Human Resource Development Conceptual and Nepalese Practices Chhabindra

Human Resource Development. Conceptual and Nepalese Practices Chhabindra Parajuli Joint Secretary, Government of Nepal 1 Prepared by Chhabindra Parajuli

HRD Test �Quick Refresh �Who will be the winner? �If 2=3, what is 2× 2× 2=? 2 Prepared by Chhabindra Parajuli

Strategies �Well it depends on what you assume '2' to be. � Strategy 1. >> If ‘ 2′ is just a number like any other number, then 2 is not equal to 3. The question is absurd. �Strategy 2. >> If ‘ 2′ is a variable like x, y, z etc. . then the answer is 3× 3× 3= 27. �Strategy 3. >> If the question is meant to be logical reasoning puzzle, then the answer would be (2+1)×(2+1)= 27 or 3× 3× 3=27+1=28 or even both. 3 Prepared by Chhabindra Parajuli

Concept � HRD is a subset of the overall HRM functions; � HRD is not limited to training. � HRD is more concerned with employee’s career development as well as management development; � HRD is more related to the people’s and their sentiments; � An organization's workforce – its people – are its most valuable resource and an organization cannot succeed without effectively managing this resource. 4 Prepared by Chhabindra Parajuli

Concept � The HR professional roles: � overseeing staff recruitment, � training and development, � shaping and defining culture, � motivating the workforce and � resolving disputes and grievances. 5 Prepared by Chhabindra Parajuli

Critical questions regarding the HRD �How to Make the HR department functional? �What is the best techniques of Workforce planning? �How to implement HR strategy? �What is the best way of Employee engagement? �What are the possible Succession planning? 6 Prepared by Chhabindra Parajuli

Definition �‘‘HRD is concerned with preparing employees to work effectively and efficiently in the organization. ’’ -Decenzo and Robbins � Main essence of HRD: Acquire and develop capabilities of the employees. 7 Prepared by Chhabindra Parajuli

HRD Functions �Employee Training; �Management Development; �Career Development; 8 Prepared by Chhabindra Parajuli

Emerging Issues � Technology and its impact. � Emerging new work systems. � The shift from personnel administration to strategically focused HR efforts. � Changes in leadership style from bureaucracy to entrepreneurship. � How tom utilise case studies and best practice examples in Nepalese organizations? � Changes in organizational culture from risk averse 9 bureaucracies to innovative and effective organizations. Prepared by Chhabindra Parajuli

Emerging Issues � HR Inventory; � Strengthening the Personnel Records system; � HR Management in the present context- Federal, Provincial, Local level; � HR Management Audit; � How to make Priority of the Go. N; 10 Prepared by Chhabindra Parajuli

HRD Issues �Strengthening the Mo. FAGA; �Diversity Management; �Other logistics( Child care center at Singha 11 Durbar); �Strengthening the other line Agencies; �Mismatch between educational system and job market; �Big gap creation due to position system; �National Level HRD Policy (Absent); �Ministry Level HRD Policy( Absent); �Expert demand organization mayn’t occupy by Prepared by Chhabindra Parajuli expert;

Case of Civil Service Secretar y Joint Secretar y Under Secretar y 12 Under Secretar y Prepared by Chhabindra Parajuli Joint Secretar y Under Secretar y

Importance of HRD Meet organization ’s strategic objectives Organizatio nal Image Growth opportunitie s Reinforce positive organization al culture Productivity enhanceme nt HR D Develop future organization al leaders Manage Succession planning Updating the Employee’s capability and competency Manage change in the organization Build morale strength of the employees 13 Prepared by Chhabindra Parajuli Promote equity among employees

Tools of HRD �Employee Training- OJT, Job Instruction Training, Apprenticeship, Internship, Off- the –job Training, Role Play, Audio Visual etc. �SEDP: Senior Executive Development Programs, �Tf. A Programs; �Job specific short training Programs; 14 Prepared by Chhabindra Parajuli

Management Development Techniques �On-the-job method- Coaching, Job rotation, Committee assignments, Study assignments; �Off- the –job methods- Conferences, Action Learning, Role Playing etc. 15 Prepared by Chhabindra Parajuli

Nepalese Issues �How to link HRD Policy to career enhancement of the employees? �How to make positive attitudes towards training programmes? � HRD is mostly neglected in the Nepalese organizations. �How to improve the Holistic understanding of the HR function in Nepalese organizations? (Move away from training syndrome. ) 16 Prepared by Chhabindra Parajuli

