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    Mapping HRD Practice-Profile: Presented By: Farheen Mujeeb Khan 08MBA-15

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    FarahZahidi
    The document outlines a research study that mapped the effectiveness of an HRD (human resource development) department's practice profile through a questionnaire. The questionnaire assessed how well the HRD department performed various roles like meeting with managers, conducting workshops, understanding goals, and more. Based on responses from 22 managers, the study concluded that while the HRD department adequately clarified goals and identified poor performers, it did not meet with managers frequently or conduct enough training workshops. Overall, the extent to which HRD roles were performed was unsatisfactory, calling for action plans to improve HRD practices.

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    Mapping HRD Practice-Profile: Presented By: Farheen Mujeeb Khan 08MBA-15

    Uploaded by

    FarahZahidi
    77 views33 pages
    The document outlines a research study that mapped the effectiveness of an HRD (human resource development) department's practice profile through a questionnaire. The questionnaire assessed how well the HRD department performed various roles like meeting with managers, conducting workshops, understanding goals, and more. Based on responses from 22 managers, the study concluded that while the HRD department adequately clarified goals and identified poor performers, it did not meet with managers frequently or conduct enough training workshops. Overall, the extent to which HRD roles were performed was unsatisfactory, calling for action plans to improve HRD practices.

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    Mapping

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    The document outlines a research study that mapped the effectiveness of an HRD (human resource development) department's practice profile through a questionnaire. The questionnaire assessed how well the HRD department performed various roles like meeting with managers, conducting workshops, understanding goals, and more. Based on responses from 22 managers, the study concluded that while the HRD department adequately clarified goals and identified poor performers, it did not meet with managers frequently or conduct enough training workshops. Overall, the extent to which HRD roles were performed was unsatisfactory, calling for action plans to improve HRD practices.

    Copyright:

    Attribution Non-Commercial (BY-NC)
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    Download as pptx, pdf, or txt
    77 views33 pages

    Mapping HRD Practice-Profile: Presented By: Farheen Mujeeb Khan 08MBA-15

    Uploaded by

    FarahZahidi
    The document outlines a research study that mapped the effectiveness of an HRD (human resource development) department's practice profile through a questionnaire. The questionnaire assessed how well the HRD department performed various roles like meeting with managers, conducting workshops, understanding goals, and more. Based on responses from 22 managers, the study concluded that while the HRD department adequately clarified goals and identified poor performers, it did not meet with managers frequently or conduct enough training workshops. Overall, the extent to which HRD roles were performed was unsatisfactory, calling for action plans to improve HRD practices.

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    of 33

    MAPPING HRD PRACTICE-

    PROFILE

    Presented by:
    Farheen Mujeeb Khan
    08MBA-15
    CONTENTS
     Introduction
     Goals of HRD

     HRD Roles/Tasks

     Research Objective

     Research Design

     Conclusion

     Recommendations& limitations
    WHAT IS HRD PRACTICE PROFILE
    MAPPING?

    It is the instrument used for assessing the extent to which


    HRD Department performs various HRD activities and
    roles effectively.
    WHY HRD MAPPING?

     The firm can achieve it’s goals effectively

     Assess the roles/tasks performed

     Action plan can be prepared later on

    HOW HRD MAPPING?

     A questionnaire is used
    GOALS OF HRD

     Develop the individual to realize his potential


     Develop the individual’s capabilities

     Develop and maintain a high motivational level

     Strengthen superior-subordinate relationships &

    team spirit
     Promote inter-team collaboration and climate
    development & organizational health development
    HRD ROLES/TASK-
    HRD HRD EffortsHuman
    Monitoring HRD
    MOTIVATION
    HRD to GOALS
    HRD Climate Unions Process
    Personnel
    Philosophy Research
    Policies
    Policies
    Others
    HRD
    Roles
    HRD ROLES/TASK-
    1. HRD philosophy

     Developing & articulating HR philosophy


     Top management commitment to HRD

     Clarifying & communicating organizational values

     Monitoring the practice of these values

     Seminars & workshop


    HRD ROLES/TASK-
    2.Creating Development Motivation

     Arranging talks by outsiders


     Meeting line managers frequently

     Inviting suggestions from managers

     Seminars & workshop on team building

     Visit other organizations


    HRD ROLES/TASK-
    3.Strengthening HRD Climate

     Development oriented appraisal systems


     Reviewing the appraisal systems

     Various unit’s identify their training needs

     Counselling service for workers


    HRD ROLES/TASK-
    3.Strengthening HRD Climate(contd.)

     Training policy & it’s reviewing


     In-house programs

     Potential faculty among line managers

     Circulating reading material

     Job-Rotation
    HRD ROLES/TASK-
    4.Directing HRD efforts to Goal of the Firm

     Understanding & clarifying the goals


     Understanding & clarifying the strategies

     Clarifying the social objective

     Identifying the sick units


    HRD ROLES/TASK-
    5.Monitoring HRD implementation

     Designing questionnaire
     Use of task force

     Conducting orientation workshops

     Conduction of review workshops


    HRD ROLES/TASK-
    6.Inspiring Unions & Associations

     Clarifying the role of unions


     Training them through work-shops

     Involving them in HRD decisions


    HRD ROLES/TASK-
    7.Human Research Process

     Conducting surveys of HRD climate


     Studying human process

     Studying leadership styles

     Conducting stress audits


    HRD ROLES/TASK-
    8.Influencing Personnel Policies

     Formulating rewards/recognition policy


     Creation of positive climate

     Enhancement of employee motivation

     Conducting communication research


    HRD ROLES/TASK-
    9.Other HRD Roles/tasks

     Networking with HRD staff of other firms


     Preparing development plans

     Self-Renewal exercises for HRD staff


    QUESTIONNAIRE
    How well is the HRD Department able to -
     (1) Meet managers frequently to understand their concerns and problems

