HRD SYSTEMS

1. Career System
2. Work System
3. Development System
4. Self-renewal System
5. Culture System
 Career system
Attraction and retention of human resources

Manpower planning
Recruitment
Career planning
Succession planning
Retention
 Work system
Utilization of human resources
Role analysis
Role efficacy
Performance plan
Performance feedback and guidance
Performance appraisal
Promotion
Job rotation
Reward
 Development system
Development of human resources
Induction
Training
Job enrichment
Self-learning mechanisms
Potential appraisal
Succession Development
Counselling
Mentors system
 Self-Renewal System
Rejuvenating the organization through
human resources
Survey
Action research
OD Intervention
Organizational Retreat
 Culture System
Learning environment through human resources
Mission
Goals
Values
Communication
Task force
Small Group
Get-together and celebration
 Emerging HR systems and practices
HR vision and Mission
Competency based HR Practices
(CBHRP)
HR Shared Services (HRSS)
High Performance Work Systems (HPWS)
Learning Organization (LO)
Performance driven work culture
Virtual Team Building and Team Work
HR empowering systems and processes
Emerging HR systems and practices
PCMM
e-HR
HR Portals
e-learning
HR Score Card
Knowledge Management
Mergers and acquisitions- HR issues and
challenges
Career Anchors and Career Development
 HR Techniques/Tools

62 HR Tools/techniques-HRD in Real Time

Ability to use crucial
Technical HR
 HR Techniques/Tools
Competency mapping
Assessment/Development Center
360-degree feedback and appraisal
Appreciative Enquiry
Fishbowl
HRD Audit
 HR Techniques/Tools

LSIE/Future Search
In basket
Mind mapping
Participatory Research Appraisal
Action Research
 HRD Fields
HRD for Line Managers
HRD for Unions and Associations
HRD for NGOs
HRD for Government
HRD for families
HRD for Schools
HRD in Higher Educations
HRD for Terrorist groups
 HRD AND EFFECTIVENESS

1. HRD systems
2. HRD Processes
3. HRD Outcome
4. Organizational effectiveness
ORGANIZATIONAL EFFECTIVENESS MODEL
 HRD Competencies
Any HRD audit is incomplete without an assessment of those involved in
HRD. The HR personnel are the principal actors in the HRD field. They are
expected to spend all their time studying the HR needs of the company,
designing the HR strategies, aligning and realigning HRD systems to suit
the strategies, implementing HR practices, etc.

Their knowledge level, attitudes and skills play a critical role. The HRD
audit, therefore, looks at the competency base of its staff and assesses
their adequacy to suit the current and future HRD needs of the
corporation.

In addition to the HR staff, the line managers, top management and other
strategic persons like union representatives should also possesses the
right awareness, attitudes and skills. The HRD audit also attempts to
assess the level of these characteristics and their adequacy for good HR.

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 CHALLENGES FOR HR CHAMPIONS

HRD competencies and their requirements need to be

analyzed in the context of the business challenges and the
role of HRD professionals in meeting them. In this context the
following competitive business challenges ahead .identified
by Dave Ulrich (1997b) are worth noting:
Challenge 1. Globalisation
'Globalization entails new markets, new products, new
mindsets, new competencies, and new ways of thinking about
business. In the future, HR will need to create models and
processes for attaininig global agility, effectiveness, and
competitiveness.' (Ulrich, 1997b:2)

17
 Challenge 2. Value chain for global
competitiveness and HR services

This is what Ulrich has to say on buildining

customer-responsive organisations: 'Responsiveness
includes innovation, faster decision making, leading
an industry in price or value, and effectively linking
with suppliers and vendors to build a value chain for
customers.
To support the value chain argument, research
indicates that employee attitude correlates highly
with customer attitude.' (Ulrich, 1997b: )

18
 Challenge 3. Profitability through cost and
growth
Leveraging growth through customers involves efforts by the
firm to induce customers to buy more of its products and
services.
Leveraging growth through core competencies involves the
creation of new products and turning research knowledge
into customer products. Mergers, acquisitions and joint
ventures is the third growth path.
The issues for HR managers arising out of these are:
How can executives create a commitment to rapid growth and
the
culture that supports it while simultaneously controlling its
costs?
How can executives be sure that they hire people who can
grow the business while reducing overall labour costs?

