HRD : STRATEGIES AND SYSTEMS

1.1 1.2 1.3 1.4 1.5 Concept and Overview of HRD Field of HRD Goals of HRD Challenges for HRD Strategies of HRD HRD Experiences ( Cases)

Concept of HRD
Human Resource Development is a systematic process of growth and development by which the employees develop their abilities to manage. It is concerned with improving the performance of the managers by giving them opportunities for growth and development. Dale S. Beach define development as, ..the systematic process of training and growth by which individuals gain and apply knowledge, skills, insights and attitudes to manage organization effectively. Edwin B. Flippo defines development as the process by which manages and executives acquire not only skills and competency in their present jobs but also capacities for future managerial tasks. Koontz and ODonnell, defines the term development as it concerns the means by which a person cultivates those skills whose application will improve the efficiency and effectiveness with which the anticipated results of a particular organizational segment are achieved.

Basis of the Concept of HRD

Its emphasis on emotional and psychological approach to the issues that relate to the people. Its objective for continuous individual growth with a view for narrowing down the gap between the individual and the organizational goals through a process of integration. Its commitment to the philosophy of development for the achievement of this integration.

Strategies in HRD
1. 2. 3. 4. 5. 6. 7. 8. 9. The following are the strategies of HRD: Mutual trust and understanding Motivational traits Labour welfare Worker participation in management Policy of HRD Grievance handling Effective communication systems Conflict management Stability and strength of human relation

Goals of HRD

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The major goals of HRD are:

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To acquire or sharpen capabilities required by employees to perform various functions associated with their present or expected future roles. To develop employees general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organization development purpose. To develop an organizational culture in which superior-subordinate relationships, team-work and collaboration among sub-units are strong and contribute to the professional well-being motivation and pride of employees.

BROADER GOALS
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GENERAL GOALS

Higher Productivity of Employees Growth and Diversification of the Organization Cost Reduction in all aspects More Profits Better Image of the Organization More Competent People Better Developed Roles Higher Work Commitment and Job-involvement More Problem Solving Better Utilization of HR Higher Job Satisfaction and Work Motivation Better Generation of Internal Resource Better Organizational Health More teamwork, synergy and respect for each other

HRD Department and its Task

The main objective of the HRD department is to create a learning environment and development climate in the organization. The HRD department should create an enabling culture where the employees are able to make things happen and in the process discover and utilize their potential. Learning environment implies many things. These include a motivating environment where: People have a constant desire to put in effort and make things happen. People enjoy their work. People feel happy to contribute to the organization and derive satisfaction out of it. People are encouraged to express their ideas, opinions and views. People trust each other. People are willing to sacrifice smaller goals for the larger ones. Culture is characterized by collaboration and team spirit. People are encouraged to take initiative and show pro-activity. Problems are discussed openly and issues confronted rather than avoided, put under the carpet or postponed. People care for each other and are helpful to each other. Mistakes are used as learning opportunities.

Functions of HRD
1. 2. 3. Role of system development and research Supportive rule Strengthening operating and executives levels Consolidating existing strength Managerial role Planning for future manpower needs Getting the best people available Utilizing people selected Remaining, motivating and integrating people Assessing people for their contribution Planning growth of people Developing healthy relations Job analysis and evaluation Role of developing competence Technical competence Managerial competence Process competence Helping competence Coping competence Process role Creating the necessary culture and values in the organization Diagnosis Interprevention Personnel function and HRD

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In order to achieve HRD objectives, the HRD department should: Develop a human resource philosophy for the entire organization and get the top management committed to it openly and genuinely. Inspire line managers to have a constant desire to learn and develop. Constantly plan and design new methods and systems of developing and strengthening the HRD climate. Be aware of the goals of the organization and direct all their HRD efforts to achieve these goals. Monitor effectively the implementation of various HRD mechanisms. Work with unions and associations and inspire them. Conduct human process research, organizational health surveys and renewal exercises periodically. Influence personal policies by providing necessary inputs to the personnel/top management.

Challenges for HRD

1. 2. 3. 4. 5. The various challenges for HRD are: Communication gap Weaknesses of trade union Philosophy of management Defective policy formulation Poor-grievance handling

HRD Mechanisms of Sub-System (Fields of HRD)

There are many instruments that can be used to facilitate HRD. These instruments may be called sub-systems or methods or mechanisms. Each of these sub-systems focuses on some particular aspect of HRD. To have a comprehensive HRD, many of these instruments may be needed to be used simultaneously. Any systematic or formal way of facilitating competency, motivation and climate development could be considered an HRD instrument. The most frequently used HRD instruments art: Performance and potential appraisal, Feedback and performance coaching, Career Planning, Traininginduction, on job, and developmental, Organization development, Honours and Awards, Employee welfare and quality of work life, Self-renewal and institution building, Personal growth laboratories and worker education programme, Quality circles, task forces, and assignment groups, and Managerial learning networks.

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