write_up - group 6

7/29/2019 Write_up - Group 6

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XAVIER INSTITUTE OF SOCIAL SERVICE

Introduction to Human Resource Development

Submitted to : Prof. S. Lakra

Submitted by :

Group 6Adrija Moitra 06Sneha Tiru 12Sourabh Bhaduri 18Ridhika Sultania 24Siben Biswas 33

Abhilasha Biruli 39Bibhas Biswas 45Prerna Jyoti 51Shristi Jain 57Debika Biswas 63Tania Seraphim 69Swati Dwivedi 75


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TABLE OF CONTENTS

Sl. No. Topics Covered Page No.

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

Introduction

Introduction to Human Resource Management

Human Resource Development

Concept of Learning Organization

HRD process

Challenges in HRD

HRD strategies

Developing HRD strategies

70/20/10 development model

HRD process mapping

Conclusion

Bibliography

3 - 4

5

6 - 9

10 - 11

12 - 13

14 15

16

17 - 18

19

20

21

22


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INTRODUCTION

Changes in technology, especially information technology, generate knowledgespreading up at tremendous speed, as well as its quick obsolesce. In the period between1900 and 1950, the amount of human knowledge doubled, and since then it has doubled

every 5 to 8 years. Knowledge is becoming obsolete so quickly that all of us need dodouble our knowledge every 2 to 3 years in order to keep up with the changes. On theother hand, the increasing complexity, turbulence and uncertainty of the environmentrequire different and greater knowledge. Modern business requires more and moreknowledge and skills that are still inadequately present in the formal school education,i.e. the gap between business requirements and the knowledge acquired at school isgrowing.

The period of mass producing is over and the customers are very selective. Increasedconsumer demands require new solutions and knowledge. Due to increasing

competition, the organization is required to constantly revise its product and servicemix, managerial methods, and to increase productivity. Modern conditions of dynamiccompetition, sophisticated information technology, knowledge economy, marketglobalization, have changed the relation to importance of human resources inorganization. These conditions actualize the human capital as the strategic resource ofevery organization. Differences between the organizations exist exactly due to thedifferences between human capital, i.e. the organizations human resources, ways oftheir management and development.

In a more and more global, complex and turbulent environment, knowledge is the only

reliable source of competitive advantage. Traditional factors of manufacturing as thesoil, labor and capital did not disappear, but their significance is not primary anymore.Knowledge is viewed as the key of realization of a competitive advantage.

Therefore the question of where the corporative knowledge is located, how to release itand develop to achieve organizational goals has become very important. Since theorganizational knowledge is largely located inside the human mind, i.e. the head ofemployees, as carriers of knowledge and activities, human resources are becoming thekey factor of business success. Organizational development is always conditioned byhuman knowledge and skills. That is why; contemporary organizations pay more and

more attention to the development of their employees.

Thus, employee education and training are becoming an optimal answer to complexbusiness challenges, and the management of human resources is taking central role inmodern management.


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Through the process of employee training and development, the management ofhuman resources provides constant knowledge innovation, creates conditions formutual knowledge and experience exchange and proactive behaviour, in this waycontributing to competitive advantage and satisfaction of all participants in businessprocedures.

As a consequence of these procedures a learning organization has formed. The aim ofthis paper is to point to the fact that education and development of human potential arethe basic factor for creation of basis for transformation from traditional to a learningcompany. Learning organization is organization that promotes learning of all of itsmembers and it transforms permanently.

Individuals and societies that do not have enough knowledge are in inferior position,compared to societies and organizations that have it and even permanently acquire newknowledge. That is the reason why we say that success is not among the educated but

among those that are learning permanently and everything changes except knowledgeacquirement, which is constant. The fore mentioned statements in the best way showthe direction in which learning organizations move.


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INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Human Resource Management is defined as the people who staff and manageorganization. It comprises of the functions and principles that are applied to retaining,training, developing, and compensating the employees in organization. It is also

applicable to non-business organizations, such as education, healthcare, etc HumanResource Management is defined as the set of activities, programs, and functions thatare designed to maximize both organizational as well as employee effectiveness.

Scope of HRM without a doubt is vast. All the activities of employee, from the time ofhis entry into an organization until he leaves, come under the horizon of HRM. Thedivisions included in HRM are Recruitment, Payroll, Performance Management,Training and Development, Retention, Industrial Relation, etc. Out of all thesedivisions, one such important division is training and development.

