and development.
 Explain the methods of training and development.
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HRD
 According to Prof. T.V. Rao, HRD is a process by which the employees
of an organisation are helped in a continuous and planned way to :
 (1) Acquire or sharpen capabilities.
 (2) Develop the capabilities and exploit the potential‫استغالل االمكانيات‬,
for individual and organisational development purposes.
 (3) Develop an organisational culture in which the various
‫العناصر‬constituents (superior-subordinate) contribute to the
professional well being of employees.
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Scope‫ مجال‬-‫ اطار‬of HRD/HRD Instruments
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Scope of HRD/HRD Instruments
 (1) Performance Appraisal :
The purpose of performance appraisal is to provide accurate
picture of past and future projections ‫ توقعات‬. Now-a-days
organisations follow 360o Appraisal System, in order to evaluate
the performance of an employee in a more objective manner
 (2)
Potential Appraisal :
It aims at identifying the potential for career advancement. The term
performance and potential appraisal are not synonymous‫مترادف‬.
Performance appraisal evaluates an employee's current performance
level, whereas potential appraisal aims at identifying employee's
potential to handle more responsibilities/challenging assignments.
‫المهام الصعبة‬
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 (3) Career Planning :
 Career planning is a process of integrating employees needs and
aspirations with organisational needs. Career aspirations ‫طموحات‬
‫مهنية‬of employees are fulfilled by integrating the individual goals
with organisational goals
 (4) Training and Employee Development
 These programmes are conducted at frequent intervals ‫فترات‬
‫ متكررة‬in order to equip the employees with skills required to
handle various assignments. Employees are trained through onthe-job and off-the-job training programmes.
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 (5) Organisation Development (OD) :
 In order to survive‫ تبقي‬in a competitive environment,
organisations should equip the employees to meet future
challenges. It is necessary to constantly upgrade the skills and
abilities of employees in order to enable them to meet the various
challenges and threats, posed by the external environment.
 (6) Rewards :
 People perform a number of activities in an organisation to satisfy
their needs. They choose to behave in a particular manner in order
to maximise their rewards.
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 (7) Employee Welfare and Quality of Work Life (QWL) :
 The term employee welfare refers to various services, facilities and
benefits offered to the employees.
 The purpose is to improve the living standard of workers and
thereby improve their quality of work life.
 The type of benefits offered to an employee has been changing in
the light of changing job market trends, employee expectations,
demands of the union and and legislative requirements. ‫النقابات‬
‫والمتطلبات التشريعية‬
 (8) Human Resource Information :
 The Human Resource Information System (HRIS) is a process by
which the organisation collects, maintains and records information
about people and jobs. This data is stored in a data bank and it
covers data on various aspects such as personal information,
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recruitment details, appraisal details etc.
TRAINING
 The term training refers to imparting ‫ نقل‬and developing
skills for a particular purpose. It attempts to improve the
performance of an employee and prepare him for an intended
job. Often the terms Training, Education and Development
are used interchangeably, however they differ from each
other.
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 Training and
 (1)
 (2)
 (3)
 (4)
Application oriented
On the job learning experience
Specific task
Narrow perspective
 Training and
 (1)
 (2)
 (3)
 (4)
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For non-managers
Technical skills
Specific – job related
Imparted in Short-term
Education :
Theoretical orientation
Classroom Learning
General concept
Broad perspective
Development :
For managers
Theoretical or conceptual knowledge
General Information
Organised in the Long-term
 Definitions :
 (1) According to Edwin Flippo, "Training is
the act of increasing the knowledge and skills
of an employee for doing a particular job".
 (2) According to Dale S. Beach, "Training is
the organised procedure by which people
learn knowledge or skill for a definite
purpose".
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Importance of Training
 (1) Improvement in performance : Training improves the skill
of an employee, which in turn improves employee's performance
both in qualitative and quantitative terms.
 (2) Improvement in Quality : In a training programme,
improved ways of doing things are taught. This enables the
employees to contribute to the success of the organisation.
Uniformity ‫تماثل‬in work performance helps in improving the
quality of work or service.
 (3) High morale : Training not only improves skills of an
employee, it also brings about a positive change in employee's
attitude. Better performance, avenues‫ سبيل او طريق‬for promotion
leads to high morale among employees.
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 (4) Less supervision : A trained employee
efficiently perform the work assigned to him.
Therefore, his work requires less supervision and
control.
