Facilitated by

Pratap Kumar Pathak

“ If you wish to plan for a year, sow seed;

If you wish to plan for ten years, plant trees;

If you wish to plan for a life time, develop human resource.”

“Staff determine the success and failure

of organizations”

“Develop and empower staff to drive productivity and effectiveness”

Human resource is “human capital” which is the combination of knowledge, skills, capabilities and behaviour of human at work/to be in work that have economic and socio-cultural values to the economic and socio-cultural values to the organization. organization.

Staff feel committed Staff feel committed to their work and the organization if the organization develops a feeling of belonging in them.

Employee’s commitment to their work increases if they get adequate opportunity to discover and use get adequate opportunity to discover and use full potentialfull potential.

Capability of staff can be developed and multiplied through appropriate and systematic efforts.appropriate and systematic efforts.

“Staff” is the dynamic workforce of the organization with acquired and potential

competencies to perform. refers to human value, attitude, culture and perceptions, expectations and

needs. “Development”

refers to qualitative and desired change in a planned and progressive way. refers to desired change in terms of conceptual, technical, interpersonal and

spiritual conditions. "Staff development"

is a planned action by which the individuals, organizations, institutions and societies develop “abilities” and “willingness” (individually and collectively) to perform, to behave and to move forward with enhanced strength and required productivity.

is a continuous process to ensure and build dynamism, effectiveness, competency and motivation of individuals and groups in a systematic and planned manner.

is unfoldment of capabilities and skills.

Staff development is a strategic Staff development is a strategic intervention to reinvent and renew intervention to reinvent and renew

staff capability giving effect to staff capability giving effect to organizational effectiveness by organizational effectiveness by

attaining new skills, knowledge and attaining new skills, knowledge and technology; gaining increasing levels technology; gaining increasing levels

of professional competence; of professional competence; developing culture of excellence; and developing culture of excellence; and

enhancing adaptability in the enhancing adaptability in the dynamic marketdynamic market..

Staff development process encompasses the identification of individual staff development needs, the design of individual development plans, the provisioning of appropriate development activities along with follow up and improvements.

Staff development is improving conceptual, technical, interpersonal and spiritual enhancement for achieving higher productivity and effectiveness among the staff.

It also aims to preparing people for performing roles, tasks or functions which they may be required to perform in the future as they go up on the organizational hierarchy or as the organization takes up new tasks through diversification, expansion and modernization.

It promotes team building and collaborative climate as well as enabling organizational culture where the staff use their initiative, take risks, experiment, innovate and make things happen.

“Staff development is an effective and efficient way for

attaining organizational objectives with competitive

outcomes.”

Globalization and competitive environment Need of Competitive Professionalism Advancement in technology and extensive

application of information technology New Public Management and Managerialism Workforce diversity and social inclusion Demanding society and social accountability Effective public service delivery Increased virtuality, collaboration and

networking

1. To provide a framework for allowing appropriate development opportunities that are designed to improve the knowledge, skill and behaviour of staff which will enhance personal growth and effectiveness of individuals, teams and the organization in pursuit of excellence in all of its activities and strategies,

2. To strategize staff development plans and institutional strategy,

3. To facilitate the process of change and management of change,

4. To promote a innovation and creativity and develop learning environment, and

5. To embed and mainstream all staff development activities into the organizational systems.

1. Staff development as the organizational priority by Providing staff with training opportunities to achieve

maximum effectiveness in the shortest possible term; Ensuring that staff develop their skills and capabilities to be

able to operate flexibly and respond rapidly to changes within their orgnaisations;

Ensuring that the best use is made of the natural abilities and individual skills of all employees for the benefit of the organisation and their career.

1. Capacity development and training as the continuous and systematic process of professional staff development.

2. Staff development should build culture, capacity and competency to contribute for organizational excellence.

3. Staff development should be collaborative and participative so as to give effect to accountability and ownership.

Long term commitment is required. Providing equitable, appropriate and equal

opportunities. Motivation and utilization of staff is key. Ensure the maintenance and active promotion

of equal opportunities as well as inclusion. Improve current as well as future job

performance and capabilities.