Human Resource Management is the art of procuring, developing and maintainingcompetent workforce to achieve the goals of an organization in an effective and efficientmanner.

Good HR Practices help

attract and retain talent train people for challenging roles develop skills and competencies promote team spirit develop loyalty and commitment increase productivity and profits improvejob satisfaction enhance standard of living generate employment opportunities

In the field of human resource management, training and development is the field

concerned with organizational activity aimed at bettering the performance of

individuals and groups in organizational settings. It has been known by several names,including employee development, human resource development, and learning and

development.


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HUMANRESOURCEDEVELOPMENT

Human Resource Development (HRD) is concerned with the development of human

resources in an organization. The term 'Human Resource Development' has two parts

namely: 'Human Resource' and 'Development'.

"Human Resource" may be thought of as "the total knowledge, skill, creative abilities,

talents and aptitudes of an organization's work force, as well as the values, attitudes

and benefits of an individual involved (Panigrahy,1990) in the organization.

"Development" means enhancing improving skills capabilities of an individual in the

present job as well as bringing into the light the hidden qualities of an individual for a

future job assignment (Gupta, 1996). These skills capabilities have to seek congruence

correlation between organizational and individual goals.

The essence of Human Resource Development (HRD) is to bring out the best in man. To

bring out the best in people means the better performance of the employees at all levels

in the jobs they hold. Better performance or higher productivity depends upon the

levels of knowledge, skills, capacities and positive work attitudes and values of all

employees in the organization. It is a process of raising increasing potentialities of

manpower resources (Singh, Kaur and Kumar, 1995).

This process may result in integration of the goals of individuals with organizationgoals, improving performance of individuals and effective groups (Panigrahy, 1990).

The organization as a whole aims at optimum utilization of human resources in the

organization. To achieve this, organizations should provide a development climate as

well as opportunities to the employees.

Evolution of HRD in India can be traced back from 1974 onwards when Larsen and

Toubro Limited had set up a separate HRD department. On 2nd March, 1985 the

National HRD network, an institute was created by eminent academics, social scientists,

professionals and CEOs of the country for providing a forum for sharing experiences

and learning from each other by introducing the concept of `networking'.


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The emergence of National HRD Network and the growth of profession are already

known to the corporate sector much before Indian economy has opened its gate for

foreign investors and more flexibility for Indian business community to do business

with foreign partners. One major factor for the growth of human resource development

has been found as knowledge dissemination. HRD Newsletter, published by theNational HRD Networks, and XLRI, Jamshedpur was a product of a few visionaries to

meet this need.

Mechanisms suggested by Rao (1985) and Pareek and Rao(1984) aid in better

understanding of HRD and facilitate implementation and establishment of the linkage

between each of the sub-systems. They have conceptualized the process mechanisms in

the following manner.

Working Definition of HRD : Human Resource Development, as assessed by thisinstrument, is defined as the integrated use of systems, policies and practices to recruit

maintain and develop employees in order for the organization to meet its desired goals.

HRD is most effective in an organization when its authority is located at the senior

management level. In a decentralized system the HRD function should be located at a

senior level.

Role of HRD

1.Performance AppraisalAn HRD oriented performance appraisal is used as a mechanism to:

(a)Understand the difficulties of their subordinates and try to remove thesedifficulties and encouraging them to accept more responsibilities and challenges.

(b)Understand the strength and weakness of their subordinates and help thesubordinates to realize them.

(c)Help the subordinates to become aware of their positive contributions.2. Potential Appraisal and Development

It is assumed under this system that the company is growing continuously. A dynamicand growing organization needs to continually review its structure and systems,

creating new roles and assigning new responsibilities. Capabilities to perform new

roles and responsibilities must continually be developed among employees.


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3. Feedback and Performance CoachingSupervisors in 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.

4. Career PlanningThe HRD philosophy says that people perform better when they feel trusted and see

meaning in what they are doing. In the HRD system, corporate growth plans should not

be kept secret. Long-range plans for the organization are made known to the

employees. Most people want to know the possibilities for their own growth and career

opportunities. Because managers and supervisors have information about the growth

plans of the company, it is their responsibility to transmit information to their

subordinates and to assist them in planning their careers within the organization.

5. TrainingTraining is linked with performance appraisal and career development. Employees

generally are trained on the job or through special-in-house training programs.

6. Organization DevelopmentThis function includes research to ascertain the psychological health of the organization.

This generally is 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.

