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HUMAN RESOURCE

DEVELOPMENT

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Expectations???

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Chapter (1)

An Introduction to HRD

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Unlike other resources, human resources haverather unlimited potential capabilities. The

potential can be used only by creating a climatethat can continuously identify, bring to surface,nurture and use the capabilities of people.Human Resource Development (HRD) system

aims at creating such a climate. HRD concept was first introduced by Leonard

Nadler in 1969 in a conference in US. Hedefined HRD as those learning experience whichare organized, for a specific time, and designedto bring about the possibility of behavioralchange.

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From HR to HRD

HRD combines the primary elements of HR or the

people, with the development of both people and

the organization. Gilley, Eggland, and Gilley (2002)

refer to the development of people as the

increase in knowledge, abilities, and competencieswith the purpose of improving the overall

effectiveness of an organization.

This development encompasses the first two areas

defining HRD, (1) Individual Development (ID) and

(2)Career Development (CD).

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By developing people within an organization,

Performance Improvement (PI) - the third

element of HRD- helps improve productivity andquality, which creates a higher probability of

increased financial profitability. The fourth and

final element of HRD is Organizational

Development (OD). Gilley , Eggland, and Gilley

describe OD as the continuous improvements of

an organizations culture through intervention

activities related to the vision, mission, values,policies, procedures, and overall working

environment.

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For an organization to be competitive and

productive a continuous cycle of improvement

and change needs to exist. With this in mind , theprimary goal of HRD is Performance Improvement

and Organizational Development & change.

*Bringing ID, career development, performancemanagement, and OD together as the foundation

of HRD, Gilley and Maycunich (2000) define HRD as:

[the process of facilitating organizationallearning, performance, and change through

organized (formal and informal) interventions,

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initiatives, and management actions for the

purpose of enhancing an organizations

performance capacity, capability, competitivereadiness, and renewal ].

Hence, in relation to HRD, HR professionals have

the opportunity to create a learning environmentthrough both formal and informal individual

development activities. These initiatives are the

foundation for creating a learning organization with

a culture focused on identifying gaps in

performance and implementing solutions to close

them.

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THE CONCEPT OF HUMAN RESOURCE DEVELOPMENT

Human resource development in the organisation contextis a process by which the employees of an organisation are

helped, in a continuous and planned way to:

1- Acquire or sharpen capabilities required to performvarious functions associated with their present or expected

future roles;2- Develop their general capabilities as individuals anddiscover and exploit their own inner potentials for theirown and/or organisational development purposes; and

3- Develop an organisational culture in which supervisor-subordinate relationships, teamwork and collaborationamong sub-units are strong and contribute to theprofessional well being, motivation and pride ofemployees.

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Difference between HRD and HRM:

Both are very important concepts of managementspecifically related with human resources of organisation.

Human resource management and human resourcedevelopment can be differentiated on the followinggrounds:

1- The human resource management is mainlymaintenance oriented whereas human resourcedevelopment is development oriented.2-Human resource management mainly aims to improvethe efficiency of the employees whereas aims at thedevelopment of the employees as well as organisation as a

whole.3- HRM motivates the employees by giving them monetaryincentives or rewards whereas

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whereas human resource development stresses on

motivating people by satisfying higher-order needs.

4- Responsibility of human resource development isgiven to the personnel/human resource

management department and specifically to

personnel manager whereas responsibility of HRD isgiven to all managers at various levels of the

organisation.

THE NEED FOR HRD

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HRD is needed by any organisation that wants to bedynamic and growth-oriented or to succeed in a fast-changing environment. Organisations can become

dynamic and grow only through the efforts andcompetencies of their human resources. Personnel policiescan keep the morale and motivation of employees high,but these efforts are not enough to make the organisation

dynamic and take it in new directions. Employeecapabilities must continuously be acquired, sharpened,and used. For this purpose, an enabling organisational

culture is essential. When employees use their initiative,

take risks, experiment, innovate, and make things happen,the organisation may be said to have an enablingculture.

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Even an organisation that has reached its limit of growth,

needs to adapt to the changing environment. No

organisation is immune to the need for processes that help

to acquire and increase its capabilities for stability and

renewal.

