Importance of Inclusive Economic Growth for Sustainable Development
Inclusive economic growth is vital for reducing inequality and poverty through creating economic opportunities and ensuring equal access to them. Societies based on equality experience better development outcomes, with inclusive growth fostering participation, benefit-sharing, and societal progress. Government qualities supporting economic growth include economic liberalism, political pluralism, social development, and administrative accountability. The Rwanda Governance Score Card 2016 highlights key areas such as rule of law, political rights, safety and security, investing in human and social development, and controlling corruption for sustainable governance.
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INTRODUCTION PRERNA BHATI
The objective of the course is to acquaint the students with Human Resources Management and to develop in them the ability to acquaint them in the corporate world. The main purpose is to assist the students in developing skills soft and hard, and decision making in the organizations.
Why is it essential to study HRD???? Due to the changing role of HR Functions The shift of organization is from industrial era models to knowledge era model Customer today are more demanding, quality conscious & cost sensitive Organizations have started to shift from traditional platform to total quality management (TQM) Employees are not viewed as the source of problems but identify the problems in the process For motivating people managers emphasize on removal of barriers Developing employees has replaced controlling the employees Product market is more competitive than ever before There is more focus on customer T eaming and supporting non structures Visionary leadership A change in language and style hierarchical and informal
HRM refers to the application of management & principles of management to people in an organization. HRM consists of people related functions such as hiring, training and development, PMS, compensation, health & safety etc. Building human capital (skills, knowledge & capacities of employees) Alignment of HR policies & practices with organizations strategies. The major functions of HRM as identified in accordance with Henry Mintzberg are: Planning Staffing Developing
Monitoring Maintaining Managing Relationships Managing Change Evaluation HRM is a broad concept. PM & HRD are a part of HRM HRS (Human resource system) assumes that human beings are a great asset to organization Thy contribute a great deal organizational goals People are treated as assets with unlimited potential is the core of the concept of the HRS Investing in Humans is necessary. Investment for increasing the resource is important to the achievement of
DEFINITION OF HRD Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance development, coaching, mentoring, succession planning, key employee identification, and organization development. management and
The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers. Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe Development and cover all of these bases. in Human Resource
DEVELOPMENT AS A CONCEPT OF HRS The core concept of HRS is development of Human beings, i.e. HRD Along with developing the individuals, attempts should be made to develop stronger dyads i.e. a group of 2 (employee & his boss). These are the basic units of working in the organization Several groups and committees require attention & development. Groups like task groups & command groups should be developed from the point of view of increasing collaboration amongst people working in the organization, thus making for an effective decision making Development of organizations involve developing self renewing mechanisms in the organization so that they are able to adjust & develop relevant process for effectiveness
Development becomes a massive effort. HRD play a major role in designing & monitoring development efforts in the organization. 4 partners or agents of development can be indentified as The person or role The immediate boss HR department Organization 1. 2. 3. 4. The effectiveness of managing HR will depend on the emphasis put on development Development is seen as the soul of the personnel or HR function It is the soul of several sub functions
They relate to the following : Analyzing the Role : TaskAnalysis Key performance areas Critical attributes Job evaluation Matching the Role & Person 1. Selection / Recruitment 2. Placement 3. Potential appraisal 4. Promotion 5. Career Planning & Succession Planning Developing the persons in the Role 1. PerformanceAppraisal 2. Feedback & counseling 3. Mentoring 4. Career development 5. Training 1. 2. 3. 4.
Developing the Role for the Person 1. Job Rotation 2. Job Enrichment 3. Job design / Redesign 4. Role effectiveness & efficacy Developing Equitability 1. Management of Salary &Amenities 2. Management of incentives & rewards 3. Standardizing & administering procedures Developing self renewing capabilities 1. Organization development 2. HRM research 3. Organization learning 4. Developing culture and climate
HRD is concerned primarily with helping employees develop through training, feedback & counseling by their senior officers & other development efforts. It consists of the following sub systems Training : 1. Training should be based on assessment of the needs of different groups & individuals. Training needs may flow from performance needs as well as performance management / appraisal systems Both internal & external resources should be used & enough attention should be paid to the preparation material, packages & modules Continuous evaluation of training is also necessary of training
2. Organization Development : OD is now playing an increasing important role in helping the diagnosis of problems of HR in the company, in taking steps for team building at various levels, in improving general morale and motivation of people & in developing healthy values & trying out various ways of solving problems 3. Performance Feedback & Counseling : Performance & potential appraisals are likely to remain a ritual if a climate for & skills for providing critical & supportive feedback to the employees by the boss is not properly developed Differences in self assessment & assessment by the boss can be discussed & a program for further growth of the employees can be jointly worked out
4. System Development & Research : Various systems for HRS need to be continuously designed, tested and reviewed Data needs to be collected interventions & analyzed to develop 5. 360 feedback : Multisource Feedback for development has become a useful tool Leadership competencies have been developed in many corporations successfully using 360 feedback 360 is a very popular tool.