INDIVIDUALLY GUIDED STAFF DEVELOPMENTINDIVIDUALLY GUIDED STAFF DEVELOPMENT Individuals identify, plan and pursue activities they believe will

support their own learning. OBSERVATION and ASSESSMENTOBSERVATION and ASSESSMENT

Staff are observed directly and given objective data and feedback about their classroom performance.

INVOLVEMENT IN A DEVELOPMENT/ INVOLVEMENT IN A DEVELOPMENT/ IMPROVEMENT PROCESSIMPROVEMENT PROCESS plan, design and improve in a specific problem situation.

TRAINING and CAPACITY DEVELOPMENTTRAINING and CAPACITY DEVELOPMENT Staff engage in individual or group instruction in which they

acquire knowledge or skills. SCIENTIFIC INQUIRYSCIENTIFIC INQUIRY

Staff identify and collect data in an area of interest, analyze and interpret the data, and apply their findings to their own practice

Identification and understanding Planning and designing Strategy building Execution Monitoring and follow-up Evaluation Reforms

Assessment of Staff Development Needs Leadership assessment and Executive

Development Training and capacity development Career planning and development Performance management Potential appraisal, Succession planning and

management Job reengineering Knowledge management Peer coaching Counseling Mentoring

Induction and orientation Problem solving exercises Action learning Professional development interactions Exposure visits Formation of quality circles Management by objectives

Environmental and organizational assessment

Identification of priority areas of intervention Prioritizing strategic measures Formulation of strategies Implementation plan for strategy

implementation Monitoring the implementation Evaluation and reforms

Staff Development Need = ∑(Required competency - acquired competency)

Job and psychological readiness to perform the job at present and in the future

Ability and willingness factors Assessment of potential skills, knowledge

and technologies Market trends and dynamics

Improving better leaders in management Assessing appropriateness of leadership in terms of

Competencies Culture Commitment Confidence Conduct

Setting up leadership assessment centers Conducting executive development programme Placement follow up Necessary improvements

Executive development is the whole of activities aimed at developing executive skills and competencies (Planning, Strategy Development, Monitoring, Improvement) of those that (will) have executive positions in organizations.

In the best of cases, executive development not only helps an organization execute its key strategies, it can also help provide input to the strategy creation process. In this way, executive development is much more strategic than typical corporate training and development which is used for most employees of an organization.

Training is a systematic transfer of knowledge, skill, technology and the behaviour to perform the job efficiently and effectively.

Capacity development is systematic effort for developing the readiness in terms of job ability and psychological ability for performing according to the future needs.

Training system is carried out in a life cycle approach. It is conducted starting from training needs assessment, objective setting, training delivery, utilization, follow-up and improvements.

Performance is determined by ability and motivation Managing performance refers to development and

utilization of ability factors (knowledge, skill, technology) and motivational factors (desire, commitment, confidence) among the staff towards achieving organizational goals

Management control system for achieving quality performance

Performance management is a systematic effort including performance planning, standardizing, measuring and improving so as to add value to organization.

Performance management asks for performance appraisal, evaluation, recognition and motivation.

Potential appraisal assesses the staff in terms of the highest level of work the individual will be able to handle comfortably and successfully in future without being over-stretched.

It assists the organization in discharging its responsibility of selecting and developing managers selecting and developing managers for the future for the future to ensure its continuous growth.

Succession planning is assessing and identifying the capable staff as possible succession capable staff as possible succession for specific job responsibility with respect to organizational effectiveness in the future.

Succession management is an organizational process to ensure that diverse, highly qualified staff are prepared to take on critical leadership and management positions. The process aims to identify, groom and develop staff for key leadership and management positions.

Succession management requires ensuring appropriate work assignments, external and internal support, and the opportunities to demonstrate growing capabilities.

Succession planning includes Assessment and analysis of future needs

and demands for skill and competency Audit of existing resources and

identifying the projected development needs

Planning for staff development Performance related training and capacity

development Appropriate placement and utilization

An effective staff development model using developmental feedback, support and assistance within the peer group for the purpose of refining the skills, learning new skills and solving the performance problems.

Peer coaching is described by Companionship for reducing the sense of isolation in case of

successes and failures Development feedback for each other’s better performance Sharing of analysis of each other’s job performance Adaptation for working together to fit to the diversified work

situation Support for building capacity

Staff satisfaction and achievement are core needs of organizational development, increased productivity and competitiveness

Career refers to jobs in progression occupied by a staff during the whole working life in a profession or organization.

