organization and structure of HRD

organization

DefinitionA social unit of people that is structured and managed to meet a need or to pursue collective goals.

Organization for Human resource Development :Organization is the process of creating structure.structure refers to networks of relationships and coordination mechanisms that exist among jobs.HRD srtucture is concered with the design of HRD jobs and relationships. It involves:

Determining the place of HRD in the organization. Grouping of HRD tasks. They are grouped into units.

Division of work done. Assignment of specific HRD tasks to competent people. Determining networks of authority and responsibility rlationship

for HRD. Delegation is practiced. Establishing channels of communication. Coordinating HRD related activities for integration.

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2.HRD structure

organizational structure  

The typically hierarchical arrangement of lines of authority, communications, rights and duties of an organization.The place of HRD function in the organization structure reflects the importance attached to HRD. The structure of HRD function has evolved through the following stages:

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2.1. HRD as a staff function: Under this structure the role of HRD advisory.A training officers provides advice and service to the department on HRD matters.

General Manager

Training

officer

HRD as a staff function

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Administrative Department

Other

Departments

2.2 HRD as a part of Administration function:

The HRD function is generally performed by the personnel section of the administration Department. This structure found in small organization.

General Manager

Administrative Department

Personnel Section

General Services

HRD as a part of Administration function:

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Other Departments

2.3 HRD as a part of Human Resource Management Department

A separate HRM Department is established. HRD is a part of HRM Department.It is concerned with human resource development. This structure is found in modt of the large sized organizations.

General Manager

HRMDepartment

Acquisition and Maintenance Section

Human Resource Development

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Other Departments

HRD as a part of Human Resource Management Department

HRD as a separate Department:Hrd is treated as a major function in the organization. All activities related to HRD are integrated under a separate HRD Department.It is headed by a Manager. This structure is prevalent in globally- oriented large sized organizations.

The Human Resources Division, within the Department of Administrative Services, performs a variety of functions including overall administration of the state's human resources operations for state employees.  This division provides services and information to state employees and assists state agencies in conducting their human resource functions.  Services are offered in the areas of policy development, payroll administration, benefits administration, classification and compensation, drug testing, central recruiting, training and development, workforce planning and records maintenance. 

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General Manager

Deputy General Manager

Manager HRD Departments

Manager other HRM Departments

HRD as a separate Department:

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Deputy General ManagerOther Departments

The manager in-charge of HRD function should be :Possesses competencies in HRD mechanism.Have clearly defined responsibilities for managing and strengthining the HRD function in the organization.Have sufficient time to devote for HRD function.Develop linkage with line managers to ensure effective HRD implementation.Administer separate budget and personnel for HRD.

Role of Human Resource Development Manager

The role of manager of HRD (human resource development) consists of five separate but overlapping components referred to as subroles. Each is vital to the development of an efficient and properly managed HRD department. They include: (1) evaluator of the HRD program's impacts and effects on organizational efficiency, (2) management of the organizational learning system, (3) operational manager responsible for the planning, organizing, staffing, controlling, and coordinating of the HRD department,

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(4) strategist responsible for long-term planning and integrating of HRD into the organization, and (5) marketing specialist responsible for the advancement of HRD within the organization through well defined and effective networks.

Mechanism for Coordination :Cordination is needed to link togetherthe activities of varioud HRD units and people to achieve unity of action and harmonisation of efforts.

Communication Correct span of management Rules and procedures Committee Taskforce Decentralization Managent by walking around Effective reward system.

Principles designing HRD Structure. Clear objectives Need based Reinforce learning Active participation Focus on capabilities development

conceptual, human and technical skills Anticipated future changes Strengthen linkage with other function in the org. To ensure credibility and respectability Provide opportunities for practice progess shoud be monitered and evaluate.

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should balanceinternal and external expertise Top management support for HRD

Training and Development of Human Resources in changing Technology

Technology includes the use of materials, tools, techniques, and sources of power to make life easier or more pleasant and work more productive. The word technology is a combination of two Greek words, techne and logos. Techne means art, craft, or skill. Logos means “to speak of”. Some have since taken the word logos to imply the practical application of techne, but others say that is stretching its etymological roots.

Technology transfers inputs into outputs.Technology is an Important aid in training and development of human resources.Information technogy is widely used in training and development of human resources.It consists of:

Computers Communication devices Electronic media Internet

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Its use in increasing for the following purposes:

Information Management Training and development Implementing training by laptops and other

equipments Performance reporing Performance monitoring

Relation of HRD to Development Plans

Plan for Five years Goals –strategy—action plan

HRD formulates developmental plansand implement development plans

Implementation of the plans need ---Professional ---Skilled---Unskilled HRHRD planning identifies –HR needs for development plans

Rapid advances in technology have transformed the workplace and changed the way we learn by impacting the interpersonal communication and collaboration. Many agencies have started implementing different technologies into their learning and development programs,

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using these tools

to cut training costs,

reduce carbon footprint,

and increase continual learning outside the classroom.

