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1. Course Description

HRD is a management function that evolved over the years. The historical development of the HRD function has close relationship with how employees were treated at work. An employee was treated as an ‘animate tool’, later in history as a slave, and then a servant leading to master-servant relationship. In the scientific management era, people management function focussed on ‘how to get things done’; and in the motivation era employees had to be motivated to extract maximum work. It is in the human relations era, importance of human dimensions was brought out. By this time two distinct people management functions were slowly evolving, one to establish relationship between management with workers, government and other constituents of business; which is known today as Industrial Relations function (IR). The other function that deals with employees, starting from recruitment and selection until the separation in organizations is known as Personnel Management (PM). Human Resources Development (HRD) function is a much later development, evolved to focus on how to develop of human resources though activities like training and development.

HRD activities got impetus in India with L & T taking major initiatives in the year 1974 and then in the very next year by State bank of India with the professional help of two HRD pioneers, Dr. Udai Pareek and Dr. TV Rao. Both these organizations established powerful HRD departments building on their existing IR and Personnel functions. By 1991 a good number of organizations started the HRD initiatives and established HRD function. Today HRD is seen as a well established function in Indian organizations.

The proposed course on ‘Human Resources Development (HRD)’ intends to make available the body of knowledge along with the functional implications to the participants of this program. In short, this course addresses the fundamental question- how to develop human resources in organizations to meet the emerging business demands?

2. Student Learning Outcomes (typically 3-5 bullet points)

The specific objectives of the course are the following:

2.1 To familiarize the students with the HRD field and conceptual framework in the context of people related management functions
2.2 To enable students to pick up the skills relating to design and implement HRD systems in organizations
2.3 To familiarize and develop competencies required to manage HRD processes relating to HRD function
2.4 To equip with the students with the skills to develop and use tools that are essential to develop human resources
2.5 To equip the participants with competencies that are essential to be successful people development manager

3. Required Text Books and Reading Material

A master copy of the reading material will be made available to the Deans office.

4. Tentative Session Plan

S.NO.	SESSION TITLE	READINGS
1.	Introduction to HRD	HRD in Real Time
2.	HRD Framework	Framework worksheet Case: Organizational transformation in a Taiwanese company
3	HRD Systems and practices	HRD in Real Time
4&5	Behavioral Event Interviews(BEI)	Competence at work by Spenser and Spenser
6& 7	Competency Mapping	Identification, assessment and development of competencies by MG Jomon “Competence and performance” In The competent Manager by Boyatzis
	HR Role of Line managers HRD Manager	HRD Manager: A new role by MG Jomon Exploring how HRD Managers Differ from other Managers by James J. Kirk HRD Competency Checklist by TV Rao Human resource leaders: Capability, strengths and Gaps by Walker and Reif
8&9	Assessment and Development Centers	Assessment and Development Centre Worksheet by Dr. MG Jomon Individual and Organizational assessment Center –The essential handbook by Academy of HRD
10	360 degree Feedback and Appraisal	Multi-source Feedback: Lessons learned and implications for Practice Coming full circle: Using Research and practice to address 27 questions by Frederick, Troy and Michel Should you use 360 degree feedback for performance reviews by Edward Prewitt
11	Mentoring and Reverse mentoring	Mentor system at ACB: Designing a mentor system Case: Too old to learn, Harvard Business Review
13	Career plan and Development	Preparing for Advancement: Career Planning and Development by Udai Pareek and TV Rao Talents Audit by Deve Francis Career Drivers Survey by Deve Francis
14	Succession plan and development	Succession planning by Paul McDonald
15	In basket exercise	In-basket exercise for HRD by Udai Pareek and TV Rao
16	Mind mapping Large Scale Interactive Events (LSIE) Fishbowl Technique	Mind-mapping: What and why? By The annual Mind-mapping: A tool for creating thinking by Joseph V Anderson Large Scale interactive events by Academy of HRD Developing effective interpersonal communication and discussion skills by Karl L Smart Mind map samples by MG Jomon
17	HRD values	HRD in Real Time by MG Jomon OCTAPACE Profile by Udai Pareek
18.	HRD audit	HRD Audit by TV Rao Effectiveness of HRD Audit by MG Jomon
19	HRD role in Change Management	Cracking the code of Change by Michael Beer and Nitin Nohria Organizational transformation in a Taiwanese company
20	Group presentations	Topic: HRD systems and practices of an ethnic Indian tribe

5. Evaluation

5.1 Individual written Assignment: 20%

5.2 Project Work in groups: 20%

5.3 Quizzes: 25%

5.4 End term: 35%

6. Academic Integrity

Academic integrity is expected at the highest level; especially hard work and no tolerance of plagiarism.

Created By: Debasis Mohanty on 08/07/2012 at 11:00 AM
Category: PGDM-II Doctype: Document