HRD FUNCTIONS

The concept of development should cover not only theindividual but also other units in the organisation. In

addition to developing the individual, attention needs to be

given to the development of stronger dyads, i.e., two-

person groups of the employee and his boss. Such dyads

are the basic units of working in the organisation. HENCE

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development would involve developing a climateconducive for their effectiveness, developing self-renewing mechanisms in the organisations so that they

are able to adjust and pro-act, and developing relevantprocesses which contribute to their effectiveness.Therefor, the goals of the HRD systems are to develop:1- The capabilities of each employee as an individual.

2- The capabilities of each individual in relation to his orher present role.

3- The capabilities of each employee in relation to his orher expected future role(s).

4- The dyadic relationship between each employee andhis or her supervisor.

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5- The team spirit and functioning in every

organisational unit (department, group, etc.).

6- Collaboration among different units of theorganisation.

7- The organisations overall health and self-

renewing capabilities which, in turn, increase theenabling capabilities of individuals, dyads, teams,

and the entire organisation.

Features of Human Resource development

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The essential features of human resource

development can be listed as follows:

Human resource development is a process in whichemployees of the organisations are recognized as its

human resource. It believes that human resource is

most valuable asset of the organisation.

It stresses on development of human resources of

the organisation. It helps the employees of the

organisation to develop their general capabilities

in relation to their present jobs and expected

future role.

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It emphasise on the development and best

utilization of the capabilities of individuals in the

interest of the employees and organisation. It helps is establishing/developing better inter-

personal relations. It stresses on developing

relationship based on help, trust and confidence. It promotes team spirit among employees.

It tries to develop competencies at the

organisation level. It stresses on providinghealthy climate for development in the

organisation.

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HRD is a system. It has several sub-systems. Allthese sub-systems are inter-related andinterwoven. It stresses on collaboration among

all the sub-systems. It aims to develop an organisational culture in

which there is good senior-subordinate relations,

motivation, quality and sense of belonging. It tries to develop competence at individual,

inter-personal, group and organisational level tomeet organisational goal.

It is an inter-disciplinary concept. It is based onthe concepts, ideas and principles of sociology,psychology, economics etc.

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HRD (Human Resource Development) makes

people more competent. HRD develops new skill,

knowledge and attitude of the people in theconcern organisations.

With appropriate HRD programme, people

become more committed to their jobs. People areassessed on the basis of their performance by

having a acceptable performance appraisal

system.

An environment of trust and respect can be

created with the help of human resource

development.

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Acceptability toward change can be created with

the help of HRD. Employees found themselves

better equipped with problem-solvingcapabilities.

It improves the all round growth of the

employees. HRD also improves team spirit in theorganisation. They become more open in their

behaviour. Thus, new values can be generated.

It also helps to create the efficiency culture In the

organisation. It leads to greater organisational

effectiveness. Resources are properly utilised and

goals are achieved in a better way.

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It improves the participation of worker in the

organisation. This improve the role of worker and

workers feel a sense of pride and achievement

while performing their jobs.

It also helps to collect useful and objective data on

employees programmes and policies which further

facilitate better human resource planning.

Hence, it can be concluded that HRD provides a lot of

benefits in every organisation. So, the importance of

the concept of HRD should be recognised and given aplace of eminence, to face the present and future

challenges in any organisation.

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Chapter (2)HR Development: where to begin???

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A definition of HRD is "organized learning activities

arranged within an organization in order to improve

performance and/or personal growth for the purpose of

improvingthe job, the individual, and/or the

organization" . Hence, HRD includes the areas of training

and development, career development, and

organization development.

The goal of HRD is to improvethe performance of our

organizations by maximizing the efficiency and

performance of our people. We are going to develop our

knowledge and skills, our actions and standards, ourmotivation, incentives, attitudes and work environment.

The operative word here is IMPROVEMENT

and the obvious Question is: HOW??

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Ch.(2)

(A)- GAP ANALYSIS

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Gap analysis compares the gap between an

organizations actual performance against its

potential performance. In gap analysis, you typically

list out the organizations current state, its desired

state, and a comprehensive plan to fill out the gap

between these two states.

In order to do so, we need to know the following:1- the organizational current performance.

(sales volume, profit margin, and customersatisfaction)

2- the size of the Gap (strategic targets vs. actualresults); and

3- causes of the Gap (Human Resources performance)

across the board.