     (2) Conduct team building workshops

     (3) Clarify organizational values with help of top management

     (4)Periodically review the implementation of appraisal system

     (5) Get various departments/sections to identify their training needs

     (6)Establish counseling services for workers

     (7) Understand and clarify the business goals of the organization

     (8) Identify the loss making or poor performance units/dept. and conducting
    diagnostic exercises
     (9) Clarifying the role of unions in ensuring employee development and
    quality of work life
     (10) Study leadership styles and other human processes
    RESEARCH OBJECTIVE

    To find out effectiveness of HRD Activities/Tasks


    performed by obtaining manager’s view on the
    subject.
    RESEARCH DESIGN
     Type of Research Design:Exploratory

     Types of Data Used: Primary

     Research Instrument: Questionnaire(T.V.Rao)

     Sample Size: 22

     Sample Unit: Managers and Assistant


    managers of various Organizations
    1.DOES HRD DEPT. MEET MANAGERS FREQUENTLY
    TO UNDERSTAND THEIR CONCERNS AND
    PROBLEMS?
    9
    8
    8
    7
    7
    6
    5
    5
    4
    3
    3
    2
    1
    0
    Not performed at Inadequately Adequately Excellently
    all performed performed performed
    2.DOES HRD DEPT. CONDUCT TEAM BUILDING
    WORKSHOPS?
    10
    9
    9
    8
    7
    7
    6
    5
    4
    3 3
    3
    2
    1
    0
    Not performed at Inadequately Adequately Excellently
    all performed performed performed
    3.DOES HRD DEPT. CLARIFY ORGANIZATIONAL
    VALUES WITH THE HELP OF TOP MANAGEMENT ?
    8
    7 7
    7

    6
    5
    5

    4
    3
    3

    0
    Not performed at Inadequately Adequately Excellently
    all performed performed performed
    4.DOES HRD DEPT. PERIODICALLY REVIEW THE
    IMPLEMENTATION OF APPRAISAL SYSTEMS ?
    12

    10
    10

    8
    7

    4
    4

    2
    1

    0
    Not performed at Inadequately Adequately Excellently
    all performed performed performed
    5.DOES HRD DEPT. GET VARIOUS
    DEPARTMENT/UNITS/SECTORS TO IDENTIFY THEIR
    TRAINING NEEDS ?
    12

    10
    10

    6
    6

    4
    4

    2
    2

    0
    Not performed at Inadequately Adequately Excellently
    all performed performed performed
    6.DOES HRD DEPT. ESTABLISH COUNSELLING
    SERVICES FOR WORKERS ?
    10
    9
    9
    8
    7
    7
    6
    5
    5
    4
    3
    2
    1
    1
    0
    Not performed at Inadequately Adequately Excellently
    all performed performed performed
    7.DOES HRD DEPT. UNDERSTAND AND CLARIFY
    THE BUSINESS GOALS OF THE ORGANIZATION ?
    10
    9
    9
    8
    7
    6
    6
    5
    5
    4
    3
    2
    2
    1
    0
    Not performed at Inadequately Adequately Excellently
    all performed performed performed
    8.DOES HRD DEPT. IDENTIFY THE LOSS MAKING OR
    POOR PERFORMANCE UNITS & CONDUCT
    DIAGNOSTIC EXERCISES?
    12
    11

    10

    4 4
    4
    3

    0
    Not performed at Inadequately Adequately Excellently
    all performed performed performed
    9.DOES HRD DEPT. CLARIFY THE ROLE OF UNIONS
    IN ENSURING EMPLOYEE DEVELOPMENT AND
    QUALITY OF WORK LIFE?
    12

    10
    10

    8
    8

    4
    3

    2
    1

    0
    Not performed at Inadequately Adequately Excellently
    all performed performed performed
    10.DOES HRD DEPT. STUDY LEADERSHIP STYLES
    AND OTHER HUMAN PROCESSES ?
    12
    11

    10

    6
    5 5

    2
    1

    0
    Not performed at Inadequately Adequately Excellently
    all performed performed performed
    CONCLUSION – EFFECTIVENESS OF THE
    HRD DEPT.

    26

    64

    Not performed at all


    Inadequately performed
    59
    Adequately peformed
    Excellently performed

    72
    CONCLUSIONS

     HRD dept does not meet managers frequently


     Team building workshops should be conducted

     Training needs should be identified

     Counseling services for workers

     HRD dept. does a good job in clarifying the business


    goals
    CONCLUSION (CONTD.)

     HRD is also efficient in identifying poor performance


    units
     Less focus on leadership styles

     Finally the extend to which various HRD roles are being


    performed is not satisfactory
     Urgent need for action plans to be constructed &
    implemented
    LIMITATIONS

     People not interested in filling questionnaire.


     Sample size is short

     Finding of the study cannot be generalized

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