Human Resource Development

in Education sector

SUBMITTED TO:MS. KAMALPREET KAURGCCBA 42

SUBMITTED BY:SURBHI KAMRA 3055KAVITA SHARMA 3057MEHAK GOYAL 3046M.COM 2

HRD MECHANISMS IN EDUCATION SECTOR The HRD initiatives in the education sector includes:

Management by ObjectivesTeaching Education and TrainingPerformance ReportsTeacher MobilityWork-place RelationsWorking Conditions

1. Management by Objectives

Knowledge of the quantitative and qualitative aspects of the human resource pool

Short-and medium-term staffing requirements The supply and demand for needed skills on the open job market Balancing available human resources with institutional goals requires

constant internal and external adjustments by the means of:

1) Internal promotions 2) Voluntary or mandatory re-assignments. 3) Reduction in the number of career staff through early retirement schemes based on incentive measures and making use of short or fixed term contract staff.

Obstacles of Management by Objectives Unreliable data base Constantly changing education options and teaching specializations Lack of specificity in the job descriptions/responsibilities of the non-

teaching staff Few real career or even promotion and re-assignment possibilities

2. Teaching Education and Training Upgrading the quality of teaching, continuous upgrading will be necessary. Pre-service training, In-service training, are a powerful tool to raise competency levels.

Pre-service training: typically targets the learning of various subject matters and generally neglect s pedagogical and practical aspects of teaching. It provides teachers with the basic skills that will qualify them to enter the teaching profession along with the knowledge of how to update them as and when necessary.

In-service training: must be re-examined in the context of a global vision taking into account the two dimensions of skill-building, namely pre- and in-service training.Three broad principles came to light:

1) The merging of both the substantial and pedagogical aspects as well as the social implications of teaching.2) Need to clarify teacher skill profiles in the curriculum demand as well as socio-economic or geographical classroom realities; and3) Need for flexibility in targeted teaching profiles to facilitate future re-training to prepare teachers for new, entirely different challenges.

3. Performance Reports

Performance reports are an essential part of any program of management by results.

The output and efficiency of an administration depend, to a great extent, on the performance of the staff tasked with carrying out the activities that are designed to achieve the institutional objectives.

Beyond the random inspection, periodic performance reporting, the sole purpose of which is to increase staff performance, focuses on gaining a better understanding of staff competency.

Senior staff are required to conduct the exercise annually and to prepare a report on the overall picture of the human resource performance; various performance measures are used including output, organizational skills, extent of competency, research skills and creativity.

4. Teacher Mobility There are two kinds of staff mobility: geographical and professional

Geographical mobility1) Change of posting.2) Can be vertical as in the case of promotion or horizontal when the change of activity occurs within a given assignment

Professional mobility1) Career-related mobility.2) Various possibilities for advancements are available to teachers throughout their careers, be they n he form of promotion by grade or step, change of discipline or service, both within and outside the ministry.

5. Work-Place Relations

Maintain a work-place environment that is conductive to achieving institutional goals that entails recognizing and handling staff claims; salaries and working conditions to promotion and career questions.

6. Working Conditions

Planning work and overseeing working conditions are two major concerns of human resource managements.

Staff motivation and work output correlate closely to how time is managed, to the work place environment and to the quality and timeliness of administrative, instructional and personal support.

Steering the management of HRD in education sector Within the education sector, HRM continues to suffer from the

excessive centralization of decision making, and the rigidity of bureaucratic structures.

Data collection is uneven, arbitrary, and often redundant. Dysfunction exists between the Ministry staff responsible for HRM and

their counterparts in the Finance Ministry’s expenditure control unit. Teacher support staff take a far greater interest in monitoring a

teacher’s strict adherence to the rules than contributing to the quality of classroom learning.

Recent trends in HRM focus on decentralization, information management, and staff training.

Need for collaboration of HRD and EDUCATION

Education provides skills and knowledge to youth whereas HRD is a corporate function.