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And when we talk about HR performance, we

mean the results of employees performance

appraisal. The results of such appraisals can alsopresent whats known as the Performance GAP.

*Performance gap analysis determines what

aspects are lacking in the performance of anemployee in a particular position.

*performance gap analysis also determines what

additional skills and training may be needed tobring individual employees or even an entire

department up to an acceptable standards of

performance.

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STEP 1- Performance Mapping

One of the first tasks in performance gap analysis is

creating a performance map describing thebehaviors of high-performing individuals in a

particular job role. This performance map provides

a blueprint (or a benchmark) against which tocompare the performance of other employees.

STEP 2- Market Competitiveness

Performance gap analysis can also help yourcompany enhance its competitive standing in its

market when compared with other companies

performing similar jobs in similar activities.

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In this instance, the performance of your

company is compared with a set of industry-

established benchmarks, or with the statedstrategic goals of your company. These

benchmarks can refer to companies that have

acquired large market share and/or achieved

excellent profit levels.

STEP-3 Addressing Performance Gaps

Depending on the results of the performance gapanalysis, your plan of action may involve additional

training for your staff, purchasing new equipment

or making alterations in the design of your Org.

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* STEP 4- A follow-up procedure

A follow-up performance gap analysis performed

after changes have been implemented candetermine whether the deficiencies and

shortcomings evident in the first evaluation have

been remedied.Hand-out

Performance gap analysis form

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Ch.(2)

(B) PERFORMANCE APPRAISAL

What is Performance Appraisal?A performance appraisal is a review and discussion of an

employee's performance of assigned duties and responsibilities.

The appraisal is based on results obtained by the employee in

his/her job, not on the employee's personality characteristics.The appraisal measures skills and accomplishments with

reasonable accuracy and uniformity. It provides a way to help

identify areas for performance enhancement and to help

promote professional growth. It should not, however, beconsidered the supervisor's only communication tool. Open lines

of communication throughout the year help to make effective

working relationships.

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Each employee is entitled to a thoughtful and careful

appraisal. The success of the process depends on the

supervisor's willingness to complete a constructive and

objective appraisal and on the employee's willingness torespond to constructive suggestions and to work with

the supervisor to reach future goals.

Why Appraise Performance?Periodic reviews help supervisors gain a better

understanding of each employee's abilities. The goal of the

review process is to recognize achievement, to evaluate job

progress, and then to design training for the furtherdevelopment of skills and strengths. A careful review will

stimulate employees interest and improve job

performance.

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What Is the Difference Between Performance Appraisal

& Evaluation?

In practice, performance appraisal and evaluation are usedinterchangeably. Both refer to a process by which your

employer reviews how well you've done your job and

possibly determines any increases in salary or benefits

you'll receive as a result. However, Evaluation is one step ina performance appraisal, which in turn is a broader part of

an organization's performance management system. In an

evaluation, a person intimately aware of an employee's

work -- such as a supervisor, manager or peer -- providesfeedback on measures such as work quality, punctuality

and job skills.

f

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In a less traditional way , performance appraisalsattempt to assess the overall value of an employee'swork in terms of his/her contribution to the overall

business objectives. The purpose of Performance Appraisal

Companies use performance appraisals for evaluationand developmental purposes. A properly executed

appraisal acts as a basis for hiring new employees,training and development of current employees,restructuring of workflow and employee motivation.Performance appraisals offer evidence for payincreases or for terminations. Well-designedperformance appraisals can start dialogue betweensupervisors, direct reports and co-workers that mayresult in positive outcomes for the individuals and thebusiness.

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The performance appraisal scheme

A quality performance appraisal scheme has a set of clearlydefined parameters. The documentation, whether

electronic or written, includes ways to assess performancebased on job-relevant skills and knowledge. Evaluationsshould not include assessment of employees personality

of work style, but should include a review of

communication techniques and behavior as it relates tointerpersonal interaction.

The time frame

A formal performance review should take place annually. In

addition, managers must communicate with employeesbetween formal appraisals to keep them motivated andfocused on personal and company objectives.

f

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. Performance management

These regular communications serve as praise for good

performance and a means of stopping poor habits and

behaviors before they affect the annual review scores. Thisis called:

performance management:

will be discussed in the following section ( C ) 2 Issues regarding performance appraisal systems

*No appraisal system, regardless of how sophisticated, is

completely objective. Problems arise when evaluators tendto give overly lenient or overly strict ratings on a consistent

basis.