19
 Continue----
How can executives create an organisational
structure that provides both the autonomy needed
for growth and the discipline needed to control
costs?
What are the HR implications of entering new
business, of leveraging core technologies that lead in
to unfamiliar business and of building the intimate
customer relationships that bring ever increasing
percentage of customer purchase. (Ulrich, 1997b, ]

20
 Challenge 4. Capability focus
'Organisation capabilities are the DNA of competitiveness.'
(Ulrich.1997:10) Capabilities may be hard such as
technological or soft, such as quality or organisational, speed
of response. etc.
The HRprofessional needs to address these in terms of:
. What capabaities currently exist within the firm?
. What capabilities will be required for the future success of
the firm?
. How can we align the capabilities with business strategies?
. How can we design HR practices to design the needed
capabilities?
. How can we measure the accomplishment of the needed
capabilities?

21
 Challenge 5 Change, change and change
some more
'Managers, employees, and organisations must learn
to change faster and more comfortably- HR
prolessionals need to help their organisations to
change.
They need to define an Organisational model for
change to disseminate that model throughout the
Organisation.
and sponsor its ongoing application. As cycle time
gets shorter and the pace of change increases. HR
professionals will have to deal with many related
questions including the following:

22
 Continue-----
How do we unlearn what we have learned?
How do we honour the past and adapt to the
future?
How do we encourage the risk taking necessary for
change without putting the firm in jeopardy?
How do we determine which HR practices to change
for transformation and which to leave the same for
continuity?
How do we change the hearts and minds of every
one to change?
How do we change and learn more rapidly?

23
 Challenge 6. Technology
'Managers and HR professionals responsible
for redefining work at their firms need to
figure out how to make technology a viable
and productive part of the work setting.'
(Ulrich, 1997b: 13)
Challenge 7. Attracting, retaining, and
measuring competence and intellectual capital
In this fast-changing world, attracting and
retaining talent becomes the battleground of
competitiveness. Securing intellectual capital
and developing it becomes a critical task.

24
 Continue----
The most sought after managers will possess
intellectual capital to do global business. A firm's
success depends upon not only the economic criteria
but also on the capability to attract and retain
intellectual capital.
This changes the measurement criteria of a firm's
success, and seeking, finding and using such
measures becomes another challenge for HR
professionals.

25
 Challenge 8. Turnaround is not
transformation

Many organisations in the past have undertaken

turnaround exercises using downsizing, business
process reengineering, consolidations, restructuring,
etc. They have become more profitable. Such
turnaround is not transformation.
Transformation involves some fundamental changes.
It may involve identity changes. Creating
fundamental and enduring changes may become
another challenge for HR professionals.

26
 COMPETENCIES NEEDED BY HR
MANAGERS
The following is a list of competencies that the HRD professional should possess to
meet the above-mentioned challenges of the corporation and society and perform
his or her role effectively.
HRD Professional Knowledge
1. Knowledge of HRD philosophy, policies, practices and systems
2. Knowledge of performance appraisal systems and practices
3. Knowledge of potential appraisals in theory and practice
4. Knowledge of career planning and development systems and
practice
5. Knowledge of organisational diagnosis interventions, Knowledge of learning
theories
7. Knowledge of training methods and systems
8. Knowledge of organisations, how they are structured and how they function
9. Knowledge of group dynamics and group functioning
10. Knowledge of inter-linkages between organisational goals, plans, policies,
strategies, structure, technology, systems, people management systems, styles etc.

27
 11. Knowledge of power dynamics and networks in the
organisation.
12. Knowledge of organisational plans, manpower and
competence requirements
13. Knowledge of social science research methods
1.4. Knowledge of job analysis, job enrichment, job redesign
and job evaluation
15. Manpower planning methods
16. Knowledge of role analysis techniques
17. Knowledge of employee-relations practices
18. Knowledge of the role of rewards
19. Knowledge of behaviour modification and attitude-change
methods
20. Knowledge of quality circles
21. Knowledge of recent developments in management
systems
22. Knowledge of personality theories and measurement

28
 23. Understanding of personal and managerial effectiveness
24. Knowledge of interpersonal relations and factors affecting
them.
25. Knowledge of what constitutes organisational health and
methods of surveying
26. Knowledge of instruments and methods to measure
human behaviour
27. Personal growth and its methods
28. Knowledge of turnaround strategies
29. Knowledge of creativity and problem-solving techniques
30. Knowledge of conflict management strategies and
techniques

29
 What is Organizational
Development?

A process for teaching people how to solve

problems , & take advantage of opportunities.
"People are like stained-glass windows. They sparkle and shine
when the sun is out, but when the darkness sets in, their true
beauty is revealed only if there is a light from within."-
Elisabeth Kubler-Ross (Psychiatrist and Author)
ABOUT ORGANISATIONAL DEVELOPMENT

Relatively new field of study -1950s & early 1960s

OD is about how organizations and people function and how
to get them function better.
A systematic process for applying behavioral science
principles & practices in organizations to increase individual
& organizational effectiveness.
Organization Development is an effort (1) planned, (2)
organization-wide, and (3) managed from top, to (4) increase
organization effectiveness and health through (5) planned
interventions in organizations processes, using behavioral-
science knowledge. Beckhard, 1969

OD is an organization improvement strategy

 CONTD.
It emerged out of insights from group dynamics & from the theory &
practice of planned change.
In the mid-1970s, O.D. was first introduced in India in Larsen
and Toubro as a formal and structured part of the HRD
department.
OD An organizational improvement strategy focusing on dual aspect
: improving organizations & developing individuals.