Training Institutions �Many but weak performance feedback; �Mostly each ministry has its own training wing; �Suffered budgetary constraints and Qualified trained HR shortages; �Traditional curriculum, outdated practices and weak management aspects; 17 Prepared by Chhabindra Parajuli

What elements training add ? �Knowledge; �Skill; �Attitude; 18 Prepared by Chhabindra Parajuli

HRD Practices in Nepalese Organizations �Public Organizations: Lack of National level HRD Policy; �P Es : Diversely and partially implemented; �Private Sectors: Emerging as a strong HRD Policy; 19 Prepared by Chhabindra Parajuli

Conclusion �Only you and your organization are responsible for HRD Development and Organizational performance enhancement and vice versa. �The One stop clinical service centre for HRD is the need of the day. �Office automation and online service centre should be made operational. 20 Prepared by Chhabindra Parajuli

Group Work Exercise �Assume that you are working as a 21 Under Secretary and HRD Chief at the Ministry of Federal Affairs and General Administration and your major task is to draft a HRD Policy for the public sector organization. What are the major issues to be included in your draft paper ? Draft a model HRD Policy framework for the Nepalese public sector’s Prepared by Chhabindra Parajuli organizations.

HDR Policy Framework � Background � Goal � Objectives � Policies � Programs � Institutions � Process / Procedures � Budget � Limitation of Policy Implementation � Monitoring and Evaluation � Results 22 Prepared by Chhabindra Parajuli

Analysis �Vision Paper/ HRD Policy �Connectivity of individual desires and organizational commitment �Organizational support �Organized activities 23 Prepared by Chhabindra Parajuli

Check list for Nepalese case S. N. Vision Paper Connectors Act, Rules, Regulations, Procedures, Guidelines Organizational Support Organized Activities Budget Provision for capacity development programs Others Facilitations Case to Case Decisions 24 HRDPrepared Promotional Campaigns by Chhabindra Parajuli Statu s Yes No Partial

Sample Case Studies- HDR Policy �Sample HRD Policy- CAAN 25 Prepared by Chhabindra Parajuli

Background � Civil Aviation Authority of Nepal (CAAN) has been established in accordance to Section 3. 1 of Nepal Civil Aviation Authority Act-2053 B. S in order to maintain safe, regular, standard and effective conduct of Flight Operation, Aeronautical Communication, Air Navigation and Air Transportation services in Nepal. Civil Aviation is a highly sensitive and dynamic sector which requires the adoption and management of advanced technology and is directly concerned with the safety of human life, national and international economic activities together with facilities and services. ICAO has provisioned that the efficiency, capacity, and sensitivity of the human resources involved in Civil Aviation Sector should be of prescribed standard. Being one of the contracting states of ICAO, Nepal is committed to carry out all the aviation activities in accordance to the Annexes to the Convention on International Civil Aviation, Standards and Recommended Practices (SARPS) and other Manuals and Guidance Materials and hence is subject to ICAO audits in the fields of flight safety and aviation security. Therefore, the need of motivated and adequately qualified human resource of an international standard is indispensable to operate and manage specific aviation services in Nepal. For the purpose of making the organizational structure of CAAN, its objectives together with its regulatory and service provider roles more effective, it is really challenging, compared to a simple organization, to utilize and manage the human resource with different educational backgrounds, varying levels of intelligence, from different geographical regions, and skilled in various disciplines. Only with the judicious utilization of this kind of Human Resource, positive impact can be made on development and expansion of aviation sector and thus the issues of international concerns can be addressed. Therefore, this policy on HR development 2070 B. S has been formulated with the expectation of creating positive impact on regulatory and services provider function of CAAN through effective management of HR available within CAAN adopting training, which is a component of HR development under HR Management, as a tool. 26 Prepared by Chhabindra Parajuli

Goal �This policy aims to develop adequately qualified required human resources through appropriate training for maintaining safe, regular, standard and effective conduct of aviation services such as Flight Operation, Aeronautical Communication, Air Navigation and Air Transportation taking into account the regulatory and service provider functions of CAAN. 27 Prepared by Chhabindra Parajuli

