MS-22 HUMAN RESOURCE DEVELOPMENT (HRD)

1. MS-22HUMAN RESOURCE DEVELOPMENT (HRD) • SESSION 1& 2 - HRD – CONCEPTS AND SYSTEM • SESSION 3 – HRD SYSTEMS AND PROFESSION • SESSION 4 – COMPARATIVE HRD • SESSION 5 – HRD ISSUES AND EXPERIENCES • SESSION 6 – MOCK TESTS | | <document classification>

2. MS 22 – HRDSESSION 1 – CONCEPT & SYSTEM • PROCESS AND SYSTEM OF HRD • CAREER SYSTEM • COMPETENCY MAPPING • PMS | | <document classification>

3. PROCESS & SYSTEM OF HRD • CONCEPT OF HRD • VALUE ANCHORED HRD PROCESSES • HRD SYSTEM AND SUB SYSTEMS • CHANGING BOUNDARIES OF HRD • HRD TRENDS | | <document classification>

4. EVOLUTION OF HRD • HYGIENE FACTORS – PERSONNEL DEPT • MOTIVATION FACTORS – HR DEPT • STRATEGIC BUSINESS PARTNERS – HRD DEPT (VALUE BASED) | | <document classification>

5. CONCEPT OF HRD • HUMAN ASSETS • HUMAN RESOURCE WITH INDIVIDUALITY • FOCUS ON INDIVIDUALS, ROLES, TEAMS AND WHOLE ORGANIZATION | | <document classification>

6. VALUE PROCESSES OF HRD • INDIVIDUAL • SELF MANAGEMENT -GOAL ORIENTATION • COMPETENCE BUILDING - KSA • ADVANCEMENT – POTENTIAL IDENTIFICATION & DEVELOP • ROLE • OPTIMAL STRESS – STRETCHED GOALS • LINKAGES – IMPORTANCE OF ROLE • AUTONOMY – DECISION, INITIATIVES • DYAD (EMPLOYEE & SUPERVISOR) • TRUST • MUTUALITY – HELPING RELATIONSHIP • COMMUNICATION – GIVE AND RECEIVE FEEDBACK | | <document classification>

7. VALUE PROCESSES OF HRD • TEAMS • COHESION - SYNERGY OF EFFORT • RESOURCE UTILIZATION - MAXIMISE • INTER TEAMS (DEPTS/ VERTICALS) • ORGANIZATION • GROWTH – SIZE, OPERATIONS, ACTIVITIES • IMPACT – NEW MARKET/ SERVICE/ TECH • SELF RENEWAL - SURVIVAL | | <document classification>

8. DEFINITION OF HRD • TO INCREASE EFFECTIVENESS AND POTENTIAL OF HUMAN UNITS – • INDIVIDUALS, • ROLES, • DYADS, • TEAMS, • INTER TEAMS AND • ORGANIZATION | | <document classification>

9. SYSTEMS • PMS – APPRAISAL TO ENHANCEMENT • CAREER SYSTEM – CAREER PLAN, MENTORING • REINFORCEMENT – REWARD & RECOGNITION • DEVELOPMENT – DEVELOPMENT OF HUMAN UNITS • CULTURE – VALUES IN ACTION • SELF RENEWAL – SELF EXAMINE, OD, RESEARCH ORIENTATION | | <document classification>

10. CULTURE AS A SYSTEM CUMULATIVE WAYS OF THINKING AND BEHAVING • STRONG CORPORATE IDENTITY – BROCHURE, BOOKLET, NEWSLETTERS, FILMS • DEVELOPING IMPORTANT VALUES – ROLE MODELING, VALUE ORIENTATION PROGRAMS, SURVEYS, OD INTERVENIONS • HEALTHY TRADITIONS & PRACTICES – INDUCTION, PROMOTIONS, RITUALS, REWARDING, CELEBRATIONS • COMMUNICATION- FLOW OF GOAL ORIENTED INFORMATION | | <document classification>

11. COMMUNICATION • DOWNWARD • DIFFUSION OF INFO, FEEDBACKS, DEVELOPMENT • UPWARD • MANAGERIAL CONTROL, FEEDBACK, GRIEVANCE, PROBLEM SOLVING • HORIZONTAL • EXP/ KNOW SHARING, PROBLEM SOLVING, INTEGRATION, COORDINATION • EXTERNAL • BRAND, IMAGE, CREDIBILITY, INFLUENCING | | <document classification>

