UNIT III HRD PHILOSOPHY AND STRATEGIES

HRD PHILOSOPHY AND STRATEGIES HRD is a process, not merely a set of mechanisms and techniques. Three emphasis are involved in the process of HRD. 1. Firstly, persons working in organizations are regarded as valuable resources : implying that there is a need to invest time and effort in their development. 2. Secondly, are human resources which means that they have their own special characteristics and therefore cannot be treated like material resources. This focuses on the need to humanize organizational life and introduce human values in the organization. 3. Thirdly, human resource does not merely focus on employees as individuals, but also on other human units and processes in the organization. These include the role or the job a person has in the organization, the dyadic unit (consisting of the person and his boss), the various teams in which the people work, inter teams and the total organization.
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Six Units or Targets which are included in human resources A. The Individual Employee E. The Inter-team
1. 2. 3. 1. 2. 3. 1. 2. 3. 1. 2. Self Management Competence Building Advancement Optimum Stress Linkages Autonomy Trust Mutuality Communication Cohesion Resource Utilization
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1. Collaboration 2. Identity

B. The Role

F. The Organization 1. Growth

2. Impact 3. Self Renewal

C. The Dyad

D. The Team

HRD PHILOSOPHY Return from investment in human resources is many times more than other resources. Material resources depreciate every year in value but human resources appreciate in value by acquiring greater knowledge, experience and efficiency. HRD represents those basic beliefs, ideals, principles and views which are held by the management with respect to the development and growth of employees. HRD PHILOSOPHY PLAYS TWO IMPORTANT FUNCTIONS It gives rise to Style of Management It makes organizational goals more explicit. Following Beliefs are essential for the success of any HRD program 1. Human beings are the most important assets in the organization. 2. Human beings can be developed to an unlimited extent. 4

3. Employees feel committed to their work and organization if the organization develops a feeling of belonging in them. 4. Employees have the feeling of belongingness in them if the organization adequately cares for the satisfaction of their basic and higher order needs. 5. Employees commitment to their work increases when they get opportunity to discover and use their full potential. 6. It is every manager s responsibility to ensure the development and utilization of the capabilities of his subordinates, to create a healthy and motivating work climate, and set examples for subordinates to follow. 7. The higher the level of the manager the more attention he should pay to the HRD function in order to ensure its effectiveness. 8. A healthy and motivating climate is one which is characterized by openness, enthusiasm, trust, mutuality and collaboration.
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HRD MATRIX Two Axes that make HRD matrix 1. Six Factor Targets of HRD The Individual Employee The Role The Dyad The Team The Inter-team The Organization 2. HRD Systems and Activities Appraisal Systems Performance Appraisal, Potential Appraisal and Performance Coaching. Career Systems - Career Development(on joining), Career Planning (career path after a considerable time in the organization), Mentoring (individual attention to young potential employees)
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 Training Systems Identification of training needs(TNA), Preparation of training strategy, Development of Training system, Curriculum designing, Training Evaluation and Effectiveness and Post training Support. Work Systems - Task analysis, Quality of work life( workplace democracy, autonomous work groups, participative management, diversity etc.), Productivity and improvement of quality of products, Stress Management( stress audit and stress management programs individual and organizational level) Cultural Systems - Development of organizational culture and organizational climate, Communication(top down, bottom up, horizontal, circular, external), Reward System including incentive schemes individual and team rewards. Self Renewal Systems 1)Organizational Development( Diagnosis of problems, collaborative work, Organizational Effectiveness) 2) Organizational health, monitoring organizational health, assisting sick departments, self renewal of departments, conflict management, creation of strong teams, promote enabling capabilities etc.), 7

Organizational learning (learning from experiences for future effectiveness), 3) Research Orientation (consciously collecting data in order to understand various issues, and designing intervention(involvement) based on such data).

HRD POLICIES HRD policies are general statements which guide thinking and action in decision making being only guides to thinking and action in decision making they have always room for discretion. HRD policies can be formulated to cover the following subjects i. Selection ii. Training iii. Compensation iv. Arrangement of work v. Employee services vi. Industrial Relations i. o o SELECTION POLICY - Should provide clear guidelines on following points Reservation of seats 9 Employment of local people

o o o o o

Promotions from within or outside the organization Preferences to be given to handicapped persons Discharging an employee s services(length of service or efficiency). Role of the union in the recruitment and selection of workers. Preview of the job to be given to applicant. (JD with the positive and negative aspects) o Expenditure to be incurred on selection. ii. TRAINING POLICY o How are training needs to be decided? o How should training curriculum be designed? o How should follow up and evaluation be done? o How should post training support be given? iii. COMPENSATION POLICY o The relation of wages to the market and to the industry rate. o Wages paid to different employees within the company. 10