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Personal prejudices can skew results, as can poorly

defined standards of measurement. Finally, employees

must view the system as fair and just for the results to

impact their behaviors and job performance. Ifemployees do not see the process as a credible one, it

loses validity and value overall.

The Downside 0f performance appraisal Talk to any group of human resources and business

leaders and you're likely to hear many opinions about

the fairness, accuracy and usefulness of performance

appraisals and employee evaluations. A 2010 "WallStreet Journal" article said that everyone "hates"

performance appraisals and likened them to rotten milk.

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Among the criticisms are that they're tied to a date on

the calendar, rather than need, and that few people get

to say what they really think. The process also drives

home the illusion that the boss's opinion is the key to anemployee's pay raise and career progress. But

evaluations and appraisals can also be litigation risk

factors. The legal experts on Saudi labour Courts

procedures" are saying that: as faulty as they might be,

evaluations and appraisals are often required in court

cases litigated by employees against their employers.

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We continue here

Performance management

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Ch.(4)

PERFORMANCE MANAGEMENT

Employee Performance Managementis a process for

establishing a shared workforceunderstanding about

what is to be achieved at an organisation level. It is about

aligning the organisational objectiveswith theemployees' agreed measures, skills, competency

requirements, development plans and the delivery of

results. The emphasis is on improvement, learning and

development in order to achieve the overall businessstrategyand to create a high performance workforce.

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How Annual Appraisals are Different But Part ofPerformance Management???

Most organisations have some type of employee appraisal

system, and many are experiencing the shortcomings ofmanual staff evaluation systems. When discussingworkforceperformance the most commonly askedquestion is "How does Performance Management differ

from performance appraisalsor staff reviews"?Performance Management is used to ensure thatemployees' activities and outcomes are congruent withthe organisation's objectives and entails specifying those

activities and outcomes that will result in the firmsuccessfully implementing the strategy. An effectivePerformance Management process establishes thegroundwork for excellence by:

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Linking individual employee objectives with the

organisation's mission and strategic plans. The employee

has a clear concept on how they contribute to the

achievement the overall business objective,

Focusing on setting clear performance objectivesand

expectations through the use of results, actions and

behaviours, Defining clear development plans as part of the process,

and

Conducting regular discussions throughout the

performance cycle which include such things as coaching,mentoring, feedback and assessment.

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Performance appraisalproperly describes a

process of judging past performance and

not measuring that performance againstclear and agreed objectives. Performance

Management shifts the focus away from just

an annual event to an on-going process. Thefollowing Figure is a process diagram that

provides a graphical view of the major

differences between the two processes

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l f l l

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Typical Outcomes from Annual Appraisals:-

1- Misdirected Bonuses

2- Too Painful, Emotionally Charged3- Poor Understanding of Expectations

4- Bad Timing

5- Subjective Manager Opinion

6- Performance Not Aligned to Promotions

7- Poor Development Opportunities

8- No Consequence For Non-Participation

Typical Outcomes from Performance Management

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1- Communication Improves

2- Everyone Knows the Rules

3- Better Recording Opens Up Communication4- Frequent Communication Reduces Stress

5- Appraisals Become Relevant for Everyone

6- Employee Learning and Development Starts to

Happen.

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The Performance Management Process Model

K T l

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Key Tools Performance Dialogue (PD)(handout): The PD form has been

developed by staff across Cornell, and the current version

includes revisions from a 2009 pilot delivered to five collegesand units. Individual Goal Alignment(handout): A tool to help staff and

supervisors track and assess progress towards individualgoals through regular discussion with a quarterly check-in on

progress. Individual Development Plan (IDP)(handout): A tool for staff

members and supervisors to use to mutually create yearlyindividual development plans. When developing the plan,align the goals of the IDP with the goals of the department,

unit, and university. Link the action items on the IDP to theareas most critical to success in the position. Generally,meeting the goals are predominantly the responsibility ofthe staff member.

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An Effective Performance Management Process (PMP):

Maximizes staff engagement, development, and

performance

Is consistent across units to enhance full development

and utilization of talent

Remains flexible, efficient, measurable, fair, transparent

Provides better alignment of staff roles and goals with

the organizations mission

Promotes on-going and proactive succession

management

Preparation and Planning for Performance

Management

M h k i i t d th f t d t

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Much work is invested, on the front end, to

improve a traditional employee appraisal process.