Below are examples of newer technologies that agencies have integrated into their employee development programs. Also listed are Web 2.0 tools, which allow learners to share knowledge and best practices in a wiki, blog, or discussion forum, and form networks through social network sites. Instead of just reading static material, users of Web 2.0 tools have the opportunity to create and modify content directly onto these pages.

Web-conferencing:

a method to allow instructors to conduct live meetings, trainings, and presentations via the Internet. Web-conferences allow participants opportunities to ask questions and participate in polls. Common examples of web-conferencing tools are Webex, Adobe Connect, Goto Meeting and Live Meeting

Social Network/ Community of Practice:

An online group of people who develop friendships, find professional connections, share interests, and gather knowledge and information. These communities are formed online through social sites. Learning and development programs can utilize these networks to link course participants before and after a training event to share knowledge and ideas regarding the course. Instructors and participants provide links to articles, webinars, and on-the-job examples before, during, and after a training event.

Podcast:

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a type of online media delivery allowing users to download files via a feed onto a computer and MP3 player. Podcasts allow learners to access trainings at different times depending on workload and availability. Instructors create course podcasts for learners to download and listen on their MP3 player, mobile phone, and laptop.

Blog:

website which allows an author to share opinions, reflections, and discuss topics in the form of online journals. Learning and development programs can incorporate blogs to provide supplemental course information and updates on course materials. Participants can discuss the course in this space.

Microblogs:

a popular tool to share knowledge and resources with one another. Instructors can incorporate microblogs to create a community around a course or an activity. Instructors also can post tips, assignments, and other information pertaining to the course. Course participants can summarize information learned during and after courses. Participants at conferences are using microblogs to informally exchange information learned from conference sessions. Common microblogs are Twitter and Yammer.

Integrated Collaboration Environment or Collaborative Workspace:

a virtual environment where teams may work on projects and share information. Project teams can access a shared workspace where they upload files and share them with one another. Common examples are Sharepoint, Google Apps, Google Docs, Zoho and Moodle.

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People may also establish shared spaces to learn from one another either formally or informally. For example, individuals from different agencies involved in training and development may create a workspace to share ideas, experiences, and resources to develop a supervisory training program.

Wiki:

a website allowing users to create and edit content on any number of interlinked web pages via a web browser. This method is used in learning and development programs to promote collaborative learning and information sharing. Instructors and participants use wikis to create reading lists. Course participants use wikis to for team projects. Organizations use wikis to post internal processes, publish reference guides, and capture best practices.  Note: This website is a wiki, and can be edited by a number of people within OPM.

Social Bookmarks:

a system allowing users to collect and store bookmarks online, tag with key words and share those bookmarks and tags with others. This type of tool allows course instructors develop course reading lists. Course participants supplement course material by subscribing to a particular tag or keyword that relates to the course.

Media Sharing:

an online environment which allows users to search for photos, videos and/or other media for uses in (among others) presentations, learning materials and coursework. Users publish content to a larger audience. Instructors can record workshops and upload them to an online social network. Common media sharing tools are Flickr, Google+, and Youtube.

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Virtual World: a simulated environment where users can interact with one another and create objects through an onscreen avatar. This type of environment allows course participants to attend live workshops and conferences in a virtual classroom or conference space. Participants are able to interact with each other in much the same way as attending a real workshop or conference. Course project teams can meet and collaborate in a virtual space. Organizations have developed courses using a virtual environment to conduct simulations of various situations including disaster preparedness or medical emergencies. Common virtual worlds include Second Life, Protosphere, and Forterra.

Authoring Tools or Instructional Tools: software packages instructional designers use to create and package content to end users. Authoring tools are commonly used to create e-learning modules. They are written to conform to international standards such as Shareable Content Object Reference Model (SCORM). These tools allow for Common authoring tools are Adobe Captivate, Adobe Flash, and Articulate.

Mobile Learning (M-learning):

Mobile Learning focuses on learning across contexts and locations by the means of mobile devices (e.g. laptops, cell phones, personal digital assistants, MP3 players, smartphones, game devices, tablet PCs, and e-books). M-learning devices are used to access online courses and resources and can also foster collaboration among individuals, conduct assessments and evaluations, provide access to performance support, and capture evidence of a learning activity.

To learn more about the benefits of M-learning, download an informational handout by clicking here.

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Read more: http://www.businessdictionary.com/definition/organization.html#ixzz30vt8fZM4

http://www.opm.gov/wiki/training/Leveraging-New-Technologies-for-Employee-Development-Programs.ashx

Read more: http://www.businessdictionary.com/definition/organizational-structure.html#ixzz30vxMw9Di

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