Assignment Code: MMPH–002/TMA/ JULY/2023

Course Code: MMPH–002

Assignment Name: Human Resource Development

Year: 2023

Verification Status: Verified by Professor

Q1) Explain the components of HRD system.

Ans) Human Resource Development (HRD) plays a pivotal role in enhancing the effectiveness and potential of various organizational components. There are six key targets of HRD, namely the individual as a potential, employee as a talent, roles, teams, inter-teams, and the organization itself. The scope of HRD encompasses the development of these aspects, and to achieve this systematically, organizations employ formal approaches known as HRD systems.

Performance Management System:

Description: Formerly known as Performance Appraisal Systems, this system emphasizes both appraisal and improvement of employee performance.

Relevance: Essential for strategy building, administration, communication development, organizational maintenance, and cultural alignment. Modern systems focus on development, digitalization, fairness, frequent assessments, smarter data, agility, and collaborative rewards.

Work-plan System:

Description: Rooted in Management by Objectives (MBO), it correlates organizational success with participatory goal setting, ensuring alignment with individual and departmental objectives.

Relevance: Connects individual goals with departmental and organizational goals, fostering a bottom-up approach and promoting employee engagement in planning and execution.

Self-Renewal System:

Description: Emphasizes organizational adaptation through feedback, research, and employee participation in events that enhance role efficacy and team building.

Relevance: Crucial for employees to keep their skills and knowledge up to date, ensuring survival in a dynamic corporate environment. Action research is integral to HRD, contributing to individual and organizational improvement.

Career System:

Description: Focuses on individual career development within the organization, incorporating career plans, performance management, potential appraisal, and development activities.

Relevance: Covers individual and group competencies, learning and development, workforce planning, leadership development, and succession management. Promotes stability and adaptability to changing environments.

Reinforcement System:

Description: Utilizes rewards and recognition to reinforce desired behaviours and values within the organization.

Relevance: Recognition and rewards for high performance function as motivators. However, the system is complex and needs careful planning to ensure that rewards align with organizational goals.

Development System:

Description: Focuses on continuous development of individuals, roles, and teams through training, coaching, mentoring, placement, role changes, and other development methods.

Relevance: Training is a crucial aspect but often mistreated. A systematic approach to identifying training needs, developing strategies, and evaluating results is necessary for effective human resource development.

Culture System:

Description: Shapes organizational culture, values, norms, and motivational factors, creating a conducive work environment.

Relevance: A strong organizational culture is essential for success. Aspects such as corporate identity, important values, healthy traditions, and effective communication need attention to foster a positive culture.

Q2) Discuss the emerging issues faced by HRD professionals citing suitable examples.

Ans) Managers of human resources are confronted with a wide variety of difficulties and problems due to the ever-changing nature of the landscape of the corporate environment, which includes both macro and micro variables. The complexities presented by the external business environment, which includes political, social, economic, technological, and legal components, as well as the complexities presented by internal factors like business procedures and work culture, require strategic management from HR specialists.

Encouraging Diversity in the Workplace:

Challenge: The workforce is becoming more diverse in terms of race, culture, gender, and age. HR Implications: Protection from sexual harassment, developing HRD programs catering to diverse learning needs, and emphasizing inclusion.

Competing in a Global Economy:

Challenge: Organizations need to adopt modern technologies and hire skilled employees to thrive in the global economy.

HR Implications: Recruitment of educated and skilled personnel, quality improvement methods, cultural awareness training, and transformation activities.

Reducing Competence Mismatches:

Challenge: The gap between required skills and those provided by the education system. HR Implications: Skill development, training programs, and the need for HRD to bridge the gap between technical skills and leadership training.

Industry Perspective: Addressing skills often lacking in technology professionals through specialized business training.

Addressing the Requirement for Persistent Independent Learning:

Challenge: The need for continuous learning and skill improvement.

HR Implications: Providing diverse learning opportunities, emphasizing lifelong learning, and tailoring learning programs for various employee needs.

Industry Perspective: Developing strategies for lifelong learning and leveraging synergies across learning tasks.

Promoting Organizational Learning:

Challenge: Transitioning from traditional training programs to a focus on learning principles and tactics.

HR Implications: Facilitating learning at both individual and group levels, aligning training programs with learning strategies.

Managing Workforce Generations:

Challenge: Managing generational gaps and tailoring policies to meet the diverse needs of different generations.

HR Implications: Understanding generational characteristics, predicting behavioural outcomes, and creating policies for motivation and satisfaction.

Q3) Describe the stages of HRD framework.

Ans) Human Resource Development (HRD) serves as a crucial framework for organizational agents, facilitating the enhancement of their professional and personal capabilities. In tandem, it focuses on the career development of employees and organizational growth in general. One of the most vital functions of HRD is to improve workforce efficiency, addressing various domains of learning such as cognitive, psycho-motor, and affective aspects, as outlined by Tressa Shepard in her article, "Ultimate guide to HRD". The HRD process, as articulated by Faeq Hamad Abed Mahidy, involves four key stages: Assessment, Design, Implementation, and Evaluation (ADIE).

Assessment:

Need Assessment: Identifying gaps between current skills and those required for specific tasks or projects.

Gap Analysis: Comparing actual performance with optimal performance to identify organizational needs.

Quantitative and Qualitative Methods: Utilizing various methods for need assessments within the organization.

Design:

Objective Definition: Clearly articulating goals and expectations.

Lesson Plan Development: Structuring a detailed blueprint of the course, including coverage, time, and activities.