o Recognition to be given to differences in individual performance. iv. ARRANGEMENT FOR WORK hours of work, number and duration of rest pauses, vacations and working conditions, types of leave etc. v. EMPLOYEE SERVICE Organizing cooperative societies, festival celebration, recreation centers, sports and family budgeting, insurances etc. vi. INDUSTRIAL RELATIONS Extent of faith in collective bargaining, Right of workers to decide the union and the union leader, third party intervention in industrial disputes. vii. HRD ACTION PLANS - In the last stage an action plan must be prepared for every sub-section of HRD. It must keep details about the way the sub-system is going to be implemented. It must also give information about the phases of the program and the sources from which it is going to be founded.
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HRD STRATEGY HRD strategy must be clear in the mind of the management, a vision that may guide the choice of HRD programs and direction. It should include following phases systematically in order to make it purposeful, meaningful and effective for the organization. 1. Acceptance of HRD philosophy and policy The success of HRD system depends upon the acceptance of HRD philosophy and policy by the top management.HRD exercise becomes meaningful and realistic when an organization believes that the development of individuals is in its own interest and expresses concern for the growth of its employees because Organization provides opportunities, climate and conditions for the development of human resources and its optimization. The top management is willing to invest adequate time and resources for the development of employees and to examine the organizational context and existing mechanisms in which human resource development will function. 12

 Employees are willing to avail themselves of the given opportunities for growth and development. 2. Determination of major objectives of HRD - After adopting the philosophy and policy of HRD top management should determine the major objectives of HRD. An objective specifies a single result to be achieved within a given period of time, which will accomplish all or some of the goals. 3. Factors affecting HRD - Organizational, environmental, social and cultural factors. Out of which organizational factors affect the most. Pereira and Rao have pointed the factors known as OCTAPAC. OCTAPAC culture is essential for facilitating HRD. O Openness when employees feel free to discuss their ideas, activities and feelings with each other. C Confrontation is bringing out of problems and issues into the open with a view to solving them rather than hiding them for fear of hurting or getting hurt. T Trust is taking people at their face value and believing what they say.
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A - Autonomy is giving freedom to let people work independently with responsibility. P - Productivity is encouraging employees to take initiative and risks. A- Authenticity is the tendency on the part of the people to do what they say. C- Collaboration is to accept interdependencies to be helpful to each other and work teams. 4. Assessing the identification of HRD Needs - through an analysis of organizational objectives such as problem solving objectives, innovative objectives, group objectives, individual development objectives ,regular training objectives etc. HRD needs the short term and long term should be assessed in the context of the organization. 5. Human Resource Planning Management should try to develop human resources after making a complete investigation of probable growth, and changes in various functions of the org n. The major elements in the process of HRD planning are 14 a) Human resource inventory

b) Human resource forecasting c) Execution of development plans. HRD dept. should prepare a plan for HRD for the company. Such plans should follow the corporate plan and should be both short and long term. 6. Developmental Programs Management should identify the HRD mechanics for implementation and out of this mechanism sub-systems must be chosen for implementation. It should be designed in such a manner as to work together as an integrated system. 7. Development of HRD climate HRD climate culture is essential for developing human resources. Management should assess the org n climate through the HRD climate survey. The survey should identify the factors which shall affect the HRD programs. 8. Build up on Infrastructural facility Internal and external resources and task forces and makes the allocation through HRD budget.HRD program has to utilize training personnel and HRD center properly and effectively. 15

9. Emphasis on long term results - HRD should have a long term strategy linked with corporate goals.HRD decisions and investments should be based on conviction(certainty) and commitment and not on expectations. Executives should keep themselves informed of the suitable changes that are taking place. Indicators of such change should be worked out from the beginning. 10. Evaluation and Corrective Action - Management should assess or evaluate the developmental efforts and corrective action should be taken if there is any deviation. Management should develop internal monitoring mechanism, built in periodic review mechanism. HRD should be reviewed and its progress assessed once a year by experts and through meetings and workshops. Assessment can be made at three levels Appreciation or endorsement level Did employees like the HRD programs and its contents? Learning level What did they learn during the program? Productivity or Result levels Have the new HRD programs given positive results such as reducing the cost increasing productivity, etc?
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11. Development of HRD as a profession- Developing people to do Performance appraisal, potential appraisal, and Counseling. Team building and OD, Job Rotation, Career Planning and Development, HRD Information System etc. Organizations should share their experiences and learn from each other like in U.K. and Japan and must develop a professional atmosphere of the HRD.

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BARRIERS OF HRD PROGRAMMES HRD programs are not within their limitations. The barriers are as follows. Myopic ( narrow minded, prejudiced) and habitual conceptions of organizational goals. Lack of proper attitude of top management towards the HRD programs. Lack of adequate resources for implementation of HRD programs. The inevitable irregularity of demand and opportunity of human resources. Fear of unrealistic expectation of workers, employees and managers from HRD schemes. Lack of proper response from employees. Over ego and over self assessment by the employees.
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