Start Point when the leader identifies an undesirable situation and

seeks to change it.

Focus - Making organizations function better (total system change).

Orientation - Action (achieving results through planned activities).

Start Point
Poor alignment to organizations strategy

Low productivity

Organization Intergroup conflict

Interpersonal conflicts
Focus
Change new state of things, different from old state of things

Can be viewed as an opportunity or as a threat

First order change

(making moderate adjustments)
Change
Second order change
(reinvent, reengineer, rewrite)

What needs to be changed and how to go about it ?

OD consultants are experts in organizational change

Orientation

Diagnosing This process is known as

Action Research
Taking Action Three ingredients:

1. Participation
Re-Diagnosing
2. OD consultant (as collaborator & co-learner)

Taking New Action 3. Iterative process of diagnosis & action

Change occurs based on the actions taken

New knowledge comes from examining the

results of the actions.
 HUMAN RESOURCE DEVELOPMENT(HRD)

Defined as a set of systematic & planned activities designed

by an organization to provide its members with the
opportunities to learn necessary skills to meet current & future
job demands.
The original HR wheel from McLagan identified three primary
HRD functions:
1. Training & development,
2. Organization development, &
3. Career development
CONTD.
Human Resources Development is a framework for the
expansion of human capital within an organization.
Human Resources Development is the medium that drives the
process between training and learning in a broadly fostering
environment. Human Resources Development is not a defined
object, but a series of organized processes, with a specific
learning objective (Nadler,1984).
A quality HRD department is a strategic partner and asset to
the organization.
 OD-HRD INTERFACE
An Organization Development practitioner is to an
organization as a physician is to a human body. The
practitioner "diagnoses" (or discovers) the most important
priorities to address in the organization, suggests a change-
management plan, and then guides the organization through
the necessary change. There are different definitions and views
on how the change should occur.
The Human Resources Development (HRD) department
should be an integral part of the overall OD strategy by
directing personnel toward the desired outcomes. Since HRD
is a part of OD the strategic planning will involve similar and
or the same concepts.
 OD-HRD INTERFACE
In recent years, one particular concept of increased interest is the
measuring of the processes and affects of HRD. These HRD
measurements are seen as a leading indicators rather than lagging
indicators such as financial reports.
The HRD measurements are documented to track how well each
process is contributing to the overall OD strategy.
HRD must define and identify the performance drivers and enablers
of the organization that fit into the OD strategy.
A performance driver that is identified to increase customer
satisfaction may stem from training sales associates to ask customers
certain questions that will better describe the customer's needs and
desires. These measurements also allow for the verification of how
HRD contributes to the strategy and bottom line of the organization.
 OD-HRD INTERFACE
A major concept in HRD is the process of defining and training
personnel in specific competencies.
One of the functions of training is developing behavioral changes
in personnel to the betterment of both the person and the
organization. These are valued changes such as increasing
competencies that improve process skills that further lead to the
creation of opportunities for recognition, promotions for the
employee and increased productivity for the organization.
The process of matching proper personnel to the position or tasks
is also an important concept in HRD. Spending the right amount
of time and money in recruiting quality personnel is a trade off
that, done properly, will result in lower turnover rates, higher
aptitude toward learning the required competencies of the positions
and innovations of improving the positions and processes.
CONTD.
HR and OD share similar roots in the human aspect of
organizations. In the past, distinct differences between HR and
OD served to clearly differentiate the two disciplines.
However, as each discipline has evolved, the differences
between them have diminished. Currently, the fields of HR and
OD are blurred, with no evident dividing line drawing
distinction between these two disciplines
In the present, as HR functions are outsourced and OD
departments emerge in organizations, we have HRD and OD
battling over who should be located inside the organization.
HRD is trying to protect their internal location as OD begins to
move in.
Forces Influencing the Workplace
and Training
Globalization
Need for leadership
Increased value placed on knowledge
Attracting and winning talent
Quality emphasis
Changing demographics and diversity of the
work force
New technology
High-performance model of work systems

1-
42
Employee Training and Development
Importance of Training
Who Will Do the Training
How Employees Learn Best
Developing a Job Training
Program
Retraining
Orientation
Overcoming Obstacles to
Learning 43
 Training Design Process

