Introduction

In India, human resource development has got strengthened with the companies investing their time to analyze the employees’ fitment for the different job profiles and evaluate the required skills & abilities. Apart from that, the organization also determine the levels of orientation & training, setting out the appropriate packages for different job profiles and making the workers learn how to make optimum use of company’s resources.

Where a large part of the workforce in India comes from the rural background, it is very easy for them to get attracted to all the bright opportunities in Urban India. It comprises of better employment & livelihood opportunities, better standard of living, higher education and developing interpersonal skills. The rural workforce lacks in the right skills, their abilities to communicate and do justice to their work.

For the effective implementation of human resource development in india, CCI India has helped India grow with rich skillful manpower. The launch of skill development programme in India has empowered the rural communities of India. It has increased the employment opportunities for the unemployed youth. India’s youth have been increasingly getting proper training with the new emerging avenues that comprise IT, Customer Relations, Sales, Hospitality, and Construction.

Hence, we have been serving people to be technically well-equipped. Apart from that, NGO agencies for poor have been set up by CCI India, serving the primary healthcare needs of the poor. Their work focuses on to curbing out poverty from the rural areas. DLF has been working hand in hand to upgrade the economic conditions of the rural communities in India.

Development of human resources is essential for any organisation that would like to be dynamic and growth-oriented. Unlike other resources, human resources have rather unlimited potential capabilities. The potential can be used only by creating a climate that can continuously identify, bring to surface, nurture and use the capabilities of people. Human Resrouce Development (HRD) system aims at creating such a climate. A number of HRD techniques have been developed in recent years to perform the above task based on certain principles. This unit provides an understanding of the concept of HRD system, related mechanisms and the changing boundaries of HRD.

HRD concept was first introduced by Leonard Nadler in 1969 in a conference in US. “He defined HRD as those learning experience which are organized, for a specific time, and designed to bring about the possibility of behavioral change”.

Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development.

The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers. Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases.

HRD Concept
Human resource development in the organisation context is a process by which the employees of an organisation are helped, in a continuous and planned way to:
• Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles;
• Develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organisational development purposes;
• Develop an organisational culture in which supervisor-subordinate relationships, teamwork and collaboration among sub-units are strong and contribute to the professional well being, motivation and pride of employees.

This definition of HRD is limited to the organisational context. In the context of a state or nation it would differ. HRD is a process, not merely a set of mechanisms and techniques. The mechanisms and techniques such as performance appraisal, counselling, training, and organization development interventions are used to initiate, facilitate, and promote this process in a continuous way.

Because the process has no limit, the mechanisms may need to be examined periodically to see whether they are promoting or hindering the process. Organisations can facilitate this process of development by planning for it, by allocating organisational resources for the purpose, and by exemplifying an HRD philosophy that values human beings and promotes their development.

The need for HRD
HRD is needed by any organisation that wants to be dynamic and growth-oriented or to succeed in a fast-changing environment. Organisations can become dynamic and grow only through the efforts and competencies of their human resources. Personnel policies can keep the morale and motivation of employees high, but these efforts are not enough to make the organisation dynamic and take it in new directions. Employee capabilities must continuously be acquired, sharpened, and used.

For this purpose, an “enabling” organisational culture is essential. When employees use their initiative, take risks, experiment, innovate, and make things happen, the organisation may be said to have an “enabling” culture. Even an organisation that has reached its limit of growth, needs to adapt to the changing environment. No organisation is immune to the need for processes that help to acquire and increase its capabilities for stability and renewal.

Functions of HRD
The core of the concept of HRS is that of development of human beings, or HRD. The concept of development should cover not only the individual but also other units in the organisation. In addition to developing the individual, attention needs to be given to the development of stronger dyads, i.e., two-person groups of the employee and his boss. Such dyads are the basic units of working in the organisation.

Besides several groups like committees, task groups, etc. also require attention. Development of such groups should be from the point of view of increasing collaboration amongst people working in the organisation, thus making for an effective decision-making. Finally, the entire department and the entire organisation also should be covered by development. Their development would involve developing a climate conducive for their effectiveness, developing self-renewing mechanisms in the organisations so that they are able to adjust and pro-act, and developing relevant processes which contribute to their effectiveness.

Hence, the goals of the HRD systems are to develop:
• The capabilities of each employee as an individual.
• The capabilities of each individual in relation to his or her present role.
• The capabilities of each employee in relation to his or her expected future role(s).
• The dyadic relationship between each employee and his or her supervisor.
• The team spirit and functioning in every organisational unit (department, group, etc.).
• Collaboration among different units of the organisation.
• The organisation’s overall health and self-renewing capabilities which, in turn, increase the enabling capabilities of individuals, dyads, teams, and the entire organisation.

Features of Human Resource development
The essential features of human resource development can be listed as follows:
• Human resource development is a process in which employees of the organisations are recognized as its human resource. It believes that human resource is most valuable asset of the organisation.
• It stresses on development of human resources of the organisation. It helps the employees of the organisation to develop their general capabilities in relation to their present jobs and expected future role.
• It emphasise on the development and best utilization of the capabilities of individuals in the interest of the employees and organisation.
• It helps is establishing/developing better inter-personal relations. It stresses on developing relationship based on help, trust and confidence.
• It promotes team spirit among employees.
• It tries to develop competencies at the organisation level. It stresses on providing healthy climate for development in the organisation.
• HRD is a system. It has several sub-systems. All these sub-systems are inter-related and interwoven. It stresses on collaboration among all the sub-systems.
• It aims to develop an organisational culture in which there is good senior-subordinate relations, motivation, quality and sense of belonging.
• It tries to develop competence at individual, inter-personal, group and organisational level to meet organisational goal.
• It is an inter-disciplinary concept. It is based on the concepts, ideas and principles of sociology, psychology, economics etc.
• It form on employee welfare and quality of work life. It tries to examine/identify employee needs and meeting them to the best possible extent.
• It is a continuous and systematic learning process. Development is a life long process, which never ends.

Benefits of Human Resource Developmentpment
Human resource development now a days is considered as the key to higher productivity, better relations and greater profitability for any organisation. Appropriate HRD provides unlimited benefits to the concerned organisation.

Some of the important benefits are being given here:
• HRD (Human Resource Development) makes people more competent. HRD develops new skill, knowledge and attitude of the people in the concern organisations.
• With appropriate HRD programme, people become more committed to their jobs. People are assessed on the basis of their performance by having a acceptable performance appraisal system.
• An environment of trust and respect can be created with the help of human resource development.
• Acceptability toward change can be created with the help of HRD. Employees found themselves better equipped with problem-solving capabilities.
• It improves the all round growth of the employees. HRD also improves team spirit in the organisation. They become more open in their behaviour. Thus, new values can be generated.
• It also helps to create the efficiency culture In the organisation. It leads to greater organisational effectiveness. Resources are properly utilised and goals are achieved in a better way.
• It improves the participation of worker in the organisation. This improve the role of worker and workers feel a sense of pride and achievement while performing their jobs.
• It also helps to collect useful and objective data on employees programmes and policies which further facilitate better human resource planning.
• Hence, it can be concluded that HRD provides a lot of benefits in every organisation. So, the importance of concept of HRD should be recognised and given a place of eminence, to face the present and future challenges in the organisation. on.