7. RewardsRewarding employee performance and behavior is an important part of HRD.

Appropriate reward is not only to recognize and motivate 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 attitudes and skills.

8.Employee Welfare and Quality of Work Life

Quality-of-work-life programs generally focus on the environment within the

organization. HRD systems focus on employee welfare and quality of work life by

continually examining employee needs and meeting them to the extent feasible.


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Benefits of Human Resource Development to Your Organization:

Systematic planning to support organizational mission

Increased capacity to achieve the organizations goals

Clear definition of each employees work responsibilities and link toorganization mission

Greater equity between compensation and level of responsibility

Defined levels of supervision and management support

Increased level of performance and efficient utilization of employees skills and

knowledge

Cost savings through improved efficiency and productivity

Increased ability to manage change

HRD Functions

Training and development (T&D)

Organizational development

Career development

Training and development encompasses three main activities: training, education, and

development. However, to practitioners, they encompass three separate, although

interrelated, activities:

Training - This activity is both focused upon, and evaluated against, the job that anindividual currently holds.

Education - This activity focuses upon the jobs that an individual may potentially hold

in the future, and is evaluated against those jobs.

Development - This activity focuses upon the activities that the organization employing

the individual, or that the individual is part of, may partake in the future, and is almost

impossible to evaluate.


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CONCEPT OF A LEARNING ORGANIZATION

Every individual should appreciate lifelong learning, and every successful organizationhas to become a permanently learning organization. Many successful organizationsdescribe themselves as learning organization or one of their strategic goals is to become

such an organization. Companies such as Coca-Cola, Motorola, General Electrics andCisco have assigned vice presidents for knowledge, learning or intellectual capitalwhose task is to create knowledge management systems that enable them to quicklyadopt development tendencies, influencing in that way the customers, competitors,distributors and suppliers.

The organization is not only the user of knowledge, but also its creator. According tothe views of Peter Senge described in the book named "The Fifth Discipline", thelearning organization implies free flow of knowledge, i.e. lifting of all barriers ondeveloping knowledge and new ideas at the very beginning. In the future it will not be

possible to "unthread things from above" and for all the others to follow the "bigbrother's" instructions anymore. The top organizations of the future will bedistinguished by their knowledge about how to encourage engagement and develop thelearning potential on each organizational level.

Peter Senge's model of a learning organization is very interesting since it recognizes theorganization as a whole, i.e., in his organization, through their functions and sectorswithin the organization, all the employees influence the course of business procedures,and the knowledge creation, consequently the creation of new values both for theorganization and its customers. With this definition, Senge has made significant

qualitative progress compared to the classical organization, since he emphasized thenecessity of ability development through the process of learning.

Besides Senge, Chris Argyris was a great popularize of a learning organization as well.In his book "Teaching smart people how to learn", he says: "Any company that aspiresto succeed in the tougher business environment must first resolve a basic dilemma:success in the marketplace increasingly depends on learning, yet most people don'tknow how to learn. What's more, those members of the organization that many assumeto be the best at learning are, in fact, not very good at it. I am talking about the well-educated, high-powered, highly committed professionals who take up key leadershippositions in the modern corporation."

Organizations learn only through the learning individuals. Individual learning does notguarantee organizational learning. But without it there is no organizational learning aswell. The ability to learn faster than the competitors may be the only sustainablecompetitive advantage. Thus, the learning organization is the organization that learnsand encourages people to learn in the organization.


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It motivates information exchange between employees and creates staff with differentknowledge. Chris Argiris explains this: "On the other hand, there is a problem ofexistence of individuals within the organization who know how to learn, but thatdoesn't create automatically conditions for the organization to learn as well. This is dueto the indisputable view that knowledge is still the only private property the man owns.

This means that individual learning, and even learning of all the employees, doesn'timply the existence of a learning organization. To have a learning organization, it isnecessary to know how to transfer individual into organizational knowledge, i.e. intoorganizational learning."

The starting point of knowledge management concept is in the fact that power does notcome from knowledge, but from the exchange of knowledge. It starts from the synergiceffect. By exchanging knowledge, combining individual knowledge, we get much morequalitative knowledge than the individual knowledge. Obtaining and sharingknowledge is the core of the learning organization.

The reasons to become a learning organization are the following: people are developing(greater motivation, flexibility of employees, people are more creative, improved socialinteraction), better working teams and groups (knowledge sharing, mutualdependence), benefiting organizations (greater work productivity, more qualitativeproducts/services/ procedures, competitive advantage, profit).


