Personnel Management Objectives-1

Today we continue out talk on personnel management objectives. We have already discussed four objectives in our last post. Today we will discuss other two objectives.

 

5. To recognise and satisfy individual needs and group goals by offering and adequate and equitable remuneration, economic and social security in the form of monetary disability, death, unemployment etc. With adequate compensation and security, employees work willingly and cooperate to achieve an organisation’s goals.

 

6. To maintain high morale and better human relations inside an organisation by sustaining and improving the conditions so that employees may stick to their hob for a longer period.

 

Considering these objectives, you will perhaps, agree that the objectives are in the best interests of all those to whom management is responsible i.e. owners of enterprise, the community, the consumers of its goods and services, and members of the organisation itself, including groups who may belong to unions. In our next post we will discuss that why personnel manager of any organization need to create some conditions and how?

Formal Structure and Human Resource Systems

Organizations operate in an ever changing environment. Hence there is need for changing assumptions about organization structures also. Modern organizations involving high technology and educated workforce require relatively flat and not pyramidical structures. There is need for evolving new approaches and strategies in manpower and career planning systems and building them into organization planning. This is a major challenge and opportunity for personnel in the changing organizational context. Even online business companies dealing with blinds, roller shades, woven wood shades needs to have human resources systems.

 

Human Resource Systems

People are recruited and developed to do jobs defined by the organization’s formal structure; their performance must be monitored and rewards allocated to maintain productivity.

 

An analysis of the human resource system of large companies should yield information about what assumptions the designers of those systems hold about people. Are they people of McGregor’s Theory X type or Maslow’s self-motivators seeking self-actualization? There may be problems in articulating an individual manager’s beliefs, but one can deduce the real beliefs from the control systems they use. And since they are usually designed on an ad hoc piece-meal basis, one can find many incongruities and incompatibilities. For term life insurance agency also need to have human resource systems to manage their life insurance agents. If and organization has got systems to punish but not to reward people, the former too become defunct over a period of time because a manager who does not have the power to reward forfeits his right to punish, at least in course of time.

Strategy and Planning

We will continue our talk on some standards for Strategy and Planning for organization. Personnel should use information about their performance to gain recognition and acceptance. Numbers are important because words are imprecise. The role of personnel in strategic planning would be substantial if a personnel manager’s results guide has some of the following examples as performance standards:

1. Employee costs per unit of production service shall be held at…..(base year) and indexed to……… as a percentage of fixed and semi-variable expenses.
2. At least 66.6% of increased cost of improvements in the Long-term Agreement shall be met through improvement in employee productivity.
3. During the next….years, these shall be a reduction of……..% in down time of plant and machinery………..% in the avoidable waste of materials and……..% in absenteeism beyond authorized leave.
4. Ensure that 33.3% of saving arising out of the three factors above will be distributed to ensure improvement in the individual employee’s earnings. For example, when we plan to renovate house, we need to plan which type of blinds we are going to use, woven wood shades blinds or roller shades blinds or wood blinds only.
5. An individual employee must move up ………grades in his work span of…….years through careful manpower and succession planning.
6. At least 25% of vacancies in the managerial cadre shall be filled from amongst the lower job holders through appropriate training and development programmes.

ORGANISATIONAL CONTEXT-1

Personnel should adopt the language of business and relate its effectiveness in relation to the business objectives concerning output, profit, and contribution to society. Peers in other functions focus on income, assets, liabilities, sales, costs and profits while personnel continue to talk about feelings.  

 

The traits which characterize personnel function today are: 

·         It is largely a reactive service

·         Employees are viewed as adversaries, not as partners or stakeholders

·         Employees constitute an element of cost, not an asset 

 

There is need for a change it personnel perspective to develop common interests and common language. Peter F. Drucker observes that few factors are as important to the performance of an organization as measurement. And, especially in personnel, measurement is the weakest area. Personnel should know how to objectively measure their activities, to get over the subjectivity myth and overcome the values conflict.

