A PRESENTATION ON STRATEGIC HUMAN RESOURCE DEVELOPMENT

Presented ByRinkurani Borah Ruby Roy Suman Gill Sumitra Sahu Abhijit Goswami Abhijit Pathak

MEANING OF STRATEGIC HRD

Strategic HRD is concerned with the development of strategies for the provision of learning, development and training opportunities.

It acts as a driver for HRD function by providing a strategic view of the organisation from general management.
It increases the competitive advantage by responding to fast pace of technology.

OBJECTIVES OF STRATEGIC HRD

To make the organisation performance-based To determine workforce knowledge and expertise required to perform in the future To analyze the performance gaps within and between individuals and organisation levels Engages top management in diagnosing performance problems To systematically guide the process of visioning the organization's future

ROLE OF STRATEGIC HRD

The role of Strategic HRD personnel is twofold To ensure that there is a steady flow of contributing and productive human resources in all levels in an organisation. To enable an adequate level of human capital performance so as to ensure service delivery both at external and internal level. In addition to the above two roles,there are some other roles played by the HRD personnel- They promote system thinking and future orientation - They also build coalition inside and outside the organisation - They facilitate work place learning - Lastly they engage themselves in modelling high performance behaviour.

PRINCIPLES OF STRATEGIC HRD

1.Focus on all levels of employment: The HRD strategy must be inclusive of all employees in the organisation.
2.Respond to the needs of designated groups:The overriding principle here is the obligation to keep the end in view in terms of how HRD services can facilitate the success of designated groups. 3.Focus on cohesiveness: The cohesiveness of HRD refers to the importance of organizationally linking HRD to its support functions and other related organizational processes.

4. Flexibility and Adaptability: In respect to the implementation of the HRD strategic framework,flexibility and adaptability are two critical fundamentals for implementation success. 5.Maintain a performance focus: HRD must seek to make its contribution to the enhanced performance of individuals and organization.

6. Build learning networks,communities and organizations: Organizations will have to create structures and networks where informations and solutions are easily accessible.

IMPACT OF SHRD ON ORGANISATIONAL SUCCESS

SHRD practices enhance employee productivity and the ability of agencies to achieve their mission. Integrating the use of personnel practices into the strategic planning process enables an organisation to better achieve its goals and objectives. Combining SHRD practices with a focus on organizational goals and objectives can have a substantial affect on the ultimate success of the organisation.

CONTRIBUTION OF SHRD TO CORPORATE STRATEGY

SHRD is about the integration of HRD with corporate strategy and strategic business needs. The nature of link between SHRD and corporate strategy can be analyzed in terms of reactive and proactive continuum.
In the proactive mode, the HRD activities are seen as the determinants of corporate strategy. In the reactive mode, HR strategy is seen as fully subservient and corporate strategy ultimately determines HRD policies and practices.

CONCLUSION
Strategic HRD is concerned with the development of strategies for the provision of learning, development and training opportunities. The role of Strategic HRD is twofold. It has a strong impact on organizational success and it contributes to corporate strategy in both reactive and proactive way.

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