 (5) Increase in organisational stability and
flexibility : In the event of loss of key personnel,
stability can be maintained by creating a
reservoir ‫ احتياطي‬of trained.
 Any short-run variation in volume of work
requires personnel with multiple skills. Thus, we
can say that trained personnel are an asset to the
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 (6) Prevention of obsolescence : ‫منع التقادم‬
Training fosters initiative and creativity ‫يعزز من‬
‫ المبادرة واالبداع‬among employees and this in turn
helps to prevent manpower obsolescence.
 (7) Personal growth : A training programme
enables an individual to grow and expand his
horizon. ‫توسيع االفق‬
 (8) Favourable organisational climate : A
sound training programme results in creation of a
favourable organisational climate, as the
incidence ‫ حدوث‬of labour turnover, absenteeism and
labour unrest ‫اضطرابات عمالية‬is reduced
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DEVELOPMENT
 It is a process of enhancing the skills already possessed by the employees of an




organisation. The various methods of managerial development can be broadly
divided into two namely:
(1) On-the-Job
(2) Off-the-Job
(1) On-the-Job Development Methods :
In this case the training programmes are conducted within the organisation.
The emphasis here is on learning by doing. The various methods of on-the-Job
training are as follows :
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 (a)
Coaching and counselling : In this method the
superior acts as a mentor. Here the role of a mentor is to
provide direction, advice, criticise and provide suggestions
for improving the performance of the employee/trainee.
 Counselling refers to discussions in areas such as fear,
anxiety, career aspirations etc. On the other hand coaching
refers to providing guidance to the employee on all job
related areas.
 (b) Job rotation : It is also an important method of
enhancing the skill of a manager. When a manager is
assigned duties across various departments of the
organisation it results in acquisition of diversified skills and
knowledge. Thus by giving an opportunity to a manager to
absorb new information, job rotation results in the
development
of
new
and
creative
ideas.
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 (c) Understudy assignment : In this method few
trainees are selected to handle a senior manager's
responsibilities when the post falls vacant. In this method
the trainee learns different aspects of handling a higher
post. The main advantage of this method is, the
understudy is trained in not only handling the day to day
operations but also in long-term strategic issues of the
organisation.
 (d) Junior Board : This method is similar to
understudy, however here the number of understudy
varies from organisation to organisation depending upon
the number of departments.
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 The main advantage of this method is every
department is represented i.e. the most capable
employee of every department is selected for acting
as an understudy.
 This results in selection of the most appropriate
manager when the senior manager's post falls
vacant.
 (e) Planned progression : In this method an
employee is promoted to a higher post to handle
more responsibilities. Here the employee not only
learns but is also suitably compensated for handling
more responsibilities.
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Off-the-Job Development Method
The aim of this method is to take the employee away
from the workplace and provide training. It is based
on the assumption that employees learn better when
they are relaxed and free from the work related
problems. The various off-the-Job development
methods are as follows
 (a) Simulation exercises : This method is widely
used for managerial development and it includes
programmes such as Role-plays, In-basket exercise,
Case study and business games.
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 (i) Role-plays : In this method trainees enact roles to
solve problems that are similar to real life situations. This
method enables the participant to gain a better
understanding of people and business situations. Some of
the commonly enacted scenes are grievance redressal,
management-union negotiations, mock interview session
etc.
 (ii) In-basket exercises : This training programme is
aimed at improving the analytical skill of a trainee. During
this session the participant is required to sort out the mail
in the order of priority.
 Before the session begins the trainee is given an overview
of organisation mission and the organisation chart.
 He is given documents similar to those found in the inward
tray of a manager.
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 (iii) Case study : The HR department prepares case studies
based on the actual experiences of the organisation.
 The trainees are required to analyze and discuss the case, identify
the apparent or hidden problems and suggest probable solutions
from which the most viable one could be eventually selected.
 (iv) Business games : In this method the participants are
divided into groups. They play the roles of competing firms in a
simulated environment. The participants are required to discuss
the strategies to either launch a new product or beat a
competitor's product in the market. This method improves
interaction and co-operation among the participants, and tries to
improve their strategic thinking, leadership skills and their ability
to work under stress.
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 (b) Sensitivity training : This method aims at
sensitising a manager about his weakenesses.
 This method is useful only if the participants are
willing to improve their behaviour.
 This method also aims at developing among the
group members, an understanding of themselves
and of their relationship with others.
 The members are encouraged to introspect their
own behaviour and performance and at the same
time they are encouraged to openly discuss the
behaviour of group members.
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