 

Until this happens, personnel would mean many things to many people and respect for and recognition of personnel would remain a far cry. Personnel should use information about their performance to gain recognition and acceptance. Numbers are important because words are imprecise. The role of personnel in strategic planning would be substantial if a personnel manager’s results guide has some of the examples as performance standards which we discuss in next post.

ORGANISATIONAL CONTEXT-1

Managing in turbulent times requires organizations to raise basic questions as to their nature and purpose. Strategic management involves consideration of the following aspects:

·         Mission and Strategy

·         Formal Structure

·         Human Resource System

These three aspects are discussed there from the personnel management point of view.

 

Mission and Strategy 

An organization needs a reason for being i.e. mission, and a sense of direction as to how to carry it out i.e. strategy. Most of our organizations, particularly in the public sector, have multiple objectives. The loose definition of objectives and their plurality often provides an excuse to dilute accountability. The paucity of data on human resources often makes it difficult to include it in the process of strategy formulation. 

The macro-objective pf Gross National Product (GNP) an the standard of living and the micro-objective of Return on Investment (ROI) and quality of work life provide enormous opportunities for the personnel function to make significant contributions. Personnel should adopt the language of business and relate its effectiveness in relation to the business objectives concerning output, profit, and contribution to society. Peers in other functions focus on income, assets, liabilities, sales, costs and profits while personnel continue to talk about feelings.

blinds, roller shades, woven wood shades

Political-3

Today we continue our talk on political as part of environmental aspects. Nevertheless, technological changes have reduced the dependence on muscle power in manual jobs, and manual labour in clerical and other white collar occupations. The advent of modern technology has rendered work on the shop-floor and the office more alike. Job content and methods of production are changing.

 

Modifications occur in the size and composition of work groups. The network of social relations among employees is also affected. Secular shifts in consumption patterns and technological developments have displaced artisans such as weavers, potters, fishermen, washermen, etc. Technical training institutions began to impart training in skills such as carpentry and weaving which once used to be the exclusive domain of people belonging to certain castes.

 

In retrospect, these changes had the following effects on the individuals: the link between caste and occupation was broken, the skill of artisans which was more personal and manual was replaced with the skill of technicians which is more impersonal and mechanical; job performance depended more on dexterity in handling machines than exercising one’s skill or craft and thus individual’s pride in his contribution to final output, for which Indian artisans were renowned was reduced.

Political-2

As a part of our talk on management still today we have discussed on so many important factors of the management like Concept of Human resources management, Human resources development, HRD mechanism, HRD planning, career planning, Organizational development, Quality management, HRD system, etc… Today we continue our discussion on one important environment aspects as political and we have already started our talk on this in previous post.  While legislation did play a positive role in bringing about desired changes in the direction of social and natural justice, it has also made employers and employees themselves legalistic. Over 1.5 lakh labor disputes are pending in courts.

 

In the organized manufacturing sector alone, over 3,000 man days per every 1000 persons employed are lost every year in the industrial disputes where both the parties seek to assert their respective rights. Litigation has grown due to increase in number of disputes and delays in adjudication.

 

Technological imperatives are limiting the options available. However, more number of jobs are lost due to sickness than due to modernization and automation. Delays in absorption, failure in adaptation, absence of economies of scale, high costs and cost-push tendencies due to the nature of competition have restrained the positive features of technology.

 

blinds, roller shades, woven wood shades

Political-1

Political independence and democratic forces have raised the expectations of our people. Compared to most other developing countries in Asia and Africa, the democratic institutions in India are more developed, strong and active. There is an increasing demand from our people for a greater degree of involvement and participations in matters that concern and affect them.

 

Government intervention to regulate employment relationship and organizational performance has been on the increase in pursuit of the ideals enshrined in our Constitution and the objectives of Five-year Plans.

