Innovative Practice in HRM/HRD: Remote Work, Impact of COVID-19

This report provides an overview of innovative practices in Human Resource Management (HRM) and Human Resource Development (HRD), with a focus on the impact of the COVID-19 pandemic. It addresses key HRM/HRD issues arising from the pandemic, including the shift to remote working and the technologies associated with it. The report discusses how schools can develop innovative HRM/HRD strategies to support employees like lunchtime supervisors, and it proposes a performance management model suitable for local authorities and schools to effectively monitor employee performance in a cost-efficient manner. Furthermore, it explores how HRM and HRD practices contribute to individual, group, and organizational performance. The report also identifies practical, cognitive, and emotional blocks to creative idea generation and suggests methods to overcome them using structured techniques like the Osborn Parnes CPS model. Finally, it emphasizes how knowledge and learning can be leveraged to maximize their impact on individual and group behavior, ultimately enhancing organizational performance. The conclusion summarizes the importance of continuous motivation, competence enhancement, and knowledge updating within HRM and HRD.

Innovative Practice in HRM and
HRD

Table of Content
 Introduction
 HRM/HRD issues and how the Covid-19 pandemic impacted on these issues?
 Remote working and associated technologies, how can schools develop innovative HRM/HRD to aid the learning of the
lunchtime supervisors
 Proper performance management model (for the local authority / schools) that will enable them to effectively monitoring the
working performance of lunch time supervisors in a cost-cost-efficient manner.
 HRM and HRD practices contribute to individual, group and organisational performance.
 Practical, cognitive or emotional blocks to creative idea generation and explain how these might be get over using structured
techniques
 Knowledge and learning can be leveraged to accomplish maximal impact on individualistic and group behavior and
organizational performance.
 Conclusion

Introduction
 Human Resource Management means to the usage of
rules of management for managing the group of
individuals who are on the job in an administration.
 Human Resource Development is all about a regular
improvement functioning that plans for the
improvement in the execution of people employing in
the firm.

HRM/HRD issues and how the Covid-19
pandemic impacted on these issues?
 Management of human resources in an administration is
facing many of the challenges for evolving in the years to
come which results into the rapid transformation in the
business.
 Covid 19 has mostly shaking the whole firm, creation of
a complex and challenging surrounding for all the
management who require to search inventive solution for
making sure about the regularity of the firms and to assist
their workers to cope up with an extraordinary crisis.

Remote working and associated technologies,
how schools develop HRM/HRD
Schools require in the evaluation of remote working policies
and taking the decision for what is satisfactory for the future.
Workers who worked from distant during the pandemic may be
unsuccessful if they are calling again into the office and may
looking for other job chance (Kawani, 2018).
Technologies like video conference can be used for the remote
working as with the help of this, all the meetings with remote
workers will be done face to face with this.

Performance Management Model
Performance management is a model that permits the
management and all the workers to accomplish the objectives
of the organisation by a structural procedure of growth in the
workers.
This will help in giving the advantage of using this method
involves increment in the competence, more functional
flexibility, and high workers motivation.

HRM and HRD practices contribute to individual,
group and organizational performance
 HRM and HRD practices give business holders with the
capability and chances in exercising a high level of detected
causing over working related decisions.
 The functioning of Human Resource Management
contributing crucial function in making sure about workers
gratification, developing business production. It can also
give the system with a clear view of competence benefit
and contributing to the success of the firm in an effective
manner.

Practical, cognitive or emotional blocks to
creative idea generation
Osborn Parnes CPS model is used to give a structural
approach for solving the issues which leads to the possible
solution alternatives with the use of divergent and convergent
approach.
 Object finding
 Fact finding
 Problem finding

Knowledge and learning can be leveraged
to accomplish maximal impact
 The objectives of knowledge management are the investing and
betterment of the administration's understanding assets effect a
good knowledge activity, better organizational activity, good
decisions and increased working of an organization. Learning is a
strong motivator for most of the workers for sticking with definite
firms (Khan, 2020).
 Learning has a crucial effect on attitudes of a person as cause the
capabilities, role perceptual experience and inspiration. And with its
role in individualist attitude, learning is necessary for knowledge
management.

Conclusion
It is concluded from the above report is that human resource
management and department is focusing on the regular
motivation and rising the competition and effectivity of its
workers, growth in the optimistic behavior and issue solving
ability, updation of individualistic and corporation education
knowledge and perceptual experience, and raise their competing
abilities

References
 Murthy, K.S. and Kumar, K.S., 2021. Impact of HR Practices on Organizational
Effectiveness: A Study With Reference to Engineering Colleges in Chennai, Tamil
Nadu. International Journal of Asian Business and Information Management
(IJABIM), 12(2), pp.157-168.
 Kawani, S.H.H., 2018. The impact of human resource practices on organizational
performance: A study of businesses in Kurdistan. International Journal of
Engineering, Business and Management (IJEBM), 2(6), pp.72-79.

Continue…
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