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HUMAN RESOURCE DEVELOPMENT PROCESS

As a dynamic and proactive process HRD believes in the need for the continuous

development of personnel to face the challenges in the organization. No organization

can grow and survive in the present day environment without the growth and

development of its people.HRD essentially focus all enabling people to self actualize

through a systematic process for developing their existing potentials and creation of

new one, unfolding and taping potentialities both in the present and the future.

HRD facilitates the integrated growth of employees. In every organisation the

management should provide adequate opportunity for the development of human

resource and also personally participate in the development process. The HRD process

includes role clarity, awareness of competencies required for the job performance,

proactive orientation, trust, collaboration and team work, risk taking, value generation,

better communication and fair reward.

Initially HRD was perceived as a moral duty later it was considered as precondition of

industrial efficiency. After that need for HRD was felt to cope up with the challenges of

trade unionism. The concept of humanization of work was considered as the third

phase of development process.

Factors responsible for the Development :

1. Technological change : Demand changes in system, structure, skills and these changes

create conflict, stress and obsolescence and need innovative solution

2. Competition : Increasing competition requires higher efficiencies in the people and

focus on core competencies

3. Consumerism : Consumerism is an economic theory that says the more people

buy, the better it is for the economy. Therefore HRD is important factor for encouragingthe purchase of goods and service.

4. Social change : HRD is affected by the social change which includes change in the

thought process in humans.

5. Political changes : The change in the government polices also affects the development

of the human resource.


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6 Structural change : Every organizational has its different requirements which is

affected by its structure, therefore the organizations design the HRD process keeping in

mind the structure of that organization.


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CHALLENGES IN HRD

The major challenges faced by an HRD Manager are:

i) CHANGING WORKFORCE DEMOGRAPHIESii) COMPETING IN GLOBAL ECONOMYiii)ELIMINATING THE SKILL GAPiv)NEED FOR LIFELONG LEARNINGv) NEED FOR ORGANISATIONAL LEARNING

CHANGING WORKFORCE DEMOGRAPHIES : -

One of the major challenges the field of human resource development is the frequentchange in workforce demography in an organization. While the Governments HRD

policy has been campaigning for employers and organizations to equip employees withthe skills and knowledge to become knowledge workers, the HRD practitioners in themanufacturing firms are faced with the challenge of coping with the demand forknowledgeable and competent employees. Three critical factors describe the challengefaced by HRD practitioners in coping with the demand for knowledge workers: 1)hiring and retaining technical expertise and a competent workforce; 2) the educationlevel of the workforce; and 3) the increase in the ageing workforce.

COMPETING IN GLOBAL ECONOMY: -

Globalization impacts on HRD in various ways. Thus compared to the past, enterpriseswill need to update much more regularly the skills mix of their employees to respond tothe opportunities or threats created by globalization and rapid technological change.Indeed intense global competition is reconfiguring the market place. Enterprisesincreasingly have to compete by differentiating themselves from their competitors bythe quality of the human systems and processes behind their products and services(Jeanne C. Meister, 1994). The attitudes, knowledge and skills of the workforce of theenterprise and its contractors and suppliers will determine the quality of the humansystem and processes behind its products and services. Competition will be less andless in terms of how the features and benefits of one's product/services compare withthose of another as more products are perceived to be at parity by customers (product

convergence).

ELIMINATING THE SKILL GAP :-

The issue of skills shortages in the available labour pool appears to be growing . In fact,according to a recent SHRM (Society for Human Resource Management) poll, 58% ofHR professionals reported that some workers lack competencies needed to perform


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their jobs, up from 54% in 2005 . Further, more than one-half of HR professionals (55%)who responded to the poll agreed that workers entering the job market in the next 10years will lack the competencies that will make them successful in the workplace .While the inadequate workforce readiness of recent graduates is well noted and therehas been much discussion around improving the education systems preparation of

future entrants to the labour pool, it has rightly been argued that employers needstrategies to deal with the talent shortage in the short term . A solution with animmediate benefit to todays workplace and the economy is a focus on buildingcapabilities and the development of skills and competencies within the currentworkforce.

NEED FOR LIFELONG LEARNING:-

This perspective of HRD argues that learning is the mechanism for empoweringindividuals by equipping them with skills and knowledge required for technological

and occupational change. If practice is driven by a humanistic orientation, it ofteninvolves learners planning their own development. It also attempts to enhance thecapacity of individuals for critical reflectivity by recognizing that individual identityand growth are integral to learning. On the other hand, when skill formation andlearning is driven by a more instrumental approach and based on industry- orenterprise-based competency standards, orthodox training classes and on-the-jobcoaching and assessment of competencies are common.