 

We have had much progressive legislation since independence to regulate working conditions and employment relations, abolish bonded labor, check contract labour, ensure equal pay for equal work, guarantee minimum wages, provide social security, etc. We also some stringent legislations like Essential Services Maintenance Act (ESMA) and Maintenance of Internal Security Act (MISA), which trade unions and civil liberty organizations abhor.

 

Employers and unions are critical about much of the legislative framework because it does not enable them to function the way they want to, but seeks to control. Non-compliance of legislation is fairly widespread because ‘state ways’ alone cannot change ‘folkways’; besides, weaknesses in administering the laws and loopholes in the provisions have aggravated the situation.

EXTERNAL ENVIRONMENT FOR PERSONNEL

Organizations are becoming large and complex, with the progressive industrialization and advent of new technologies. Over the years, government intervention in regulating organizational purposes and performance has increased. Social obligations, legal aspects and trade union pressures are actively shaping the environment. Here we shall consider some of the environmental trends in terms of five principal environmental aspects:

·         Economic

·         Demographic

·         Socio-cultural

·         Political

·         Technological

 

Economic

Low growth (3.5% long-term average), high rate of inflation (8.5%), and spreading unemployment have been principal sources of concern on the economic scene. To achieve full employment at a 2.4% growth in population, the number of jobs should rise by 3.9%. The International Labor Organization estimated that US $ 6250 is needed to create a new job in developing countries like ours. Capital-employment and capital-output ratios have declined progressively during the plan period. Inequities in income and wealth distribution have increased over the years, despite government initiatives to counter the same. Affirmative actions for the disadvantaged groups have brought in their wake new pressures for reservations in education and employment based on heredity, nativity, sex, caste and creed. Employment is sought and created in bulk of public sector units for its own sake. Together these factors and forces have put the nation on a reverse gear. The result has been the pursuit of backwardness.

Functioning of the System-2

We are talking about functionality of the System. We have already discussed on Building feedback and reinforcing mechanisms, Balancing quantitative and qualitative decisions and Balancing internal and external expertise. Today we are going to discuss on Planning for evolution of HRD.

 

d) Planning for the evolution of HRD: Various aspects of HRD can be introduced into the organization in stages, depending on its needs, size and level of sophistication. Some aspects may require a great deal of preparation. Rushing the introduction of an aspect of HRD may limit its effectiveness. Each stage should be planned carefully, with sequenced phases built one over the other. This may include: 

1.     Geographical phasing: introducing the system in a few parts of the organization and slowly spreading it to other parts. This may be necessary in a large or widely located organization.

2.     Vertical phasing: introducing the system at one or a few levels in the organization and expanding up or down gradually.

3.     Functional phasing: introducing one function or subsystem, followed by other functions. For example, introducing job specifications (identification of critical attributes of jobs) before introducing a complete potential-appraisal system.

4.     Sophistication phasing: introducing simple forms of subsystems, followed after some time by more sophisticated forms.

window blind store,  premierinns,  term life insurance

HRD SYSTEM

The HRD subsystems or mechanism discussed so far should be thought of in isolation. They are designed to work together in an integrated system although any of them may exist in an organization that does not have an overall HRD plan. In isolation, these mechanisms do not afford the synergistic benefits of integrated subsystems. For example, outcomes of performances appraisals provide inputs for training needs, assessments, rewards, career planning, and feedback and performance coaching.  

 

PRINCIPLES IN DESIGNING HRD SYSTEMS  

Of course, HRD systems must be designed differently for different organizations. Although the basic principles may remain the same, the specific components, their relationships, the processes involved in each, the phasing, and so on, may differ from organization to organization.  

Designing integrated HRD systems requires a thorough understanding of the principles and models of human resources development and a diagnosis of the organization culture, existing HRD practices in the organization, employee perceptions of these practices, and the developmental climate within the organization. There are some principles related to focus, structure, and functioning should be considered when designing integrated HRD systems, we will discuss on each principles in our next post.

guaranteedblinds, premierinns, leadorganizer

Human Resource Information And HRD Goals

All appropriate information about employees should be stored in a central human resources data bank (usually by means of computer). This includes all basic information about each employee, training programmes attended, performance records, potential appraisals, accomplishment, etc. This data is utilized whenever there is a need to identify employees for consideration for special projects, additional training, or higher-level jobs.    