Objectives 28 � To identify in-house and abroad trainings required for CAAN employees pertaining to regulatory and services provider disciplines and working in different service, group, subgroup and level categories in line with the objective of CAAN-establishment. � Nomination of suitable employees and ensure their participation in various appropriate studies, trainings, observation visits, conferences, seminars and meetings in order to enhance their work efficiency and capacity. � To provide advice, as required, to concerned Directorate and Department for the formulation of training plan in a way that can be of help to the employees in their career progression. � To enhance the effectiveness of services delivery of CAAN by bringing about substantial reforms in the development of HR of the Authority. � To provide different kinds of trainings to CAAN employees and involve them in seminars and workshop in a unified way through single door mechanism so as to increase the effectiveness of record-management. � To develop Civil Aviation Academy to International standards by equipping it with necessary resources capable of conducting trainings relating to all disciplines required by CAAN as envisioned by National Civil Aviation Policy 2063 B. S. � Attracting and retaining the adequately trained manpower in CAAN is one of the objective of this Policy. Prepared by Chhabindra Parajuli

Policies � Nomination of staff for study, training, and seminar shall be done on the basis of 'Training Nomination Directives' formulated pursuant to power conferred by rule 15: 11 of 'Regulation on Employees Service Facilities and Conditions' and section 35 of CAAN Act-2053 B. S. � HR department shall, in coordination with Civil Aviation Academy concerned Directorate, Department and Office, formulate annual training programmes like ab- initio, in-service, basic, recurrent, refresher and specilized training on various subjects by classifying them into different topics and subtopics under different service, groups and subgroups to make the role of CAAN as regulator and service provider more effective. This Programme shall be implemented upon approval by Management �. � CAAN shall comply with the relevant policy level decisions regarding trainings conducted by International Civil Aviation Organization and other civil aviation related organizations. Furthermore, CAAN shall arrange training programmes that address pertinent issues raised by Interternational Civil Aviation Organization audit on aviation safety and aviation security. � A complete HR Inventory containing detailed information such as content, duration, date, topic and cost of both in-house and abroad training obtained by the employees shall be maintained and utilized in nomination process by using dedicated HR Software. Concerned Department/Divisions also shall maintain the training record of their staffs. 29 Prepared by Chhabindra Parajuli

Policies � Priority shall be given to scholarship programmes. Provision shall be made for providing a sum of equivalent to 40% of daily allowance as pocket money to the employees in order to encourage their participation in scholarship trainings. Necessary arrangement shall be made to determine the upper limit of training fees for the purpose of economizing the training expenses. � In order to develop Civil Aviation Academy as an international training institute capable of delivering trainings pertaining to all disciplines needed by CAAN together with the trainings of international standard, as necessary, with the help of skilled indigenous and foreign instructors equipping CAA thereby with the all necessary financial, human and technical resources as laid down by National Aviation Policy – 2063 B. S. � Arrangement shall be made for assigning employees on respective duty for minimum specified time period on those functional areas of services for which he/she has been nominated and trained by CAAN. � Arrangement shall be made for transfer of knowledge and skill to the various services groups as well as production of second and third generation of human resources, as required, in order to make the functions of the Authority regular and smooth and its services nationally and internationally valid and effective. � Arrangement shall be made for certification of oversight officials including Instructors, Inspectors and Auditors. 30 Prepared by Chhabindra Parajuli

Policies � Effort shall be made to demand required training courses and enter into agreement /understanding thereof with national and international training institutes for the purpose of enhancing efficiency of the employs of CAAN. � Regulatory as well as Service Provider components of CAAN shall prepare a separate Training Program of their own which will be implemented after approval from the Director General. � Recruitment of the required manpower in CAAN will be made in accordance to section 4. 1. and 4. 2 of Employees Conditions for Services and Facilities 2056. � While complying with its regulatory functions effectively, if CAAN requires skilled manpower/experts, not adequately available within the organization, then CAAN shall adopt the policy of hiring adequately qualified manpower's and professional experts through outsourcing. Special remuneration package will be provided for such manpower as per the approved procedure. Until the availability of such approved procedure, hiring and remuneration package of experts shall be as approved by the CAAN Board. 31 Prepared by Chhabindra Parajuli

Limitation of Policy Implementation. �Skilled manpower shall be made available in CAAN HRD; a complete and updated training record shall be maintained by utilizing modern technology and the record shall be used in nomination process; nomination process shall be free from any kind of undue pressure and influences; a system shall be established whereby training is taken more as requirement rather than an opportunity. The above mentioned and other relevant issues shall be addressed for effective implementation of the policy. 32 Prepared by Chhabindra Parajuli

Monitoring and Evaluation: �CAAN Board of Directors shall conduct regular monitoring to check whether or not by using HR Software this policy has been effectively implemented. 33 Prepared by Chhabindra Parajuli

�Thank you for your kind attention. 34 Prepared by Chhabindra Parajuli