12. CHANGING BOUNDARIES OF HRD • REORGANIZATION & RESTRUCTURING • M & A • QUALITY INITIATIVES • SURVEYS • REWARD & RECOGNITION SYSTEMS • CORPORATE UNIVERSITY, KNOWLEDGE BANKS, E LEARNING • ASSESSMENT & DEVELOPMENT CENTERS • LEADERSHIP DEVELOPMENT • WORK LIFE BALANCE • STRATEGIC THINKING • TALENT HUNT, RETAIN, DEVELOP | | <document classification>

13. CAREER SYSTEM

14. CAREER • INDIVIDUALLY PERCEIVED, EXPERIENCED, ASSOCIATED WITH WORK RELATED ACTIVITIES • INFLUENCED BY AND INFLUENCES ALL OTHER LIFE ACTIVITIES • NEED NOT IMPLY UPWARD MOBILITY • NEED NOT BE WITH ONE ORGANIZATION • FOR ORG – PRODUCTIVITY, CREATIVITY, EFFECTIVENESS • FOR INDL – CHALLENGE, SECURITY, OPPORTUNITY | | <document classification>

15. CAREER TRANSITION • CHRONOLOGICAL CONCEPT • EXPLORATION • ESTABLISHMENT • MAINTENANCE • DISENGAGEMENT • COGNITIVE CONCEPT • HEALTH, THINK AGE LEAD TO SUBJECTIVE OR COGNITIVE AGE | | <document classification>

16. ASSOCIATED NEEDS • EXPLORATION • SELF ASSESSMENT • CAREER GUIDANCE • EDUCATION/ TRAINING • JOB PREVIEWS • ESTABLISHMENT • FEEDBACK/ APPRAISAL • SELF DEVELOPMENT • CAREER COUNSELING • MAINTENANCE • FEEDBACK/ APPRAISAL • SELF DEVELOPMENT • POTENTIAL ASSESSMENT • DISENGAGEMENT • PLATEAU SOLUTIONS/ OBSOLESCENCE • SUCCESSION PLANNING • RETIREMENT PLANNING • RETURN TO EXPLORATION | | <document classification>

17. EXERCISE • WHAT DO YOU WANT IN YOUR CAREER • ACHIEVEMENT • SURVIVAL • AFFILIATION • CONTROL • SUPER ORDINATION | | <document classification>

18. CAREER ANCHOR • SELF CONCEPT OF CAREER • SELF PERCEIVED TALENT (BASED ON ACTUAL SUCCESSES) • SELF PERCEIVED MOTIVES AND NEEDS (BASED ON SELF DIAGNOSIS AND FEEDBACKS) • SELF PERCEIVED ATTITUDES AND VALUES (BASED ON ENCOUNTERS BETWEEN SELF AND ORGANIZATION) • Areas where individual has contributed and feels competent | | <document classification>

19. CATEGORIES OF CAREER ANCHORS • MANAGERIAL COMPETENCE – MOTIVATION TO RISE TO MANAGERIAL POSITIONS. • TECHNICAL/ FUNCTIONAL COMPETENCE • SECURITY – SEEKS JOB SECURITY • CREATIVITY • AUTONOMY & INDEPENDENCE | | <document classification>

20. CAREER PATHS • TRANSITORY – NO CLEAR PATTERN, YOUNG AGE, ENTRY JOB, LATERAL CAREER MOVES, ENTREPRENEURS • STEADY STATE – CRAFT TYPE OCCUPATIONS – DOCTORS, TRADESMAN, DESIRED ROLE HELD FOR LIFE. • LINEAR – STEADY UPWARD PROGRESSION ON A MANAGERIAL/ PROFESSIONAL LADDER, INSATIABLE UPWARD MOTIVATION, SACRIFICE OF OTHER INTERESTS, PLATEAU CAUSES CAREER CRISIS. • SPIRAL PATTERN – GREATEST OPPORTUNITY FOR DIVERSITY OF EXPERIENCES. DESIRE FOR SELF GROWTH, SELF DEVELOPMENT AND AWARENESS. • INTERNAL SPIRAL – PROJECTS WITHIN ORGANISATION • EXTERNAL SPIRAL – VARIED ORGANISATIONS AND FIELDS | | <document classification>