 

The Contribution of Subsystems to HRD Goals

Each of the subsystems or mechanism just defined contributes to the achievement of overall HRD goals.    

 

Performance appraisal focuses primarily on helping the individual to develop his or her present role. Potential appraisal focuses primarily on identifying the employee’s likely future roles within the organization. Training is a means of developing the individual’s personal effectiveness (e.g., through communication-skills laboratories) or developing the individual’s ability to perform his or her present job role or future job roles. Training can also strengthen interpersonal relationships (through training in communications, conflict resolution, problem solving, transactional analysis, etc.) and increase teamwork and collaboration (through management and leadership training, team-building programmes, etc.)  

Feedback and performance coaching helps the development of the individual as well as relationships. Organization development is the mechanism for developing team collaboration and self-renewing skills. Efforts to promote employee welfare and ensure the quality of work life, along with rewards, promote a general climate of development and motivation among employees.

Employee Welfare and Quality of Work Life

Employees at lower levels in the organization usually perform relatively monotonous tasks and have fewer opportunities for promotion or change. This is particularly true in developing countries. In most countries, many employees belong to trade unions. In order to maintain their work commitment and motivation, the organization must provide some welfare benefits such as medical insurance, disability insurance, and holidays and vacations.  

 

Quality-of-work-life programmes generally focus on the environment within the organization and included: basis physical concern such as heating and air conditioning, lighting, and safety precautions; additional physical amenities such as food and beverages facilities, recreation, and aesthetics; and psychological and motivational factors such as flexible work hours, freedom to suggest changes or improvements, challenging work, and varying degrees of autonomy.  

 

HRD systems focus on employee welfare and quality of work life by continually examining employee needs and meeting them to the extent feasible. Job-enrichment programmes, educational subsidies, recreational activities, health and medical benefits, and the like generate a sense of belonging that benefits the organization in the long run.

Rewards

In general sense reward meaning That which is given in return for good or evil done or received; esp., that which is offered or given in return for some service or attainment, as for excellence in studies, for the return of something lost, etc. Another meaning of reward is Compensation or remuneration for services; a sum of money paid or taken for doing, or forbearing to do, some act. If we talk with regard to service than reward means payment made in return for a service rendered

 

Rewarding employee performance and behavior is an important part of HRD. Appropriate rewards not only recognize and motive employees, but also communicate the organization’s values to the employees. In HRD systems, innovations and use of capabilities are rewarded in order to encourage the acquisition and application of positive attitude and skills. Typical rewards include certificated of appreciation, newsletter announcements, increase in salary bonuses, special privileges, and desired training.

 

Promotions are generally not considered as rewards because promotion decisions are based on appraisals of potential whereas most rewards are based on performance. Rewards may be given to individuals as well as to teams, departments, and other units within the organization.

Organization Development (OD)

We are talking Human Resource Development here. HRD is needed by any organization that wants to be dynamic and growth-oriented or to succeed in a fast-changing environment. Organization can become dynamic and grow only through the efforts and competencies of their human resources. Personnel policies can keep the morale and motivation of employees high, but these efforts are not enough to make the organization dynamic and take it in new directions. 

 

Employee capabilities must continuously be acquired, sharpened, and used. For this purpose, an “enabling” organizational culture is essential. When employees are their initiative, take risks, experiment, innovate, and make things happen, the organization may be said to have an “enabling” culture. We talked different mechanisms or subsystems of HRD in previous post. We talked performance appraisal, potential appraisal and development, feedback and performance coaching, career planning and training. Today we are going to talk about organization development (OD). 

