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HRD1501NOTES
, HRD1501
For the organisation to be dynamic, growth-oriented and fast-changing, it should develop its
human resources in order to have dynamic human resources. Human resources must obtain
capabilities continuously and adopt values and beliefs in accordance with the changing requirements
of the organisation. Competent human resources can be dynamic in an enabling culture. Thus the
organisation can develop, change and excel only if it has developed human resources. Therefore, HRD
plays a significant role in making the human resources healthy, useful and purposeful.
DEFINE HUMAN RESOURCE DEVELOPMENT IN THE CONTEXT OF AN ORGANISATION
“Organised learning experiences provided by employers within a specified period of time to bring
about the possibility of performance improvement, personal growth, as well as enhance employees’
employability orientation in order to satisfy the current and future needs of the organisation.”
What is the difference between principal and supplementary activities in human resource
management?Or What is included in the principal activities and supplementary activities ?
HUMAN RESOURCE MANAGEMENT
PRINCIPAL ACTIVITIES SUPPLEMENTARY ACTIVITIES
HR Planning Organization and Job Design
Employment Equity Performance Appraisal and Management
Recruitment and Selection HR Information Systems
Compensation and Benefits
Health and Safety
Human Resources Development (HRD)
Human resource development can be defined as :“Organised learning experiences provided by
employers within a specified period of time to bring about the possibility of performance improvement,
personal growth, as well as enhance employees’ employability orientation in order to satisfy the
current and future needs of the organisation.”
EXPLAIN THE ROLE AND IMPORTANCE OF HRD IN AN ORGANISATION
Human resource and T&D professionals manage HRD and measure its impact on performance. T&D
professionals work with human resource professionals and skills development facilitators to
➢ assess skills needs
➢ develop job competence profiles and analyse occupational job roles and tasks for
➢ workplace learning design, delivery and evaluation
➢ provide information and advice regarding skills development
➢ map performance goals and development plans to business strategies
➢ manage opportunities for coaching, mentoring and leadership development
➢ assess and moderate employees’ learning achievements
➢ collect evidence of employees’ performance capability
➢ manage and implement other activities that may be part of the organisation’s talent
development and succession plans
,The main purpose of HRDis to facilitate optimal employee performance by creating and making
available training and development (T&D) and learning experiences to the employees in the
workplace.
HRD ACTIVITIES
Training
Development
Career Development
Management Development Programs
Organization Learning and Development
Employee Orientation
Coaching
Skills and Technical Training
NAME THE SIX MANAGEMENT FUNCTIONS OF HRD.
➢ defining the T&D value proposition
➢ strategising
➢ organising
➢ leading
➢ assuring quality
➢ evaluating
Training and development (T&D)involves improving employee skills in order to perform a specific
job to the required standard. This process changes the employee’s mind-set and also boosts their skills
and knowledge.
Developmentis the process of growing employees and preparing or equipping them for different,
better or bigger things.
Employee orientationmeans providing new employees with basic information about the employer,
such as employee benefits; the organisation’s vision, mission, goals and strategy; organisational values
and culture; reporting and communication relationship; and general information that they need to
perform their jobs satisfactorily. Employee orientation programmes play an important role in
ensuring employee retention.
Skills and technical training focuses on the development of employee skills for optimal job
performance, either because a performance gap exists or because of technical changes that require
retraining of the employees. The objective is to coach people who want to improve their performance
at work, even though they may be highly qualified specialists in their fields, while the coach is not.
Management development programmesprovide managers and supervisors with the competencies
to be effective managers.
Organisational learning and developmentinterventions use the concepts of behavioural science to
augment organisational performance and employee wellness and fulfilment.
, Career developmentis the process through which an individual’s work identity is formed: It begins
with a person’s earliest awareness of the ways in which people make a living; it continues as they
explore occupations and ultimately decides what career to pursue; thereafter, they prepare and apply
for a job; and, finally, they get a job and advance in it.
WHO ARE THE STAKEHOLDERS:
Employees
Line Managers
Customers
Investors
Government.
A SYSTEMATIC APPROACH TO HRD WOULD TYPICALLY INVOLVE THE FOLLOWING
ACTIVITIES:
➢ doing a proper occupational and job analysis as an input to the workforce planning process
➢ doing proper occupational, job and competency profiling
➢ identifying and defining the skills requirements of the organisation, as derived from the
workforce planning process and the business strategic goals
➢ conducting a skills audit to determine the gap between the actual skills of the current workforce
and the skills required to sustain organisational capability
➢ identifying pivotal talent pools and their ETD (education, training and development) needs
➢ compiling a skills inventory of critical skills and competencies of pivotal talent pools
➢ identifying skills programmes to address the skills gaps
➢ Drafting and implementing the workplace skills plan by means of a strategic HRD plan and
management effortsmonitoring, evaluating and reporting on the HRD and workplace skills
plans
➢ Establishing a quality assurance system to ensure effective and value-added ETD
interventionsfor every business organisation to function effectively, it is crucial to have a vision,
mission, goals and objectives.
GIVE REASONS WHY HRD FAILS EVEN THOUGH THEY ARE MANAGED THROUGH THE SIX
MANAGEMENT FUNCTIONS.
➢ Only HRD Manager is interested in results
➢ Nobody is in charge
➢ IT infrastructure not efficient or effective
➢ Plans lack structure
➢ Plans under budgeted
➢ Insufficient resources
➢ Interventions not tracked to workplace skills plan
➢ Stakeholders(managers, learners , T&D Professionals) not communicating
➢ Straying form original goals
➢ NO HR support for managers
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