Approaches TO HRD

Approaches TO HRD

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  ABHINAND N
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  HUMAN RESOURCE DEVELOPMENT A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands  Harbison and Myers have defined HRD as the process of increasing the knowledge, skills and capabilities of all the people in a country.
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  APPROACHES TO HRD Strategic HR framework approach  Integrative framework  Human capital appraisal approach  PCMM approach  Integrated system approach  HRD score card approach
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  Strategic HR frameworkapproach  Propounded by Ulrich and Lake (1990)  Business strategy, organizational capabilities and HRD practices are the main elements in this approach  Aims to leverage HRD practices to build critical organizational capabilities that enable organization to achieve its goals  Framework offers specific tools and path to identify how an organization leverage its HR practices
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  Integrative framework approach Propoundedby Yeung and Berman (1997) Identified 3 paths through which HRD practices can contribute to business performance, they are Building organizational capabilities, Improving employee satisfaction, Shaping customer and
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   This approachemphasis on focusing the entire human resource development system taking into account the synergies existing among all human resource development practices
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  Human capital appraisalapproach  Propounded by Friedman (1998)  According to him, there are 5 stages in management of human capital. They are: Clarification stage Assessment stage Design stage Implementation stage Monitoring stage
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   There are5 areas of human capital management; Recruitment Retention & Retirement Rewards & performance management career development, succession planning and training Organizational structure and human capital enablers
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   Stages inmanaging human capital is examined along with the areas of human capital management in order to ensure that each of the area are fit to respective strategies
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  People Capability MaturityModel (PCMM)  Curtis and team (1995) developed this approach for software organizations  Aims to provide guidance on how to improve the ability of software organizations to attract develop motivate organize and retain the talent needed to steadily improve their software development capability  PCMM states that organization improves people management practice through initial, repeatable, defined, managed and optimizing levels of maturity
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   Each ofmaturity level comprises of several Key Process Areas (KPA) that identify clusters of related work practices  When performed collectively these Key Process Areas (KPAs) achieve a set of goals considered important for enhancing work force capability
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  Integrated Systems approach It envisaged separate HRD department for effective designing and implementation of Human Resource Development Systems  It views strategy as the starting point and focused on all systems to achieve business goals and employee satisfaction  It aimed at synergy, phased evolution of HRD function and includes most of the elements of the Human Capital approach.
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  HRD Score cardApproach  Propounded by Dr T V Rao (1999)  An HR scorecard attempts to provide a link between HR operations and a company's business targets.  The approach says that human resource development interventions in order to make right business impact should be mature in terms of human resource development systems, competencies, culture and business linkages  Managers use an HR Scorecard to measure the HR function’s effectives and efficiency in producing employee behavior which helps in achieving the company’s strategic goals.
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