 

This function includes research to ascertain the psychological health of the organization. This is generally accomplished by means of periodic employee surveys. Efforts are made to improve organizational health through various means in order to maintain a psychological climate that is conducive to productivity. The OD or systems experts also help any department or unit in the company that has problems such as absenteeism, low production, interpersonal conflict, or resistance to change. These experts also revamp and develop various systems within the organization to improve their functioning.  

   

guaranteedblinds, premierinns, agentswebworld

Feedback and Performance Coaching

We are talking HRD in our previous post. HRD is needed by any organization that wants to be dynamic and growth-oriented or to succeed in a fast-changing environment. Organization can become dynamic and grow only through the efforts and competencies of their human resources. Personnel policies can keep the morale and motivation of employees high, but these efforts are not enough to make the organization dynamic and take it in new directions.

 

Employee capabilities must continuously be acquired, sharpened, and used. For this purpose, an “enabling” organizational culture is essential. When employees are their initiative, take risks, experiment, innovate, and make things happen, the organization may be said to have an “enabling” culture. Today we are going to talk on Feedback and Performance Coaching and Career Planning.

 

Feedback and Performance Coaching 

Knowledge of one’s strengths helps one to become more effective, to choose situations in which one’s strengths required, and to avoid situations in which one’s weaknesses could create problems. This also increases the satisfaction of the individual. Often, people do not recognize their strengths. Supervisors in an HRD system have the responsibility for ongoing observation and feedback to subordinates about their strengths and their weaknesses, as well as for guidance in improving performance capabilities. 

 

Career Planning 

The HRD philosophy is that people perform better when they feel trusted and see meaning in what they are doing. In HRD system, corporate growth plans are not kept secret. Long-range plans for the organizations are made known to the employees. Employees are helped to prepare for change whenever such change is planned; in fact, the employees help to facilitate the change. Major changes are discussed at all levels to increase employee understanding and commitment. 

 

We talk more on career planning in next post.

 

Potential Appraisal and Development

In organizations that subscribe to HRD, the potential (career-enhancement possibilities) of every employee is assessed periodically. Such assessment is used for development planning as well as for placement. It is assumed under this system that the company is growing continuously. It may be expanding in scale, diversifying its operations, introducing technological changes, or entering new markets. A dynamic and growing organizations needs to continually review its structure and systems, creating new roles and assigning new responsibilities and Capabilities to perform new roles and responsibilities must continually be developed among employees.

 

Like in our house, when we are selecting window blinds we need to consider wood blinds, faux wood blinds, mini blinds, and vertical blinds and window shades like roman shades, cellular shades, pleated shades, roller shades, and woven wood bamboo shades. The identification of employee potential to ensure the availability of people to do different jobs helps to motivate employees in additions to serving organizations needs. 

 

Every year or two, the supervisor of a group of employee assesses the potential of each of them to perform different (usually higher level) functions on the basis of the supervisor’s observations and experiences during that period. Of course, many supervisors see their subordinates doing only those jobs to which they are assigned. The ideal way to judge a person’s potential would be to try the person on each job for which his potential is being assessed. This is not feasible in most organizations, so simulations activities are prepared to provide some information about the potential of employees in specific areas. 

 

Any employee can request such assessment. It should be clear whether or not there is a position available in the company to which the employee could be transferred or promoted.

Performance Appraisal -1

It is time that more organizations began to utilize the performance appraisal interview between the manager and the subordinates, during which the subordinate’s strengths and weakness are discussed, concerns are shared, and the subordinate is given the opportunity to defend or improve any deficits in his or her performances.

 

An HRD-oriented performance appraisal is used as a mechanism for supervisors to:

• Understand the difficulties of their subordinates and try to remove these difficulties
• Understand the strengths and weakness of their subordinates and help the subordinates to realize these 
• Help the subordinates to become aware of their positive contributions 
• Encourage subordinates to accept more responsibilities and challenges 
• Help subordinates to acquires new capabilities 
• Plan for effective utilization of the talents of subordinates

In HRD organizations, every supervisor has the responsibility to ensure the development of his or her subordinates in relation to the capabilities required to perform their jobs effectively. Generally, the supervisor schedules individual meetings with each employee to discuss the employee’s performance, communicate the performance areas that need attention, and jointly establish areas to be worked on or goals to be achieved by the next scheduled discussion.

