Human Resource Development
“The only vital value an enterprise has is the experience, skills, innovativeness and
insights of its people”
Infosys Limited was started in 1981 by seven
people with US$ 250. Today, we are a global
leader in consulting, technology and outsourcing
with revenues of US$ 6.994 billion (FY12).
Infosys provides business consulting, technology,
engineering and outsourcing services to help
clients in over 30 countries build tomorrow’s
Introduction to HRD
Infosys and its subsidiaries have
149,994 employees as on March 31,
Introduction to HRM
People make or Mar the organization
Working with Infosys is not a job. It's a journey. An
experience. There's so much to explore here - even about
yourself - that every day is a new day. You want a challenging
and enjoyable work environment. We want you to realize
your potential. You want to be recognized for your work. We
want you to fulfil your aspirations.
Today, Infosys is building tomorrow's enterprise. And guess who's making this
possible? Infoscions. Our people - yesterday, today and tomorrow. We believe there's
a bit of an Infoscion in everyone.
Meaning & Definition
“HRD is a process by which the employees of an
organisation are helped to help themselves and
develop the organisation.”
Systematic & Planned approach
Way of improving the quality of working life
Pervasive Function Comprehensive Function
HRD involves the development of competencies at the:-
Features of Human Resource Development
HRD is a process by which the employees of an
organization are helped in a continuous and
planned way to :
(1) acquire or sharpen capabilities required to perform
various functions associated with their present or expected
future roles .
(2) Develop their general capabilities as individual and
discover and exploit their own inner potential for their own
and /or organizational development purposes.
(3) Develop an organizational culture in which superior-subordinates
relationships, team work and collaboration among sub
units are strong and contribute to the professional well being,
motivation and pride of employees.
Individual level Interpersonal level Group level
Potential Appraisal Counseling & Monitoring Training
Building Morale & Motivation Developing Team Work Developing Emotional intelligence
Quality of Work Life
Creating Effective HRD environment
Instruments - Scope - Functions of HRD
Company Example of Continuous
Organization HRD initiative
Motorola Employ informal mentoring programs
to encourage employees development.
Instruments, AT & T
Measure rewards & recognition
KPMG Measure number of awards given &
percentage of employees receiving
FedEx Track total percentage of employees
Apple Computers Use empowerment to nurture
individuals & teams.
Continuous Improvement an Important feature of HRD
Evolution of the Concept of HRD
1. The Commodity Concept 2. Factor of Production Concept
3. Paternalistic Concept 4. Humanitarian Concept
5. Behavioral Human Resource Concept
6. Emerging Concept
Concept What’s it all about
What’s it all about
The Factor of
Labour was regarded as a commodity to be bought and sold. Wages were based
on demand and supply. Government did very little to protect workers.
The Goodwill Concept Labour is like any other factor of production,viz,money,materials,land
etc.Workers are like machine tools.
Welfare measures look safety, first aid, lunch room, rest room will have a
positive in productivity.
Humanitarian Concept To improve productivity, physical social and psychological needs of workers
must be met.As Mayo and other stated, money is less a factor in determining
output, than group standards, group incentives and security. The organisation
is a social system that has both economic and Social dimensions.
The Human Resource
Employees are the most valuable assests of the organisation. There should be a
conscious efforts to realise organisational goals by satisfying needs and
aspirations of employees.
Difference Personnel Function HRD
Orientation Maintenance Oriented Development Oriented
Structure An independent function with
Consist of inter-dependent parts
Philosophy Reactive function, responding
to the events as and when they
Proactive function, trying
to anticipate and get ready with
Responsibility Exclusive responsibility of
Responsibility of all managers in
Motivators Emphasis is put on monetary
Emphasis is on higher-order needs
such as design jobs with stretch,
improve creativity and problem
Outcomes Improved performance is the
results of improved satisfaction
Better use of human resources
leads to improved satisfaction and
Aims Tries to improve the efficiency
of people and administration
It tries to develop the organisation
as a whole and its culture
HRD VS Personal Management
Toyota maintains high profile in
its HRD policies and practices
Toyota’s HRD in the context
of Organizational Culture.