NEED FOR ORGANISATIONAL LEARNING: -

HRD professionals must become skilled systems thinkers who can design and conductmeasurement and analysis across the organization and pinpoint the influences of HRDefforts on employee productivity and organizational performance, linking past researchresults to current practice. HRD professionals must have the skills to identify validmeasures of learning and growth and develop meaningful and accurate interpretations,while being ever mindful of the myriad of intervening variables that can influencelearning and performance curves in work settings (Preskill & Russ-Eft, 2003). Ethicalengagement in measurement work will maintain integrity around the complexity oflearning and performance processes and will protect against laying shortfalls on thebacks of learners and those who facilitate their learning.


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HRD STRATEGIES

HRD Strategies are a plan that defines how the human resource would be utilizedthrough the use of an integrated array of training, organizational development andcareer development effort to achieve individual, organizational objectives.

1. Communication strategy - Strategic Communication refers to policy-making andguidance for consistent information activity within an organization and betweenorganizations.

2. Accountability and ownership strategy Employees accountability andownership leads to higher productivity and customer acceleration.

3. Quality strategy Quality needs to be fostered in the employees through trainingand development.

4. Cost Reduction strategy Every employees contribution in savings is crucial assmall contribution from each employee can be pooled by organization to savesubstantial savings at the end of a given period and enhance its competitivestrategy.

5. Entrepreneurship strategy Every employee needs to be an independententrepreneur, who can generate ideas and bring them to reality by using theexisting resources and support of the organization to create innovative andcreative products and services.

6. Culture building strategy Organizations valuing its employees have asustainable competitive edge over competitors because employees are highlycharged, motivated and commitment to the organization.

7. Systematic training strategy The planning and organizing of formal on-jobtraining and off-job training leads to improving vital employee characteristics,build and sustain appropriate work culture and bring in more professionalism inaction.

8. Learning strategy Continuous development and learning environmentspromote self development of employees of self and by self.


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DEVELOPING HRD STRATEGY

1. Getting the big picture: Understand your business strategy.Highlight the key driving forces of your business.

What are they? e.g. technology, distribution, competition, the markets. What are the implications of the driving forces for the people side of your

business?

What is the fundamental people contribution to bottom line businessperformance?

2. Developing a Mission Statement: That relates to the people side of the business.Do not be put off by negative reactions to the words or references to idealistic

statements - it is the actual process of thinking through the issues in a formal andexplicit manner that is important.

What do your people contribute?3. Conducting a SWOT Analysis: Focus on the internal strengths and weaknesses of

the people side of the business. Consider the current skill and capability issues.Vigorously research the external business and market environment. High light theopportunities and threats relating to the people side of the business.

What impact will/ might they have on business performance? Consider skill shortages? The impact of new technology on staffing levels?

From this analysis you then need to review the capability of your personneldepartment. Complete a SWOT analysis of the department - consider in detail thedepartment's current areas of operation, the service levels and competences of yourpersonnel staff.

4. Conducting a detailed HR Analysis : Concentrate on the organization's COPS(culture, organization, people, HR systems)

Consider: Where you are now? Where do you want to be? What gaps exists between the reality of where you are now and where you want

to be?

Exhaust your analysis of the four dimensions.


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5. Determining critical people issues : Go back to the business strategy and examine itagainst your SWOT and COPS Analysis

Identify the critical people issues namely those people issues that you mustaddress. Those which have a key impact on the delivery of your business

strategy. Prioritize the critical people issues. What will happen if you fail to address them?

Remember you are trying to identify where you should be focusing your efforts andresources.

6. Developing consequences and solutions : For each critical issue highlight the optionsfor managerial action generate, elaborate and create - don't go for the obvious. Thisis an important step as frequently people jump for the known rather than challengeexisting assumptions about the way things have been done in the past. Think about

the consequences of taking various courses of action.

Consider the mix of HR systems needed to address the issues. Do you need to improvecommunications, training or pay?

What are the implications for the business and the personnel function?

Once you have worked through the process it should then be possible to translate theaction plan into broad objectives. These will need to be broken down into the specialistHR Systems areas of:

employee training and development management development organization development performance appraisal employee reward employee selection and recruitment manpower planning communication

Develop your action plan around the critical issues. Set targets and dates for the

accomplishment of the key objectives.