 

Ref: insurance resources, insurance software, insurance crm

 

 

HRD Mechanisms -1

A HRD mechanisms or subsystems are defined as follow: 

 

1. Performance Appraisal
2. Potential Appraisal and Development
3. Feedback and Performance Coaching
4. Career Planning
5. Training
6. Organization Development (OD)
7. Rewards
8. Employee Welfare and Quality of Work Life
9. Human Resources Information
10. The Contribution of Subsystems to HRD Goals

 

Performance Appraisal  

 

Performance appraisal of some type is practiced in most organizations all over the world. A written assessment to which the employee has to chance to respond is still common in most countries, particularly in the developing countries. Many studies indicate that this type of appraisal serves no purpose.  Agencyorganizer or Agentswebworld won’t serves purpose either. It is time that more organizations began to utilize the performance appraisal interview between the manager and the subordinates, during which the subordinate’s strengths and weakness are discussed, concerns are shared, and the subordinate is given the opportunity to defend or improve any deficits in his or her performances. 

We talk more in next post.

Human Resources Planning – Beliefs

We talk about Goals, Subsystems and Beliefs for HRD Mechanisms. All these process mechanisms are linked with corporate plans, particularly with human resources planning. These mechanisms are designed on the basis of the following beliefs: 

1. Human Resources are the most important assets in the organization.
   
2. Unlike other resources, human resources can be developed and increased to an unlimited extent.
   
3. A healthy climate, characterized by the values of openness, enthusiasm, trust, mutuality, and collaboration is essential for developing human resources.
   
4. HRD can be planned and monitored in ways that are beneficial both to the individual and to the organization. Startup job can nice way to start HRD planning.
   
5. Employees are likely to have this feeling if the organization provides for their basic needs and for their higher need through appropriate management styles and systems. Employee who Startup job can also have same feeling.
   
6. Employee commitment is increased with the opportunity to discover and use one’s capabilities and potential in one’s work. Senior employee’s commitment is more than Startup job employee.
   
7. It is every manager’s responsibility to ensure the development and utilization of the capabilities of subordinates, to create a health and motivation work climate and to set examples for subordinates to follow.
   
8. The higher the level of the manager, the more attention should be paid to the HRD function in order to ensure its effectiveness. Due attention towards Startup job can make it easy for manager to have effective HRD Funcation.
   
9. The maintenance of a healthy working climate and the development of its human resources are the responsibilities of every organization (especially the corporate management). 

Goals, Subsystems and Beliefs – HRD MECHANISMS

The goal of HRD systems is to develop:

 

1. The capabilities of each employee as an individual
   
2. The capabilities of each individual in relation to his or her present role
   
3. The capabilities of each employee in relation his or her expected future role(s)
   
4. The dynamic relationship between each employee and his or her supervisor
   
5. The team spirit and functioning in every organizational unit (department, group, etc)
   
6. Collaboration among different units of the organization
   
7. The organization’s overall health and self-renewing capabilities which, in turn, increase the enabling capabilities of individuals, dyads, teams, and the entire organization

To achieve these objectives, HRD systems may include the following process

Mechanism or Subsystems:

 

• Performance appraisal
  
• Potential appraisal and development
  
• Feedback and performance coaching
  
• Career planning
  
• Training
  
• Organizational development (OD) or research and systems development
  
• Rewards like Lexington homes for sale
  
• Employee welfare and quality of work life
  
• Human resources information
  

Human resource management (HRM)

Human resource management (HRM) is concerned with the “people dimensions in management. HRM is the term increasingly used to refer to the philosophy, policies, procedures and practices relating to the management of people within organizations. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. A house at Paradise Valley Real Estate is very good motivational factor for team member.