A set of systematic & planned activities, designed by an organization to provide its members with the opportunities to learn necessary skills to meet current & future job demands Learning is at the core of all HRD efforts HRD organization regardless of whether that employees is an executive or worker activities should continue begin throughout when employees / her join & his career, HRD programs must respond to job changes & integrate long term plans & strategies of the organization to ensure efficient & effective us of resources
Through the term, HRS is used commonly only since 1980s, the concept is quite ancient Early Apprenticeship Training Program : The origins of HRS can be traces since 18thcentury by apprenticeship training. In this era, small shops operated by skilled artisans produced virtually all household goods, such as furniture, clothing &shoes T o meet a growing demand for their products craft shop owners had to employ additional workers Without vocational training or technical schools, the shop keepers had to educate & train their own workers For little or no wages, these trainees or apprentices, learned the craft of their master, usually working in the shop Apprentices who mastered skills were considered yeomen , & could leave their masters & establish their own shops
Early Vocational Education Programs: De Witt Clinton, in 1809, founded the first recognized privately funded vocational school, referred as manual school, in NewYork The purpose was to provide occupational training to unskilled young people who were unemployed or had criminal records Manual schools grew in popularity, particularly in the Midwestern status Early Factory Schools : With the advent of the industrial revolution during late 1800 s, machines began to replace the hand tools of theartisans. Scientific management principles recognized the significant role of machines in better & more efficient productionsystems Specifically semi skilled workers using machines could produce more than the skilled workers in small craftshops This marked the beginning of factories Factories made it possible to increase production by usingmachines
Early Training Programs for Semiskilled & Unskilled Workers: Both apprenticeship programs & factory schools provided training for skilled workers, very few companies during this time offered training programs for unskilled workers This changed after 2 significant historical events. 1stwas the introduction of model T by Henry Ford in 1913. Model T was the 1stcar to be mass produced using an assembly line, in which production required only the training of semiskilled workers to perform several tasks The new assembly lines cut production costs significantly & Ford lowered its prices, making the model T affordable to a much largersegment With increasing demand for Model T, ford had to design more assembly lines, & this provided more training opportunities The 2ndhistorical event was to out break of World War 1. to meet the huge demand for military equipments, many factories that produced non-military goods had to retool their machinery & retain their workers, including the semiskilled.
The Human Relations Movement: One of the undesirable by products of the factory system was the frequent abuse of unskilled workers, including children, who were often subjected to unhealthy working conditions, long hours and low pay. The appalling / awful conditions urge a national anti-factorycampaign Led by Mary Parker Follett & Lillian Gilbreth, the campaign gave rise to the human relations movement advocating more humane workingconditions The human relations movement provided a more complex & realistic understanding of workers The HR movement highlighted the importance of human behavior on thejob
The Establishment of Training Profession : With the outbreak of World War II, the industrial sector was once again asked to retool its factories to support the wasefforts With the World War I, the initiative led to the establishment of new training program, with larger organizations & unions The federal government established Training with Industry (TWI) services to coordinate training programs across defense relatedindustries By the end of the war, TWI had trained over 23,000 instructors awarding over 2 million certificated to supervisors, unions, services Many defense related companies established their own training departments with instructors trained byTWI In 1942, the American Society for Training Directors (ASTD) was established & formed some standards within this emergingprofession
Emergence of HRD : During 1960 s & 70 s, professional trainers realized that their role extended beyond the classroom training The move towards employee involvement in many organizations required trainers to coach & counsel employees T & D therefore expanded to include interpersonal skills such as coaching, group process facilitation & problem solving This additional emphasis on employee development inspired the ASTD to rename itself as the American Society for Training anddevelopment. 1980 s saw greater changes affecting the t &D At ASTD national conferences, in late 70 s early 80 s, discussions centered on rapidly expanding profession Influential books helped to clarify & define HRD Since 90 sefforts are made to strengthen the strategic role of HRD, i.e. how HRD links to & supports the goals & objectives oforganization
HRD &HRM In some organization training is a stand alone function or department However in most organizations Training or HRD is a part of larger HRM department Primary Functions of HRM HR Planning predicting changes in management strategies & future HR Needs Equal Employment & Opportunities to satisfy both the legal & moral responsibilities of prevention of discriminatory policies, procedures & practices Staffing activities designed for the timely identification of potential applicants for current & future openings the organization through the
Compensation & Benefits responsibility for establishing & maintaining an equitable internal wage structure, a competitive benefit package, incentives tied to individuals, team or org. performance Employee Relations developing a communication system where employees can address their problems & grievances. Else it leads to labor union, contract negotiation &administration Health, Safety & Security activities seek to promote a safe & healthy work environment. This can include actions such as safety training employees assistance programs, & health & wellness programs. HRD activities intended to ensure organizational members have the skills or competencies to meet current & future jobdemands.