Ensuring
Conducting Employees Creating a
Needs Readiness for Learning
Assessment Training Environment

Developing an Ensuring
Evaluation Plan Transfer of
Training

Monitor and
Select Training
Evaluate the
Method
Program
Overcoming Obstacles to Learning
Reduce fear with a positive
approach (convey confidence in the
worker).
Increase motivation: emphasize
whatever is of value to the learner,
make the program form a series of
small successes, build in incentives
and rewards.
Limited abilities: adjust teaching to
learners level.
Laziness, indifference, resistance:
May mean a problem worker.
45
Overcoming Obstacles to Learning
Teaching not adapted to learners:
Deal with people as they are (teach
people not tasks), keep it simple,
involve all the senses.
Poor training program: revise to
include objectives.
Poor instructor: The trainer needs
to know the job, be a good
communicator + leader, sensitive,
patient, helpful, etc.

46
Training meeting about sustainable design. The photo shows a
training meeting with factory workers in a stainless steel
eco-design company from Rio de Janeiro, Brazil.
These types of meeting are important in order make people work
together in one shared goal. [source:wikipedia]
 Top managements role in OD

An OD intervention is usually a top down

activity that is initiated by the senior
management to improve organisational
effectiveness or to deal with the current or
expected future challenges of the market place.
Contd.
These responsibilities divided into three parts :

1. Pre intervention
2. During intervention
3. Post intervention
 Pre intervention
The planned change process generally starts
when one or more key managers somehow
sense that their organization could be improve
or has problem that could be alleviated through
organization development.
Problem such as poor product quality , high
rate absenteeism and conflicts.
Initial responsibility of top management called
entering and contracting stage
 Pre intervention
These are the stages of pre intervention:

Entering into an OD relationship

Clarifying the organizational issues

Determining the OD team member

Select an OD practitioner
cont.
Developing a contract

Clarifying mutual expectation

Allocating time and resources

Establish ground rule

 During intervention
Organization leaders must give careful attention
to each activity when planning and
implementing organizational change. Unless
individuals are motivated and committed to
change, unfreezing the status quo will be
extremely difficult.
 Five activities must be managed
effectively to realize success

Motivating change

Creating readiness for change

Overcome Resistance to change

Developing political support

Sustaining momentum
 Post intervention

The final stage of the OD cycle evaluation and

institutionalization. Evaluation is concerned with
providing feed-back to practitioners and organization
members about the progress and impact of
interventions. Such information may suggest the need
for further diagnosis and modification of the change
program, or it may show that the intervention is
successful.
 Four stages of post intervention
Implementation and evaluation feedback

Institutionalizing intervention

Reward allocation

Sensing and calibration

 HRD Strategies
HRD Strategies are a plan that defines how the human
resources would be utilized through the use of an integrated
array of training, organizational development and career development
efforts to achieve individual, organizational objectives.
 Major HRD Strategies

Communications Strategy:
In todays changing scenario, it is essential to
educate and train employees about the change

Accountability And Ownership Strategy:

Employees accountability and ownership leads to
higher productivity and customer acceleration.

Quality Strategy:
Quality needs to be fostered in the employees
through training and development.
 Cost Reduction Strategy:
Every employees contribution in savings is crucial as small
contributions from each employee can be pooled by
organizations to save substantial savings at the end of a given
period and enhance its competitive strategy.

Intrapreneurship Strategy:
Every employee needs to be an independent entrepreneur,
who can generate ideas and bring them to reality by using the
existing resources and support of the org to create innovative
and creative products and services.

Culture Building strategy:

Orgs valuing its employees have a sustainable competitive
edge over competitors because employees are highly
charged, motivated and commitment to the org.
Systematic Training Strategy:
The planning and organization of formal on-job
training and off-job training leads to improving vital
employee characteristics, build and sustain
appropriate work culture and brings in more
professionalism in action.

Learning Strategy:
Continuous development and learning environments
promote self development of employees, of self and
by self.
 Goals of HRD
To enable the capability of each employee as an individual in relation to
his present & future role.
To develop relationship between each employee & his/her supervisor.
Integration of people development with the organizational development.
To develop team spirit in people working in an organization.
To develop the human resources philosophy for the entire organization &
get the top management committed to it openly.
To develop cooperation & Collaboration among different units of the
organization.

.
 Maximization of learning opportunities of individuals in an
organisation
To maintain the overall health of an organisation.
Balancing of change & adaption.
HRD is needed to develop competencies.
Create environment for the trainees conducive to their character
building.
Promote a culture of creativity, innovation, human development,
respect and dignity.
Provide opportunity for development of different level of
employees.
Need based training programs.
Prepare newly inducted staff to perform their work with high level
of competency and excellence.