7. Implementation and evaluation of action plans : The ultimate purpose ofdeveloping a human resource strategy is to ensure that the objectives set aremutually supportive so that the reward and payment systems are integratedwith employee training and career development plans. There is very little valueor benefit in training people only to then frustrate them through a failure toprovide ample career and development opportunities.
http://www.accel-team.com/human_resources/hrm_04.htmlhttp://www.accel-team.com/job_interviews/index.htmlhttp://www.accel-team.com/human_resources/hrm_01.htmlhttp://www.accel-team.com/human_resources/hrm_01.htmlhttp://www.accel-team.com/job_interviews/index.htmlhttp://www.accel-team.com/human_resources/hrm_04.html


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THE 70/20/10 DEVELOPMENT MODEL

The 70/20/10 Model is a Learning and Development model based on research byMichael M. Lombardo and Robert W. Eichinger for the Center for Creative Leadership.The concept states that development typically begins with realization of a need and

motivation to do something about it, and that a blend of different learning approaches"in concert" can provide powerful learning. Lombardo and Eichinger stated that "theodds are that development will be":

about 70% from on-the-job experiences, tasks, and problem solving.

about 20% from feedback and from working around good or bad examples of the need.

about 10% from courses and reading.

Many businesses and learning institutions have embraced this approach.

Some have been calling for 70-20-10 to be the new learning model for across theorganization, however, since it is a prescriptive remedy for developing managers tosenior and executive positions, it does not mean that it is a useful model for developingskills in the daily learning and work flows that takes place within organizations becauseit is being applied in an entirely different context than what it was designed for.

Parts or perhaps all of 70-20-10 may be useful for developing professionals other thansenior managers, but since the learning ratios vary greatly between various groups oflearners (and even individual learners within a group [see bullet number 2 in thesection below]), one has to be very careful about taking this approach.


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HRD PROCESS MAPPING

Meaning : Structural analysis of a process flow (such as an order-to-delivery cycle), bydistinguishing how work is actually done from how it should be done, and whatfunctions a system should perform from how the system is built to perform those

functions. In this technique, main activities, information flows, interconnections, andmeasures are depicted as a collage on a large sheet of (commonly brown) paper, withdifferent colored 'Post-it' notes or slips of paper. This graphic representation allows anobserver to 'walk-through' the whole process and see it in its entirety. Also calledbrown papering.

Every organization for HRD requires to perform process mapping duly understandingwhat is being currently done and what needs to be done, keeping the core perspectiveof value addition.

To determine the future HRD processes, organizations draw a blueprint within theambit of policies, procedures and structure, keeping in view the desired changes in theHR pattern.


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CONCLUSION

Business conducting and survival in the present day turbulent environment are relyingon organizational knowledge in a sense of a giving timely and appropriate answer tochallenges. The ability of individuals and organizations to obtain and master new

knowledge has become the key comparative advantage. The concept of knowledgemanagement and management of human resources, especially the function of employeetraining and development within the learning organization, are engaged with the basicresource of modern business, i.e. with knowledge and its utilization. Renewingknowledge is an imperative for the organization, and not an option. The rate of learninghas to be greater than the rate of changes.

HRD is a continuous procedure which is the only meaningful and logical approach inthe condition of knowledge obsolescence, dynamic changes and increasing need forconstant product and service innovations. Human resources represent intellectual

capital which is the new source of organizational resources, and the organization couldincrease them only through training, development and motivation of employees.

The prosperity of organizations becomes explicitly dependent on the intellectualcapacity of their employees and their ability to change and adjust to the dynamicbusiness environment.


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BIBLIOGRAPHY

1. Krishnaveni, R (2010), Human Resource Development a researchers perspective,Excel Books, New Delhi

2. Desimone, L & Harris (1998), Human Resource Development, The Dryden Press,London

3. http://www.nsdcindia.org/pdf/education-skill-development.pdf accessed on1st

July, 2013

4. http://www.aimwa.com/Programs_Seminars_Events/Management_and_Leadership / Loop_Premium/2013/501_Introduction_to_Human_Resource_Managementaccessed on 1st July, 2013

5. Werner & DeSimone (2006)

6. T.V.Rao, Human Resource Development: Experiences, Interventions, Strategies

7. R. Krishnaveni, Human Resource Development: A researchers perspective

8. Dr.D.K.Bhattacharya, Human Resource Development

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