Secondary Functions : concerned with Organizational interdepartmental relations & organizational & definition of jobs / Job Design PMS Used for establishing & maintaining accountability throughout the organizations Research & Information System Necessary to make enlightened HR Decisions
HRD Functions : Training and Development focus on changing or improving the knowledge, skills and attitudes of individuals Training involves providing employees the knowledge and skills needed for particular tasks / job through attitude change Development activities have a longer term focus on preparing for future work responsibilities, while also increasing the capacities of employees to perform their current jobs T & D begins as an employee enters the organization in the form of employee orientation & skills training Employee orientation is the process by which new employees learn important organisation values, norms, working relationships, etc Skills and Technical training then narrow in scope to teach the employee a particular skill or area of knowledge
Once through with this, HRD activities focuses more on development activities specifically coaching & counseling. Coaching is the process, where individuals are encouraged to accept responsibilities for their actions, to address any work related problems, and to achieve & sustain superior levels of performance Coaching involves treating employees as partners in achieving both personal and organizational goals Counseling techniques are used to help employees deal with personal problems that may interfere with the achievement of these goals. Counseling programs may address such issues as substance abuse, stress management, smoking cessation, or fitness, nutrition and weight control HRD professionals are also responsible for coordinating management training and development programs to ensure that managers and supervisors have the knowledge and skills necessary to be effective in their positions.
Organisation Development OD is defined as the process of enhancing the effectiveness of an organisation and the well being of its members through planned interventions that apply behavioral science concepts. OD emphasizes both macro and micro organizational changes : macro changes are intended to ultimately improve the effectiveness of the organisation, whereas micro changes are directed at individual, small groups and teams. Eg. Many organisations have introduced employee involvement programs that require fundamental changes in work expectations, reward systems, and reporting procedures, for improving the organizational effectiveness The role of HRD professional involved in OD intervention is to function as a change agent Facilitating change often requires consulting with and advising line managers on strategies that can be used to effect the desired change They may also become directly involved in carrying out the intervention strategy, such as facilitating a meeting, responsible for planning and implementing the actual change process, etc
Career Development Career development is an ongoing process by which individuals progress through a series of stage, each of which is characterized by a relatively unique set of issues, themes and tasks : career Career development involves two distinct processes planning and career management Career Planning involves activities performed by individual, often with the assistance of counselors and others, to assess his or her skills and abilities in order to establish realistic career plan Career Management, involves taking the necessary steps to achieve that plan, and generally focuses more on what the organisation can do to foster employee career development. There is a strong relationship between career development and T & D activities.
ROLES OF HRD PROFESSIONALS HRD professional must perform a wide variety of functional roles Functional role is specific set of tasks and expected outputs for a particular job, like class room trainer, instructional designer HRD professionals need to possess many different skills or competencies Bernathal et al. in Mapping the future has described the foundational competencies These are depicted as falling into 3 areas: personal, interpersonal and business / management The area of expertise are shown in the middle of the pyramid (refer 2004 ASTD competency Model page 27) and the top shows 4 key roles for HRD professionals : Learning Strategist, Business Partner, project manager and Professional specialists
Learning strategist involved in high level decision making concerning how HRD initiatives will support the goals and strategies of the organisation. BP works together with mangers and others in determining how the HRD initiatives will be implemented and evaluated Project Manager is involved with the day to day planning, funding and monitoring of HRD initiatives Professional specialist adds his or her expertise in particular areas, eg. Designing, developing, delivering, and evaluating the HRD initiatives HRD managers and executives are more likely to be involved with the learning strategist and BP roles
Some other HRD Roles : According to McLagan, HRD professional perform atleast 9 distinct roles. HR strategic advisor consults strategic decision making HR systems designer and developer assists HRM in design and development of HR systems Organisation Change Agent advises management in designing and implementation of change strategies used in transforming organisations Organisation Design Consultant advises management on work systems design and the efficient use of HR
Learning program specialist identifies needs of the learner, develops and designs appropriate learning programs, & prepares materials and other learning aids Instructor / Facilitator presents materials and leads and facilitates structured learning experience Individual development and career counselor assists individual employees in assessing their competencies and goals in order to develop a realistic career plan Performance Consultant / Coach advises line management on appropriate interventions designed to improve individual and group performance assesses statistical HRD practices to and programs their using overall Researcher appropriate effectiveness and communicates the results to the organisation procedures determining
CHALLENGES TO ORGANIZATIONS & TOHRD Emerging work place Trends: Drastic Times, Drastic Measures: Uncertain economic conditions force organizations to reconsider how they can grow & be profitable Blurred Lines (life or work): new organizational structures are changing the nature of work for employees and HRD professional Small World & shrinking: technology is changing the way people connect and communicate New Faces, new Expectations: Diversity in the workplace continues to rise 1. 2. Global communication 3. 4.