Collaboration will develop more effective and efficient workers for workplace.

Later, students become potential employees. Increasing demand of training at all levels in work place.Therefore, joint efforts of HRD with educator will meet the demands of both educators and corporate world.

HRD ministry plans interface to deal with education sector problemsJune2014

PUNE: Resolving to work to link the country's graduates with employment, Union HRD minister Smriti Irani said her ministry would soon open an online and personal interface programme comprising academicians to tackle problems faced by premier institutions and students' bodies.Speaking at Symbiosis Institute at Lavale, Irani said, "This (interface programme) won't comprise bureaucrats or politicians, but academicians and some of the best institutions."She said, "Experts can tell us how we can de-regulate problems faced by some of the premier institutions of our country and how our students' bodies can work more effectively.Smriti Irani says new education policy will be ready by 2015-endThe Union Human Resource Development Minister is clear about what she wants - accountability from the teachers and to serve the interests of students across India whose future depends on the quality of education they receive

Integrated approach of Education and HRD

INDIVIDUAL(student, potential

employee)

ORGANIZATION(industry,

corporation)

EDUCATION SYSTEM

ADVANTAGE TO:

ADVANTAGE TO INDIVIDUAL Strategies like: field trips, focused career days, job shadowing

enables to make better academic and career choices. Upgrade the students with workplace skills, knowledge

requirements, communication skills, thinking skills and personal qualities.

Effects the potential employees(students) confidence and greater understanding of how to use skills and knowledge in a better way.

ADVANTAGE TO ORGANIZATION

Decreases the cost of training on new employees. Increase the pool of employees as they are better prepared to enter

the work force. Control groups can be implemented. No initial cost of providing education due to collaborative efforts of

educators and organizations.

ADVANTAGE TO EDUCATION SYSTEM

By extending education system ,more access to the state of the art technology.

Less resources required in extending classrooms to community rather than duplicating the work place resources within the classrooms.

CHALLENGES ARE:-

HIRING CAREER GROWTH OPTION

COUNSELING SERVICE FOR STUDENTS

Challenges:-

There is strong advocacy that HR be viewed as a function in educational institutions playing a critical and interventionist role in educational institutions. The challenges are –

Hiring – Strategies for recruitment for getting on board good & adequate teachers, administrators and support staff (I like to call them, personnel) for existing infrastructure and future expansion plans.

Vendor management skills - To manage service providers for canteen, labs and sports training on campus, specialized coaching centers within campus, etc. which are increasingly being outsourced to effect economies of scale, optimum utilization of facilities, brand building, etc. Management’s focus is on the core competency of teaching, and building competencies therein.

Training & Retraining -What opportunities are being provided to personnel to get trained and retrained and/to acquire newer skills and proficiencies in technologies, for example?

Career growth options- for personnel so that potential is recognized and rewarded. Are we building a effective succession plan which will be quickly implementable in case of a situation that may have tectonic implications? For example, if suddenly 15 seasoned and good teachers were to attrition at one time?

Performance driven assessments - to ensure rewards and feedback are given to teachers at periodic intervals. Remarkably, many teacher’s mindset about performance wallows in having taught so-and-so who was a bright student, 20 years ago !

Motivation of personnel - on a continual basis. Teaching is now being increasingly looked upon as a career of choice, as opposed to it just being a love for teaching, from a noble perspective, alone. Administrators come in with specialized qualifications and skills.

Counseling services for students - for personal and career reasons. Earlier, core values of the school and/or as imbibed via the practices within, served the purpose of making students “fall in line”, so to speak. Teachers played a signal role, too, because of sheer dedication and love for teaching and students. This is not so in today’s world of easier access to handheld gadgets, internet, the social media, etc. A lot of handholding is needed and HR can do a stellar turn here.

Retention – To ensure personnel are not “poached” for higher remunerations laterally. Awareness in teaching fraternity about what is happening outside the education world is a reality, management of institutions should live with.