Material Creation/Acquisition: Developing or obtaining course materials, including reading materials and additional resources.

Trainer/Leader Selection: Choosing the right facilitator to deliver the expected learning.

Methods and Techniques: Selecting appropriate methodologies based on learners, content, and course objectives.

Program/Intervention Planning: Finalizing resources, schedules, participants, and logistics.

Implementation:

Procedures for Training Delivery: Executing the training program based on selected methods. Hands-on Training (OJT), Off-the-job Training, Apprenticeship Training, Distance/Internet-Based Training: Utilizing diverse training methods.

Flexi Learning Modules and Bite-Sized Learning: Employing flexible learning approaches to cater to individual preferences.

Evaluation:

Evaluation Purpose: Assessing the effectiveness of the HRD program.

Select Evaluation Criteria: Establishing criteria such as participant reaction, observable changes in attitude and skills, and overall performance improvement.

Choose Evaluation Design: Designing an evaluation study using Time Series Design or Controlled

Experimentation.

Direct Evaluation of Program or Intervention: Assessing reaction, learning, and behaviour change.

Interpret Result: Evaluating the program's success based on organizational objectives and goals.

Evaluation is a critical step as it ensures the program's efficacy, gauges participant satisfaction, and aligns outcomes with organizational objectives. It also provides insights for further improvement and development. Effectiveness is measured through participants' reactions, improvements in knowledge and skills, behavioural changes, and achieving desired organizational goals.

Q4) Explain the competency models citing suitable examples.

Ans) A Competency Model or framework is a comprehensive compilation of competency clusters, competencies, and behavioural indicators. It consolidates all behavioural indicators applicable to various positions across all levels within an organization. This all-encompassing framework defines and communicates the expected behaviour to employees in relation to the overall objectives of the organization. The proficiency of an individual in each skill is evaluated against a performance benchmark specified by the relevant institution. Proficiency signifies the level of competency a role holder must possess to yield superior results. To ensure consistency, proficiency levels are crucial for rating and comparing individuals in distinct roles within an organization. Five proficiency levels are outlined:

Beginning:

Description: Reactive response by the employee.

Example: A new hire who is learning the basics and responding to tasks as they arise.

Elementary:

Description: Satisfactory response within the employee's zone of influence.

Example: An employee who meets job requirements and understands basic responsibilities.

Intermediate:

Description: Efforts to exceed expectations, broader perspective, and above-standard performance.

Example: An employee who takes initiative, analyses situations, and consistently performs beyond basic requirements.

Advanced:

Description: Initiative-taking response to situations, consistently performing above standard requirements.

Example: An employee who not only meets expectations but consistently goes beyond, demonstrating an elevated level of initiative.

Expert:

Description: Exceptional foresight, creating a motivating and learning environment, exceeding desired performance levels.

Example: A seasoned professional who not only excels in their role but also mentors’ others, contributing significantly to the organization's success.

Q5) Describe the development approach to industrial relations.

Ans) The development approach to Industrial Relations (IR) encompasses two dimensions: competency building in key actors like management, unions, and government officials, and the development of processes fostering OCTAPAC values (Openness, Pro-action, Confrontation, Autonomy, Trust, Collaboration, Authenticity).

Competencies Building

Development of Top Management: Top management, particularly the chief executive, plays a pivotal role in shaping the organizational atmosphere, values, and style. Their influence extends through actions, edicts, and day-to-day interactions. The disposition of the top executive towards industrial relations significantly impacts management policies.

A negative outlook may lead to organizational issues. For instance, the former chairman of the Bank of America, A.W. Clausen, emphasized the importance of personally overseeing personnel matters. The chief executive's belief system profoundly influences the organization.

Development of Middle Management

Competency building at the middle management level involves:

Knowledge:

1. Rules of the workplace

2. Customs and practices in dealing with employees and unions

3. Legal framework of IR

4. History and background of unions in the organization

5. Awareness of the emerging environment

Skills:

1. Problem diagnosis and resolution

2. Grievance handling

3. Negotiation skills

4. Interpersonal skills

Attitudes:

1. Positive problem-solving orientation

2. Positive belief system about unions

3. Faith in participative mechanisms

4. Development at Union Level

Top Union Leadership:

1. Understanding political economy and industrial environment

2. Vision towards macro and micro issues affecting workers

3. Advocacy skills for workers' problems

4. Middle Level and Grass-Root Leadership:

Competencies:

1. Knowledge about workplace rules

2. Awareness of commitments in settlements and awards

3. Understanding of legal frameworks

4. Knowledge about workers' sociology and problems

Skills:

1. Interpersonal skills

2. Constructive confrontation

3. Leadership skills

Attitudes:

1. Flexibility and resilience

2. Problem-solving mindset

Development of Processes Fostering OCTAPAC Values

At the managerial level, it is essential to have a knowledge that the processes involved in creating confidence in union-management relationships are more important than the contents themselves. Questions pertaining to the process, such as how choices are reached or how negotiations are carried out, become of critical importance. The objective is to decrease stereotypical ways of thinking while simultaneously increasing mutual understanding, honesty, and concern for one another's feelings.

HRD/OD Approach

The Human Resource Development/Organizational Development (HRD/OD) approach involves Applied Behavioural Science interventions. The methodology includes diagnosis, intervention design, and follow-up:

Diagnosis: Proper understanding of tools for dependable results. Developing skills in key managerial personnel for using diagnostic frames in solving IR issues.

Intervention Design: Structured or unstructured interventions based on the nature of the problem Examples include structural reorganization for decision-making issues and role-based interventions for low morale and role ambiguities.