5. Work be nimble (quick): Accelerated pace of change requires more adaptable employees and nimbler organizations 6. Security Alert: concerns about security & about the ability of governments to provide protection have increased individual anxiety levels worldwide 7. Life & Work in the e Lane: T echnology, especially the internet is transforming the way people work and live 8. A Higher Ethical Bar : Ethical lapses at the highest levels in large organizations have shaken employees loyalty, trust and sense of security
CHALLENGES Increasing Workforce Diversity : Workforce is becoming increasingly diverse including racial, ethnic and gender lines Effectively managing diversity has been identified as one of the distinguishing features of organizations Diversity issues have several implications for HRD professionals Organizations need to address racial, ethnic & other prejudices that may persist as well as cultural insensitivity & language differences Secondly with the increasing numbers workforce, organizations should developmental opportunities advancement into the sr. ranks and provide safeguards against sexual harassment. The aging of the workforce highlights the importance of creating HRD programs that recognize & address the learning related needs of both younger and older workers in the provide of women continue will to that prepare women for
Competing In a Global Economy : Companies compete in a global economy many are introducing new technologies that require more educated and trained workers. Successful Organizations must hire employees with the knowledge to compete in an increasingly sophisticatedmarket. Competing in global market requires more that educating and training workers to meet new challenges Successful organizations institute quality improvement processes & introduce changeefforts Workforce must learn to be culturally sensitive to communicate & conduct business among differentcultures Developing managers to be global leaders has been identified as a major challenge for organization
Eliminating the Skills Gap To compete successfully in the global economy, companies should hire educated workers. But almost 30% of high school students fail to graduate, & employers must confront that many young adults entering the workforce are unable to meet current jobrequirements This skill gap poses serious consequences It is impossible to learn many things as it would require reading and writing Many industrialized nations have made systematic changes in order to bridge the skill gap. Eg. Japan and Germany, have an educational system that do a better job of teaching students the basic skills needed by most employers
Need for Life long Learning Given the rapid changing trends, it is certain that employees must continue the learning process throughout theircareers This need will compel the organizations to make an ongoing investment in HRD Eg. For semiskilled workers, it may involve more rudimentary skills training to help them build theircompetencies Toprofessional employees, this learning may mean taking advantage of continuing educationopportunities The challenge to HRD professional is to provide a full range of learning opportunities for all kinds ofemployees Individual assessments can determine the deficiencies or gaps in employees performance capabilities, while also pointing out their preferred learning styles
FRAMEWORK FOR THE HRD PROCESS HRD programs and interventions can be used to address a wide range of issues and problems in an organisation They are used to orient and socialize new employees in to org., provide skills and knowledge and help individuals and groups become effective To ensure that these goals are achieved, extra care must be taken while designing and delivering HRD programs HRD interventions involves a 4 step sequential process : Assessment, Design, Implementation and evaluation ADImE
Assessment Design Evaluation Implementation Select evaluation criteria Define Objectives Assess Needs Develop Lesson Plan Determine evaluation design Prioritize needs Develop / acquire material Deliver the HRD Intervention or program Select Trainer/ leader Conduct evaluation of program Select methods & techniques Interpret the results Schedule intervention
Needs Assessment Phase: A need can either be a current deficiency, such as poor employee performance or a new challenge that demands a change in the way organization works Identifying needs involves examining the organisation, its environment, job tasks and employee performance. This information can be used to Establish priorities for expending HRD efforts Define specific training and HRD objectives Establish evaluation criteria
Design Phase: It would include Selecting the specific objectives of the program Developing an appropriate lesson plan for theprogram Developing or acquiring the appropriate materials for the trainees touse Determining who will deliver theprogram Selecting the most appropriate method to conduct theprogram Scheduling the program After the assessment, it is important to translate the issues identifies in that phase to clear objectives for HRD interventions This will facilitate the development of clear lesson plan concerning the programs The design phase also includes the selecting and developing the content of the program i.e. choosing from on the job training, classroom training, role play, lectures, workbooks, job aids, films, videos, ppt.,etc
Implementation Phase : The implementation of effective HRD program / interventions of phase is goal assessment and the design That is the program must be delivered or implemented using the most appropriate aid or means Delivering any HRD program generally presents numerous challenges, such as executing the program as planned, creating and environment that enhances learning & resolving problems that may arise.