21. CAREER PROBLEMS • TOP MANAGEMENT • LACK OF MANAGERIAL/ PROFESSIONAL SKILLS • LACK OF COMMUNICATION & INTERPERSONAL SKILLS • MIDDLE MANAGEMENT • FEWER TOP MANAGERIAL JOBS • CLOSELY IDENTIFIED WITH A GROUP/ ORG • INADEQUATE CAREER PLANNING • YOUNG MANAGER • UNDERUTILIZATION OF POTENTIAL • INSUFFICIENT PM AND FEEDBACK • POLITICAL ASPECTS OF ORG • FEELING OF DEPENDENCE • LOYALTY ISSUES AND ETHICAL DILEMMAS | | <document classification>

22. INDIVIDUAL STRATEGY FOR CAREER DEVELOPMENT • START NOW • SELF AWARENESS • CAREER OPPORTUNITIES • ESTABLISH CAREER GOALS – MEASURABLE, SHORT & LONG TERM • OBTAIN FEEDBACK • MANAGE – SEEK OPPORTUNITY, NETWORKING, MENTORS | | <document classification>

23. ORGANIZATIONAL STRATEGY FOR CAREER DEVELOPMENT • MANPOWER PLANNING AND FORECASTING • DISSEMINATION OF CAREER OPTION INFORMATION • CAREER COUNSELING • EDUCATION AND TRAINING SUPPORT • JOB POSTINGS • SPECIAL ASSIGNMENT AND JOB ROTATION • CAREER DEVELOPMENT WORKSHOPS • FLEXIBLE WORKING HOURS, LEAVES • FLEXIBLE REWARD AND PROMOTION • POTENTIAL ASSESSMENT CENTERS | | <document classification>

24. SELF ASSESSMENT • ACHIEVEMENTS • SKILLS AND ABILITIES • PLANNING SKILLS • COMMUNICATION SKILLS • HUMAN AND INTERPERSONAL SKILLS • CRITICAL THINKING SKILLS • PROBLEM SOLVING SKILLS • MANAGERIAL/ ADMINISTRATIVE SKILLS • PERSONAL VALUES • INTERESTS • DISABILITIES • PERSONAL AND FAMILY CIRCUMSTANCES | | <document classification>

25. COMPETENCY MAPPING • IDENTIFICATION OF COMPETENCIES TO PERFORM A JOB SUCCESSFULLY • INVOLVES BREAKING DOWN JOB INTO SET OF ACTIVITIES AND IDENTIFYING COMPETENCIES REQUIRED • COMPETENCY ASSESSMENT – TO WHAT EXTENT AN INDIVIDUAL POSSESSES THOSE COMPETENCIES REQUIRED BY JOB/ ROLE | | <document classification>

26. TYPES OF COMPETENCIES • TECHNICAL/ FUNCTIONAL • MANAGERIAL • HUMAN • CONCEPTUAL | | <document classification>

27. FORM OF COMPETENCIES • K • S • A • OTHER – MOTIVES, VALUES, TRAITS, SELF CONCEPT | | <document classification>

28. METHODOLOGY • INTERVIEWS (BEI) • GROUP WORK • TASK FORCES • TASK ANALYSIS WORKSHOP • QUESTIONNAIRE • JD • PERFORMANCE APPRAISAL FORMATS • ASSESSMENT CENTERS | | <document classification>

29. STEPS IN CM • ROLE SELECTION • HIERARCHY, STRUCTURE, ROLE SET, ROLE NETWORK • OBJECTIVE OF DEPT • OBJECTIVE OF ROLE • KPA, KRA, JD • ACTIVITIES • KSA • COMPILE LIST OF COMPETENCIES FOR EACH ROLE TASK WISE EXERCISE – CM OF A HR MANAGER | | <document classification>

30. LEVEL OF COMPETENCY • BASIC • INTERMEDIATE • ADVANCED • EXPERT • TRAINER | | <document classification>