In fact, managers can feel as if the new process is

too time consuming. Once the foundation of

developmental goals is in place, however, time to

administer the system decreases. Each of these

steps is taken with the participation and

cooperation of the employee, for best results.

Performance Management and Development in

the General Work System:-

D fi h f h j b j b d i d

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Define the purpose of the job,job duties, andresponsibilities.

Define performance goals with measurableoutcomes.

Define the priority of each job responsibility andgoal.

Define performance standards for keycomponents of the job.

Hold interim discussions and provide feedback

about employee performance, preferably daily,summarized and discussed, at least, quarterly.(Provide positive and constructive feedback.)

M i t i d f f th h iti l

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Maintain a record of performance through critical

incident reports. (Jot notes about contributions or

problems throughout the quarter, in an employee

file.)

Provide the opportunity for broader feedback. Use a

360 degree performance feedback systemthat

incorporates feedback from the employee's peers,customers, and people who may report to him.

Develop and administer a coaching and

improvement planif the employee is not meetingexpectations.

Immediate Preparation for the Performance

Development Planning Meeting:-

1 Schedule the Performance Development Planning

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1- Schedule the Performance Development Planning(PDP) meetingand define pre-work with the staffmember to develop the performance development plan

(PDP). 2- The staff member reviews personal performance,

documents self-assessmentcomments and gathersneeded documentation, including 360 degree feedback

results, when available. 3- The supervisor prepares for the PDP meeting by

collecting data including work records, reports, andinput from others familiar with the staff persons work.

4- Both examine how the employee is performingagainst all criteria, and think about areas for potentialdevelopment

5- The supervisor discusses performance for the quarter

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5 The supervisor discusses performance for the quarterand suggests ways in which the staff member mightfurther develop his performance.

6- Add the supervisor's thoughts to the employee'sselected areas of development and improvement.

7- Discuss areas of agreement and disagreement, andreach consensus.

8- Examine job responsibilities for the coming quarterand in general.

9- Agree upon standards for performance for the key jobresponsibilities.

10- Set goalsfor the quarter.

11- Discuss how the goals support the accomplishment ofthe organization's business plan, the department'sobjectives and so on.

12 Agree upon a measurement for each goal

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12- Agree upon a measurement for each goal.

13- performance is satisfactory, establish a

development plan with the staff person, that helps

him grow professionally in ways important to him.

14- If performance is less than satisfactory, develop

a written performance improvement plan, and

schedule more frequent feedback meetings. Remindthe employee of the consequences connected with

continued poor performance.

15- The supervisor and employee discuss employeefeedback and constructive suggestions for the

supervisor and the department.

16 Di thi l th i

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16- Discuss anything else the supervisor oremployee would like to discuss, hopefully,maintaining the positive and constructive

environment established thus far, during themeeting.

17- Mutually sign the performance developmenttool to indicate the discussion has taken place.

18- End the meeting in a positive and supportivemanner. The supervisor expresses confidence thatthe employee can accomplish the plan and that the

supervisor is available for support and assistance. 19- Set a time-frame for formal follow up, generally

quarterly.

20 F ll i th P f D l t P

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20- Following the Performance Development Process

Meeting:-

If a performance improvement plan was necessary,follow up at the designated times.

Follow up with performance feedback and

discussions regularly throughout the quarter. (An

employee should never be surprised about the

content of feedback at the performance

development meeting.)

The supervisor needs to keep commitments relativeto the agreed upon development plan, including

time needed away from the job, payment for

courses, agreed upon work assignments and so on.

The supervisor needs to act upon the feedback from

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The supervisor needs to act upon the feedback from

departmental members and let staff members know

what has changed, based upon their feedback.

Forward appropriate documentation to the Human

Resources office and retain a copy of the plan for easy

access and referral.

How to Develop a Performance Management System1- Evaluate your current performance appraisal process

2- Identify organizational goals

3- Set performance expectations

4- Monitor and develop their performance throughout the year.

5- Evaluate their performance

6- Set new performance expectations for the next year

Ch (2)

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Ch.(2)

D- Training Need Analysis

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