Career planning facilitates and motivates the staff to plan their career in terms of their capacities with the organization. It is devising an organizational system of career movement and growth opportunities throughout the career path.

It is a staff development technique for mapping out the entire career of young staff in higher skilled, supervisory and managerial job positions. It is the discovery and development of talents and planned deployment and redeployment of such

talents.

Career development is development of capacity and professionalism of a staff in a job, vertically (promotion) and horizontally(professional competence).

Career development is done by Training and capacity development Succession planning Challenging assignments Job enrichment, enlargement and rotation Opportunities for self-development

Career development is done strategically in four stages of career cycle: Exploratory stage: new job Establishment stage: developmental feedback Maintenance stage: self-development opportunities Reinventing stage: Preparation for new challenges

Knowledge is “justified personal belief” Practice and scientific research are the source

of knowledge The processes of KM involve knowledge

acquisition, creation, refinement, storage, transfer, sharing, utilization, feedback and improvements.

Involves socialization, externalization, combination and internalization of knowledge

Knowledge management has following perspectives:Techno-centric: A focus on technology

that enhances knowledge, techniques and skill

Organisational: Organizational system to facilitate the knowledge process

Ecological: Adaptation through environmental interaction

Making job challenging and interesting for motivation

Enhancing job productivity Job enrichment, job rotation and job

enlargement Improving job standards Basis for capacity development

Professional guidance provided to analyse job performance and job behaviour in order to increase job effectiveness.

Directive, non-directive and participatory counseling used in staff development.

Systematic orientation, coaching, guidance and follow-up to develop staff.

It is the process to refine skills, competencies, knowledge and behaviour of staff.

Appreciates the performance development and motivation.

Balanced Scorecard is a strategic management system for staff development that forces managers to focus on the important competency metrics that drive success.

It balances all critical perspectives of staff development with tangible and intangible factors/elements of organizational performance including customer, internal management process, resource management and learning & growth perspectives.

Balanced Score Card (BSC) Method is the integral part of comprehensive analysis of staff development process.

Among the newer techniques used to measure and improve the staff performance of an organisation developed by Robert Kaplan and David Norton in 1996.

1. Quality enhancement2. Quality assurance3. Assessment and audit4. Validation5. Impact measurement6. Cost-benefit analysis7. Problem identification and solution8. Guidance for improved system

Leadership assessment Supervision and control Performance management Strategic management Managing change Planned progression and

succession planning Persuasive partnerships and

Networking Research and development Building professionalism

Team building Innovation and creativity Entrepreneurship

development Human resource

information system Job reengineering Training and capacity

development Workforce diversity and

affirmative action

Dynamic adjustment to external stimulus Generation of competitive knowledge

and skill for survival and betterment Innovation and creativity for improving

dynamic competitiveness Transformative capability for

effectiveness Managing knowledge for optimization

Enabling and Supportive Environment Competent institution Human resource development culture and systems Human resource management information system Willingness and participation of staff Plan, programme and resources Collaboration and networking Strong monitoring and follow up Involvement of experts and independent evaluation Research and development Reforms and improvements Quality circles Innovation and creativity: Learning organization

Staff members have a common and coherent set of goals and objectives

High priority on staff development and continuous improvement in capacity development

Effective and participatory leadership Formal and informal processes of monitoring

and quality assessment Encouraging innovation and creativity Research-driven improvements Networking for staff development effectiveness

Strategic level Structural level Human resource level Systemic and

methodological level Behavioural level

Individual Group Organization Institution Market

Leaders support and encourage faculty development in basic skills, and the improvement of teaching and learning is connected to the institutional mission

The faculty play a primary role in needs assessment, planning and implementation staff development programmes and activities in support of basic skills programmes.

Staff development programmes are structured and appropriately supported to sustain them as ongoing efforts related to institutional goals for the improvement of teaching and learning.

Staff development opportunities are flexible, varied, and responsive to developmental needs of individual staff faculty, diverse staff and integrated team.

Faculty development is clearly connected to intrinsic and extrinsic faculty reward structures for positive reinforcement.

Strategic priority and Leadership support

Mainstreaming staff development Competent execution mechanism Collaboration and partnerships Effective monitoring Evaluation and continuous reforms