Basic Trends in HRD – #Human Resource Development The basic motive of HRD would be to develop an enduring and healthy #work culture. It should also take into its fold the #training and developmental aspects of the workforce that forms the significant segment of the organization. It is a means to improve the overall organizational effectiveness but not an end in itself. HRD Philosophy: The philosophy of an organization is understood through #policies and operations and not merely through its programmes. HRD policies, #plans and action must commence from business #strategy. The key to the success of HRD is undoubtedly good industrial relations enhanced by effective #employee participation and existence of good #collective bargaining machinery. A Source of Motivation: Though #man power planning, training and #appraisal seem to be the core activities of HRD, it must also be used as an instrument for changing the work culture and motivating the workforce. This considerably improves the network of communication resulting in a sea change or turn around in terms of employee participation and #commitment. Concept of HRD: The #business environment is dynamic and so are the demands of the market. It is but important to review the organization structure to meet these demands of the changed environment. To establish and endure a #productive work culture to bring about improvements in organizational as well as technological disciplines. To train and develop employees in new skills for new #technology advanced operations and effective #performance. To bring about progress in the motivational #climate of the organization To bring the systems and procedures in line to deliver the expected results To reinforce participative culture and safety systems To maintain peaceful industrial relations in the production environment To revamp man power planning in order to match the individuals with jobs to #optimize utilization of available skills. Changing Environment: The process of HRD is directly linked to OD to facilitate the development of an organization in totality. To restructure organization in terms of #physical resource, #monetary resource and technology, one has to first understand the changes happening and challenges existing in the immediate external environment. Some of them would be #Competitor Pressure #Globalization of markets Rising aspirations of people at large Governmental policies etc., How has HR used #social media? A relatively late-adaptor, HR has largely used social media in recruitment…and indeed how!!! – In 2010 in US, only 6% of companies were using social media for recruitment, now that has exploded to 89% – 82 of the Fortune 100 companies uses the corporate hiring solutions of #LinkedIn – About 21% of working professionals are looking for a job – social media helps companies tap into the other 79% as well. Bullhorn’s 2012 Social Recruiting Activity Report says:“A #Twitter follower is almost 3 times more likely to apply to a job posting than a LinkedIn connection and 8 times more likely to apply than a #Facebook friend.” Human Resources professionals understand that social media ishere to stay…That’s the easy answer!!!The challenge is integrating use of a cohesive, relevant andeffective social media strategy aligned to the overall HR & business strategy of the organization. Information Courtesy – by National HRD...

Scope and Characteristics of HRM 1. Personnel aspect: concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, lay off and retrenchment, remuneration, incentives, productivity, etc.; 2. Welfare aspect; dealing with working conditions and provision of amenities such as canteens, crèches, rest and lunch rooms, housing, transport, medical assistance, education, health, safety, recreation facilities, etc.; and 3. Industrial Relations aspect: the legal part which covers union-management relations, joint consultation, collective bargaining, grievance redress and disciplinary procedures, settlement of disputes, etc. Small Business Management and Marketing Essentials CHARACTERISTICS OF HUMAN RESOURCE MANAGEMENT: 1. It is an art and a science: The art and science of HRM is indeed very complex. HRM is both the art of managing people by recourse to creative and innovative approaches; it is a science as well because of the precision and demanding application of theory that is required. 2. It is pervasive: Development of HRM covers all levels and all categories of people, and management and operational staff. No discrimination is made between any levels or categories. All those who are managers have to perform HRM. It is pervasive also because it is required in every department of the organisation. All kinds of organisations, profit or non-­profit making, have to follow HRM. 3. It is a continuous process: First, it is a process as there are number of functions to be performed in a series, beginning with human resource planning to recruitment to selection, to training to performance appraisal. To be specific, the HRM process includes acquisition (HR planning, recruitment, selection, placement, socialisation), development (training and development, and career development), utilisation (job design, motivation, performance appraisal and reward management), and maintenance (labour relations, employee discipline, grievance handling, welfare, and termination). Second, it is continuous, because HRM is a never-ending process. 4. HRM is a service function: HRM is not a profit centre. It serves all other functional departments. But the basic responsibility always lies with the line managers. HRM is a staff function – a facilitator. The HR Manager has line authority only within his own department, but has staff authority as far as other departments are concerned. 5. HRM must be regulation-friendly: The HRM function has to be discharged in a manner that legal dictates are not violated. Equal opportunity and equal pay for all, inclusion of communities in employment, inclusion of tribal’s  and farmers in the benefits and non-violation of human rights must be taken care of by the HRM. 6. Interdisciplinary and fast changing: It is encompassing welfare, manpower, personnel management, and keeps close association with employee and industrial relations. It is multi- disciplinary activity utilising knowledge and inputs from psychology, sociology, economics, etc. It is changing itself in accordance with the changing environment. It has travelled from exploitation of workers to treating them as equal partners in the task. 7. Focus on results: HRM is performance oriented. It has its focus on results, rather than on rules. It encourages people to give their 100%. It tries to secure the best from people by winning the whole hearted cooperation. It is a process of bringing people and organization together so that the goals of each are met. It is commitment oriented. 8. People-centred: HRM is about people at work both as individuals and a group. It tries to help employees to develop their potential fully. It comprises people-related functions like hiring, training and development, performance appraisal, working environment, etc. HRM has the responsibility of building human capital. People are vital for achieving organizational goals. Organizational performance depends on the quality of people and employees. 9. Human relations philosophy: HRM is a philosophy and the basic assumption is that employees are human beings and not a factor of production like...