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Human Resource Development

Human Resource Development. What is Human Resource Development?. What is Human Resource Development?. The effective use of people to achieve both organizational and individual goals. What is Human Resource Development?.

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Human Resource Development

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  1. Human Resource Development

  2. What is Human Resource Development?

  3. What is Human Resource Development? • The effective use of people to achieve both organizational and individual goals

  4. What is Human Resource Development? • The effective use of people to achieve both organizational and individual goals • The effective recruitment, selection, development, compensation, and utilization of human resources by organizations

  5. Why should you care about HRD?

  6. Why care about HRD? • Impact on you as employees • Impact on you as managers • Potential future roles as HR professionals • Impact of HRD on organizations

  7. HRD has increased in importance since the 1980s. Why?

  8. HRD has increased in importance since the 1980s. Why? • Globalization

  9. HRD has increased in importance since the 1980s. Why? • Globalization • Government regulation

  10. HRD has increased in importance since the 1980s. Why? • Globalization • Government regulation • Stronger knowledge/research base

  11. HRD has increased in importance since the 1980s. Why? • Globalization • Government regulation • Stronger knowledge/research base • Changing role for labor unions

  12. HRD has increased in importance since the 1980s. Why? • Globalization • Government regulation • Stronger knowledge/research base • Changing role for labor unions • Challenge of matching worker expectations with competitive demands

  13. What motivates employees? • Feeling “in” on things • Good wages • Good working conditions • Job security • Full appreciation of work that is done • Tactful disciplining • Employer loyalty to employees • Interesting work • Promotion and growth in the organization

  14. What motivates employees? Rank • Feeling “in” on things 8 • Good wages 1 • Good working conditions 4 • Job security 2 • Full appreciation of work that is done 5 • Tactful disciplining 9 • Employer loyalty to employees 7 • Interesting work 3 • Promotion and growth in the organization 6 (Karl and Sutton, 1996)

  15. A new model of HRD is needed

  16. A new model of HRD is needed • More strategic (not strictly focused on day-to-day operational needs)

  17. A new model of HRD is needed • More strategic (not strictly focused on day-to-day operational needs) • More proactive (less reactive)

  18. A new model of HRD is needed • More strategic (not strictly focused on day-to-day operational needs) • More proactive (less reactive) • More of a consultant to line management (less of a bureaucratic specialist)

  19. A new model of HRD is needed • More strategic (not strictly focused on day-to-day operational needs) • More proactive (less reactive) • More of a consultant to line management (less of a bureaucratic specialist) • More of an “employee champion” (less of an organizational “cop”)

  20. Competencies needed for HRD • Personal credibility

  21. Competencies needed for HRD • Personal credibility • Business mastery

  22. Competencies needed for HRD • Personal credibility • Business mastery • HR mastery

  23. Competencies needed for HRD • Personal credibility • Business mastery • HR mastery • Change mastery (Broadbank and Ulrich, 1994)

  24. Professional organizations in HR: • Society for Human Resource Development • Human Resource Certification Institute • American Society for Training & Development • American Compensation Association

  25. Good practice Indicator • Vision , Mission and Value • HRM Plan • Manpower Planning • Performance management system • Training & Development • Service quality enhancement

  26. THANKS

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