 

Those organizations that are able to acquire develop, stimulate and keep outstanding workers will be both effective and efficient. Those organizations that are ineffective or inefficient risk the hazards of stagnating or going out of business. Human resources thus, create organizations to make them survive and prosper. If human resources are neglected or mismanaged, the organization is unlikely to do well.The terms “human resource management” and “human resources” (HR) have largely replaced the term “personnel management” as a description of the processes involved in managing people in organizations. Human Resource management is growing rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.

 

Human Resource management (HRM) is an approach to the management of people based on four fundamental principles –

1)     Human resources are the most important assets an organization has and their effective management is the key to its success.

2)     The success is most likely to be achieved if the personnel policies and procedures of the enterprise are closely linked with, and make a major contribution to, the achievement of corporate objectives and strategic plans.

3)     The corporate culture and the values, organizational climate and managerial behavior that emanate from that culture will exert a major influence on the achievement of excellence.

4)      HRM is concerned with integration – getting all the members of the organization involved and working together with a sense of common purpose.

THE NEED FOR HRD

HRD is needed by any organization that wants to be dynamic and growth-oriented or to succeed in a fast-changing environment.  Agency Management Software like Agencyorganizer or leadorganizer or Organization can become dynamic and grow only through the efforts and competencies of their human resources. Personnel policies can keep the morale and motivation of employees high, but these efforts are not enough to make the organization dynamic and take it in new directions. Employee capabilities must continuously be acquired, sharpened, and used. For this purpose, an “enabling” organizational culture is essential. When employees are their initiative, take risks, experiment, innovate, and make things happen, the organization may be said to have an “enabling” culture.  

Even an organization that has reached its limit in terms of growth, need to adapt to the changing environment. No organization is immune to the need for processes that help to acquire and increase its capabilities for stability and renewal. Agency Management Softwar  helps agents to provide Term Life insurance quote online.

 

THE CONCEPT OF HRD

Human Resource Development system we talked in our last post. Today we are going to talk about The Concept of HRD.

Human resource development in the organization context is a process by which the employees of an organization are helped, in a continuous and planned way, to:

1. Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles.
2. Develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organizational development purpose.
3. Develop an organizational culture in which supervisor-subordinate relationships, teamwork, and collaborations among sub-units are strong and contribute to the professional well being, motivation, and pride of employees.

This definition of HRD is limited to the organizational context. In the context of a state or nation it would differ.

 HRD is a process, not merely a set of mechanisms and techniques. The mechanisms and techniques such as performance appraisal, counseling, training, and organization development interventions are used initiate, facilitate, and promote this process in a continues way. Because the process has no limit, the mechanisms may need to be examined periodically to see whether they are promoting or hindering the process. Organizations can facilitate this process of development by planning for it, by allocating organizational resources for the purpose, and by exemplifying an HRD philosophy that values human beings and promotes their development.

HRD System-1

 Managing Men, that’s what we are talking here. Human Resource Development System we talked in our last talked. Today , we continue our talk on the same.

In the past, Organizations were content with “training” as a mechanism of developing competencies. As organizations started realizing the limitations of training in developing skill-based competencies, and the need for creating a “development climate” that can develop and harness the human resources, they began exploring other mechanisms. Agency Management Software helps organization to use CRM Software and/or SFA software.

In fact it is this need for paying attention to other mechanisms of development that lead many organizations to set up new departments of Human Resource Development. Human Resource Development (HRD) has gained increasing attention in the last decade from human resources specialists, training and development professionals, chief executives, and line managers. Many dimensions of HRD have been integrated into research, training, and organizational design and change.

Others are still being explored. In the next decade, there is likely to be a knowledge explosion in HRD. If trainers, researchers, and consultants are to utilize this knowledge effectively, they must understand the concepts behind HRD and how HRD Systems work in and contribute to organizations for better performance with agency management software.
They must also understand the different mechanisms for developing human resources and the links between them.  We will talk on The Concept of HRD in our next talk.

ref: Insurance Software, CRM Software, Agency Management Software