Post on 17-Jan-2016
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HRD STRATEGIES
• What does the company want to be in three years from now and the immediate one year and also in the next ten years .
Vision ,Mission , Objectives and goals of the organization. Are they well documented.
• Does HRD Strategies , plans aligned to the business as envisaged above.
• Current Skill base of HRD staff to meet the challenges.• What are HRD subsystems today to help the
organization to build itself competency base for the present , immediate future and long term goals.
HRD STRATEGIES
• What is the current level of effectiveness of the sub systems.
• Are the top management and senior managers conducive to a learning organisation.
POLICIES ,RULES & PROCEDURES
• Policies are understanding amongst a group of people about an organizational issue ,usually amongst the top management headed y organization head.
• Rules are guidelines to various intricacies with in the policies and which re to be followed and can be changed by Policy makers to meet the changes in the environment internal or external.
• Procedures – details out the process to be followed and adhered to .
HR DEVELOPMENT
• Competencies
• Commitment
• Culture
IDEAL CULTURE-OCTAPACE
• Openness – Transparency• Collaboration• Trust worthiness• Authenticity• Pro-action • Autonomy• Confrontation• Experimentation
CULTURE
Culture flows from top to bottom .It is the top management –Managing director and Chairman who set the pace for culture.
• Culture is set of values and believes• Has a great influence in image building- which gives a competitive advantage.•Influences organization performance
NEED
To build a lasting culture so that the employees learn and give of their best on a continuous basis
KEY HR SYSTEMS
• Selection and Recruitment• Induction• Training on job• Performance appraisals • Rewards & Recognition.• Potential appraisals – competency mapping • Promotions • Training & Development’• Career planning• Other soft skills development
KEY HR SYSTEMS
• SELF RENEWAL SYSTEM
Role Efficacy
Organization Development
Action Oriented Research• HRD CLIMATE
Values in the Organization
Quality Orientation
Rewards and Recognition
communicati0n
Empowerment
Importance of HRD
TYPES OF STYLE
Predominantly• Autocratic
• Democratic
• Benevolent
• Participative
MANAGEMENT STYLE
Benevolent or Paternalistic Style:
Highly relationship oriented.
Believes in generating loyalty and admiration for himself.
Guides his employees constantly and makes decisions for them.
Distributes favors on the basis of his likes and dislikes.
Are excellent in crisis situations.
Absence of boss is strongly felt.
MANAGEMENT STYLE
Critical Style:• Theory X type style.
Believe in close supervision and monitoring.
Oriented towards short term goals.
Cannot tolerate mistakes.
Want results immediately and are impatient.
Directive in their approach.
TOP MANAGEMENT STYLE
• Identify key management people – influencers• Take a consent for the study• Develop a suitable questionnaire-360 degrees• Administer the questionnaire • Analyze and draw conclusions• Discuss the style suitable for the environment ,
MANAGEMENT STYLE
Developmental Style:
Mature and real HRD style of management.
Believe in building the competence of their staff.
Encourage autonomy and independence.
System oriented and professional
Invest a lot of time in culture and commitment building.
Prevalent in top management of big Indian companies.
TYPICAL QS NEEDED TO BE ANSWERED WHILE AUDITING HR STRUCTURE
What kind of structure does the company need?
Do the HR activities contribute directly or indirectly to the business goals of the corporation
Do the organisation assess the level of importance of the activities to the business goals?
Does the organisation have HR competencies of the required nature, quality and magnitude to carry out the HR activities & to monitor the HR process?
How is the HR department placed? Is it placed under an appropriate top-level manager or the CEO to facilitate its work & align itself with the business goals?
TYPICAL QS NEEDED TO BE ANSWERED WHILE AUDITING HR STRUCTURE
CURRENT STRUCTURES AND STRUCTURAL ALTERNATIVES
A structure flexible to meet external Challenges
Dedicated and fully manned department
Corporate HRD with HRD cells locations
Lean Department
HRD task force
CEO as the HRD manager
Other structures
COMPETENCIES OF AN HRD AUDITOR
Expertise in integrated HRD systems
Skills for identifying developmental needs
Interviewing, observation, analytical and creative skills
Organisational Diagnosis, knowledge of lean organizations and OD skills
Benchmarking ,TQM ,BPR ,net working Skills
Knowledge of business and HR strategies
• Experience in HRS Systems implementation as a consultant or as a executive
Research Competencies particularly dealing with survey research
Program and project evaluation skills
Social Science research skills and oral communication
Reporting skills
Empathy and understanding
HRD SCORECARD
• HRD System Maturity - indicates to the extent the company has mature system in place. A mature system is one which appropriate ,well designed and managed ,planned and well executed.
• HRD Competencies maturity- indicates the extent to which the HRD managers have the required competencies to handle the HR function professionally , the extent to which line managers have the attitudes required to learn and grow , HRD styles of the top management indicating the extent to which the top management styles are aligned to HRD philosophy and facilitate learning among all .
•HRD Climate indicating the extent to which the firm has the required HRD Culture.
Business Linkage Maturity indicating the extent to which the above three –systems ,competencies and culture ,are aligned to business goals or organizational objectives .
GRADING
• The grades range from A+ to F where A+ indicates an extremely high level of maturity and F indicates an extremely low level or total lack of maturity.
• HRD Scores will help organization to identify the areas of Focus
Systems Maturity B+
HRD Competency Maturity A
HRD Culture Maturity C
Business Linkage D
WHO SHOULD DO THE AUDIT ?
Many authors recommend an external consultants for the following reasons
• More objectives and are not guided by internal compulsions
• Bring New perspective• Likely to suggest new bench marks• Not influenced by internal politics and familiarities.
Costs may be higher also the understanding of the organization may not be sufficient.