1. HRM strategy should have super ordinate goals linked
to organizational goals and these goals must be rendered
to core HRM practices.
2. The mix of local ethos with international practices to
obtain commitment and organizational integration of
workforce serves as a great learning tool.
3. Respect - To achieve
an environment where
all team members treat
other with dignity, trust
each other, and care
about the work we do,
we foster initiative and
Treat the employees as
To prepare employees to meet the present & changing future job requirements
To prevent employee obsolescence
To develop creative abilities & talents
To prepare employees for higher levels of jobs
To develop the potentialities of the people for the next level Job
To aid total quality management
To promote individual & collective morale, sense of responsibility & good relation.
To broaden the minds of senior managers
To ensure smooth and efficient working of the organization
To provide comprehensive HRD frame work
To enhance organizational capabilities
To create climate that enables organizational development.
To be close to the customer through employees
To respect the individuals, as people are the greatest assets.
To achieve & maintain leadership in people management
Serve internal & external customers through defect free products, services & processes.
To govern individual and company relationships with the highest standard of
conduct & integrity.
Gear up or Be History! – MTV Approach
“It is our job as HR professionals to meet &
exceed expectations to captivate the MTV
MTV, an initialism of Music Television, is an American network based in New
York City that launched on August 1, 1981. The original purpose of the channel
was to play music videosguided by on-air hosts known as VJs.
MTV India is the Indian version of MTV (Music Television), a channel specialising in music and youth culture
programming. It was launched in 1996 and is now part of the Viacom 18 Media Pvt. Ltd based in Mumbai, a
50/50 joint venture operation between Viacom Inc. and Network TV 18.
"MTV India" is one of the oldest Music Television Networks in Asia. Music has always been
distinctively recognized and acknowledged with respect to India and so thus the MTV India.
MTV India happens to be one of the most-popular music channels across the Indian
subcontinent, having viewership shares in India and also countries like Bangladesh and Sri
MTV India broadcasts many famous television programmes for people with varied interests. Its main
emphasis is on music based entertainment but of-late the programming has included reality shows.
MTV is Looking for human resources who can maintain balance between work & life and
personal life, flexibility, entrepreneurship, ownership of Ideas, be multi-skilled & Talent
Need of HRD
6.Organizational Viability &
7. Organizational Complexities
Employee designs his own HRD package @ Polaroid
Polaroid Corporation is an American based international consumer
electronics and eyewear company, originally founded in 1937 .
The Polaroid’s Leadership Institute offers a wide variety of courses
ranging from conflict management to labor laws and project
Course materials is e-mailed directly to all eligible employees.
Enrolling for courses and updating training records are all done electronically.
An employee can create his own training package tailored to his owns specific needs.
Management Support Focus of the HRD System Structure of the HRD System Functioning of the System
The Contribution of HRD systems to Development Dimensions
HRD system Mechanism
Training Career Planning Potential Appraisal and
Feedback and Coaching
Individual in the
present role Performance Appraisal
Training Feedback and Performance
Individual in regards
to likely future roles Potential appraisal and
Feedback and Performance
Dyadic Relationship Feedback and
Performance appraisals Training
Capability and Health
Performance Appraisal Organisational
Importance of HRD
At the Enterprise level
Develop skills and competencies
Attract and retain talent
Train People for challenging Roles
At the individual level
Promote Team Spirit
Growth Opportunities to people
Develop loyalty and Commitment
Improve Job Satisfaction
At the Enterprise level
Generate Employment Opportunities
Increase Productivity and profit
Train People for challenging Roles
At the Enterprise level
Enhance Standard of Living
Process of HRD: Techniques & Output
Organizational Climate &
Social & Cultural Development
• Team Goals
• Organizational Goals
• Social Goals
•Family & Friends
Creates profiles of “ideal candidates” for each position in the company.
Clearly delineate the organization’s critical success factors to provide
Encourages lateral career moves to enhance the breadth of employee
Frequently rotate jobs & project membership to
broaden personal experiences