Evaluation Phase: Evaluation phase is the final phase in Training and HRD process Here the effectiveness of the HRD intervention is measured This is an important but underemphasized activity Careful evaluation provides information on participants reactions to program, what did they learn, usefulness of the intervention, areas to be improved,etc HRD professionals are increasingly being asked to provide evidence of the success of their efforts, i.e. the bottom line impact, as well as employee reaction. This helps manager to make decisions on: Continuing to use the technique or vendor in futureprograms Offering a particular program in future Budgeting and resource allocation Using some other HR or managerial approach to solve the persisting problem Armed with this information HRD managers can better compete with managers form other areas of the organisation for the effectiveness of their action
WHAT IS TRAINING OR HRD NEED? Discrepancy or gap between what an organisation expects to happen and what actually occurs Identifies needs in this sense focus on correcting substandard performance. An HRD intervention such as coaching or skills training may be necessary to correct the discrepancy. Robert Brinkerhoff has argued that focusing only on performance deficiency in needs analysis is too restrictive & proposed other ways of looking at training needs . These include diagnostic and analytic needs. Diagnostic Needs focus on the factors that lead to effective performance & prevent performance problems, rater than emphasizing existing problems. Diagnostic needs are identified by studying the different factors that may impact performance.
Analytic Needs identify new, better ways to perform tasks. The needs are generally discovered by intuition, insight or expert consideration. Compliance Needs are those needs that are mandated by law. Often deals with mandated training programs, such as safety training or food handling HRD professionals should be proactive and future oriented. HRD professionals should bother with needs assessment. HR frames this in terms of potentially hazardous shortcuts
LEVELS OF NEEDS ANALYSIS Needs can exist at any of atleast 3 levels, considering the organization, the job / task and the individual. Strategic or organizational analysis suggests where in the organization training needed and under what conditions it will occur Task Analysis explains what must be done to perform a job or complete a process successfully Person Analysis reveals who needs to be trained & what kind of training they need
STRATEGIC ORGANIZATIONAL ANALYSIS Assessment of needs at the organizational level is usually conducted by performing an organizational analysis. It is a process used for better understanding the characteristics of the organization and to determine where training and HRD efforts are needed Components of Strategic / Organizational Need analysis It requires a broad or whole system view of the organization & what it is trying to accomplish. It may include goals & objective, reward systems, According to Irwin identify: Organizational Goals Organizational Resources Organizational Climate Environmental Constraints planning systems, Goldstein, an organizational analysis should delegating and control systems.
These factors provides important information for planning and developing HRD programs Organizational Goals : understanding the organization s goals and strategy provides a starting point in identifying the effectiveness of the organizations. Areas where organization is meeting its goals probably don trequire training efforts, but should be monitored to ensure opportunities for improvement and potential problems areidentified. Areas where goals are not being met should be examined further and targeted to HRD or other appropriate HR or managementefforts. Organizational Resources : the amount of money available is an important determinant of HRD efforts. In addition, knowledge or resources such as facilities, materials on hand and expertise within the organization also influences HRD. Eg. If there are no classrooms or conference room facilities within the organization, the scheduling of the program becomesdifficult.
Organizational Climate : the climate within the organization is an importnta factor in HRD success. If the climate is not conducive to HRD, designing and implementing a program will be difficult. Eg. If no trusting then participation will be less between managers and EE. Similarly if problem exists between senior and middle management, then middle management can resist or notcooperate. Environmental Constraints : it includes legal, social, political and economic issues faced by the organization. Demand for certain types of HRD programs can be affected by these constraints. Eg. In 1998, the Supreme Court decided two significant cases concerning sexual harassment. Knowledge of legal issues can ensure that the HRD effort is in compliance and will not itself be a source of problems
