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Conceptual and Strategic Framework of Human Resource Development


Range of HRD Strategies Range of HRD Strategies, contd Strategic HRD & Training Strategic HRD & Training Slide 24 Case Studies? ... – PowerPoint PPT presentation

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Title: Conceptual and Strategic Framework of Human Resource Development

Conceptual and Strategic Framework of Human
Resource Development
  • Jayendra Rimal

Some Definitions of Human Resource Department
  • What is Human Resource Development?
  • A series of organizational activities conducted
    within a specified time and designed to produce
    behavioral change (Leonard Nadler, 1970)
  • Developing human potential in every aspect of
    lifelong learning (Craig, 1976)
  • Organized learning experiences provided for
    employees within a specified period of time to
    bring about the possibility of performance
    improvement and/or personal growth (Nadler
    Nadler, 1989)
  • Holistic societal process of learning drawing
    upon a range of disciplines (Stead and Lee, 1996)
  • Focus on Learning, Development, Change, Knowledge

HRD Concepts Three Dimensions
  • Macro- economic dimension
  • Socio- economic dimension
  • Vocational training
  • Life skills
  • Organizational dimension

Macro-Economic Dimension
  • Long term objective national economic growth
  • Immediate objective improved efficiency,
    productivity and discipline of the labour force
  • Strategy market oriented education and training,
    policy for labour demand, formalisation of the
    informal sector
  • Association of concepts human capital formation,
    formal education and training, structural

Socio-Economic Dimension (Vocational Training)
  • Long term objective raising of standard of
    living at community level
  • Immediate objective income generation, improve
    technical skills, improve planning capacity for
  • Strategy (self) employment creation, skills
    training, small scale business management
  • Association of concepts appropriate technology,
    individual entrepreneurships, informal
    education/training, income generation

Socio-economic Dimension (Life Skills)
  • Long term objective raising of general life
  • Immediate objective general empowerment, improve
    organizing and learning capacity
  • Strategy community development, social awareness
    raising, social mobilization, literacy campaigns
  • Association of concepts development by people,
    transformation for change, popular participation

Organisational Dimension
  • Long term objective improved organisational
    performance in relation to mission, strategy and
  • Immediate objective improved professional
    capacity to perform, receptivity towards
    organisational mission
  • Strategy team building and individual training
    of staff and managers
  • Association of concepts organisational
    development, institutional sustainability

Organizational HRD Interpretations
  • Total institutional capacity development
  • Interventions focusing on improving total
    institutional capacity (leadership and
    governance, structure, human and other core
    resources, programme and process management and
    external linkages)
  • Too broader perspective risk of dilution of
    primary focus (HR capacity development)

Organizational HRD Interpretations
  • Individual capacity development including
  • Learning activities focused on developing
    individuals capacity
  • Too narrow perspective ignores the fact that HR
    capacity is capacity to perform, not merely the
    capacity of performer

Organizational HRD Interpretations
  • Integrated process of including
  • Developing competencies of individuals as well as
  • Improving organizational systems and environments
    that create and sustain opportunities to utilize
    and further develop competencies
  • For effective performance

HRD Concepts
  • A set of organised learning activities as well as
  • Work systems and environment improvement programs
    arranged for
  • Enhancing potentials and competencies of
    individuals and
  • Making utilisation of those abilities to
  • Attain effective performance and growth at the
  • Job, individual, and organisational levels in
    relation to the
  • Mission, strategies and resources of the

HRD Concepts
  • A process and a function by which people in an
    organisation are helped, in a continuous and
    planned way, to
  • acquire and sharpen capabilities required to
    perform present and future jobs
  • develop general capabilities and use potentials
    for personal and professional development, and
  • develop an organizational culture and systems for
    maximum utilization of enhance competencies and

HRD Concepts
Focus and Level of HRD Actions
Outcomes of HRD Actions
Development of potentials and careers of
employees for future performance
Development of job competencies and personal
abilities of employees for present performance
Organisational and individual goal achievement
Enhance HR capacity
Increased performance
HRD actions
Development of work culture, environment and
systems for organisational performance
HRD Goals
  • Human resource capacity enhancement
  • Human resource effectiveness
  • Increased human resource performance
  • Organisational and individual goals achievement

HRD Components
  • Individual development (job and personal KASOCs)
  • Career development (potential and professional
  • Organisation development (improvement in work
    systems, structures, practices and culture
    supporting utilisation of capacity and promoting
    effective performance)

Strategic Management
  • Strategic Management is primarily concerned
  • The full scope of the organizations activities,
  • Matching activities of the organization to the
  • Ensuring that the internal structures, practices
    and procedures enables organizations to achieve
    its goals,
  • Matching activities of organization to resource
    capability, assess how resources can be used to
    take advantage of opportunities and avoid
  • Acquisition, divestment and reallocation of
  • Translating complex and dynamic variables into a
    set of clear objectives
  • .
  • Strategy as a Plan, Pattern, Position and a

Core Competencies Strategic Capabilities
  • Core competencies provide the organization with
    a distinctive and sustainable competitive
  • Value creation for customers
  • Rarity compared to competition
  • Non imitability
  • Non substitubility
  • Strategic capability is the ability of an
    organization to be an effective competitor by
    leveraging its resources and core competencies
    effectively to where they are needed

Strategic HRD
  • SHRD has a focus on holistic orchestration of
  • Ensures that learning is embedded in the fabric
    of the organization thereby creating a process in
    such a way that all individuals and teams are
    equipped with the skill, knowledge and
    competencies to undertake current and future
  • Encompasses performance and reward management
    processes, ensures how these are applied and
    interpreted that enables and encourages learning
    and development to take place

Strategic HRD, contd
  • HRD will take place irrespective of whether there
    is deliberate intention to facilitate it
  • Individuals learn by virtue of the experiences
    they undergo, called accidental learning/tacit
  • With a focus on enabling employees to be more
    customer responsive, team oriented, creative,
    innovative, business focused and strategically

Range of HRD Strategies
  • Level One No systematic HRD total reliance on
    natural, laissez-faire processes of HRD
  • Level Two Isolated tactical HRD in response to
    problems, crises or sporadically identified
  • Level Three Integrated and coordinated
    structural and development tactics - with
    respect to career management and assisted
    learning that have a direct impact on the
  • Level Four A HRD strategy to implement corporate
    policy implementing policies through HR
    planning, providing a strategic direction, career
    management and learning, education and training

Range of HRD Strategies, contd
  • Level Five HRD strategy inputs to corporate
    policy formation with respect to human assets,
    strengths, weaknesses and potential foe
  • Level Six Strategic development of the
    management of corporate policy
  • Level Seven Strategic leverage of learning
    development processes to enhance the core
    competencies of the organization

Strategic HRD Training
  • Training regarded as a subset of HRD and
    consisting of
  • Training on the job
  • Planned organizational experience
  • In house courses
  • Planned experiences outside the organization
  • External courses

Strategic HRD Training
  • Some conditions to Training Development
  • Alignment with organization objectives
  • Senior management support
  • Involvement of line managers
  • Quality of program design delivery
  • Motivation of trainees
  • Integration with HRM policy

Thank you !
Case Studies?
  • Restating important facts
  • Drawing inferences from the facts
  • Stating the problem
  • Developing alternate solutions and then stating
    the consequences of each
  • Determining and supporting a course of action