Transcript of projectonhumanresourcedevelopmentppt-131204074252-phpapp01
- 1. (ROLE OF HRD IN PUBLIC SECTOR) PROJECT ON HUMAN RESOURCE
DEVELOPMENT SUBMITTED TO: DR. GAGANDEEP SUBMITTED BY: JYOTSNA GUPTA
M.COM 3RD SEMESTER
- 2. INTRODUCTION In simple terms, HRD is concerned with the
development of the human resource function in an organization. The
term Human Resource development involves mainly two terms: Human
resource and Development. -Human resource which consists of the
total knowledge, creative abilities, skills, talents and aptitudes
of an organization's work force, as well as the values, benefits,
and benefits of an individual involved in the organization.
-Development on the other hand involves enhancement of the skills
and abilities of the employee in the present job as well as making
him
- 3. IMPORTANCE OF HRD Growth of organization: It is associated
with the development of its workforce. Development of work culture:
Improving the efficiency of employees, better communication,
development of mutual cooperation and creativity of all the
members. Developing potentialities: HRD manager focuses on enabling
people to self-actualize through a systematic approach leading to
development of their talents. Growth of employees: Helps employees
to know their strengths and weaknesses and enable them to improve
their performance.
- 4. MAJOR HRD MECHANISMS OR TOOLS
- 5. PERFORMANCE APPRAISAL It is used as a mechanism to
understand the difficulties/weaknesses of the subordinates and
help/encourage them remove all these and realize these. Other
objective is to identify their strengths and weaknesses of the
subordinates too and to provide them a positive environment and
them to understand their positive attitudes.
- 6. CAREER PLANNING In HRD, corporate strategies and business
expansion plans should not be kept secret. Long term plans of the
organization should be made transparent to the employees. Most
individuals want to know their career growth and other
possibilities. Hence the managers should transform the organization
plans to the employees, thus making way for the employees to plan
their growth possibilities accordingly.
- 7. TRAINING The training is directly linked with career growth
and appraisal of the employees as such. Employees are given on the
job training as well as off the job training.
- 8. POTENTIAL APPRAISAL AND DEVELOPMENT The capabilities should
be developed within the employees to grow/perform new goals &
responsibilities by themselves continuously. A dynamic and growing
organization needs to continuously review its structure and
systems, creating new roles and assigning new
responsibilities.
- 9. REWARDS Rewarding employees is a significant part of HRD. By
this, the organization in motivating & recognizing the employee
talents as such. It also helps in communicating the values of the
organization also.
- 10. EMPLOYEE WELFARE HRD systems focus on employee welfare and
quality of work life by continually examining employee needs and
meeting them to the extent possible.
- 11. ORGANISATION DEVELOPMENT A continuous effort is maintained
to maintain the development of the organization as a whole. This
may be mainly through research methods and all, where in possible
development in specific areas may be reviewed and corrective action
may be taken.
- 12. FEEDBACK AND PERFORMANCE COACHING This is the
responsibility of the supervisors to continuously monitor the
employee performance and review and provide necessary suggestions
to improve them.
- 13. ISSUES IN PUBLIC SECTOR Inadequate training and
inappropriate selection of government employees Poor working
environment for health workers Poor moral and lack of involvement
of workers in the management decision making process Irrelevant job
description of employees Employees turnover Inadequate evaluation
of the skills and level of performance of workers Poor work ethic
amongst public sector employees
- 14. HUMAN RESOURCES ARE DESIGNED TO MANAGE THE FOLLOWING
Employee benefits Employee health care Compensation Annual, sick
and personal leave Sick banks Discipline Records(tax information,
personnel files, etc.) Recruitment and employee retention
strategies
- 15. Undertakings Currently a few of the PSUs at crossroads in
spite of some innovative practices a few of them are attempting.
Have become short term target driven than long term intellectual
capital focused. Implementation suffered due to frequent changes in
top leadership. Instead of figuring out and working on
implementation issues most PSUs and their managers are busy in
shopping spree to introducing systems without understanding the
implications and changing systems along with the consultants as
their top management changes.
- 16. The Trend Which is meant to set Direction for the Future by
Pointing Out The Areas Where The PSUs Lacks:-
- 17. HR in PSUs in 70s and 80s PSUs attracted highly competent
people in the past. It used to be a prestigious thing for most
engineering graduates from leading educational institutions like:
NTPC, BHEL, BEL, HMT, HAL and the like in 70s and 80s. Thus the
PSUs attracted talented engineers and other graduates. They also
instituted good HRD systems which were path breaking. Like, HMT was
the first to start a dedicated Organization Development deptt in
early 70s. SBI and its associates were the first to start the HRD
functions under the guidance of Dr. Udai Pareek and appointed a
full-fledged HR deptt to design and implement HRD systems to
promote continuous development of employees. The HRD Managers of
the Associate Banks used to meet periodically to share their
progress. OD work was undertaken systematically to survey the
organizational climate in these banks.
- 18. SBI itself appointed a highest level functionary to look
after HRD. In the late 70s Bharat Earth Movers appointed the author
as advisor in general managers' capacity to design and develop HRD
systems and also to train internal talent to manage HRD. Indian Oil
Corporation used to conduct regular survey of HRD Climate in early
80s and was first to bring out a Role Directory internally SAIL
revamped the Performance Appraisal and various other systems with
the help of IIMA. HPCL was first to think of Communications as a
strategy of HRD and examine all its policies form the angle of
communications in mid-80s, IIM helped it in doing the same.
- 19. Thus HRD in PSUs in seventies and eighties can be
characterized as path breaking, with highly committed HRD
facilitators who devoted their time and energies to design and lead
HR. This era can be characterized as HR Leadership era in seventies
and eighties
- 20. Fall of HR- Nineties With liberalization the bench marks
started changing. The HR departments had to largely perform the
painful role of downsizing and VRS schemes in many organizations.
Organizations were under tremendous pressure to perform. This
perhaps was the time when HR Managers could have come more alive
and thought of innovative HR practices for developing current
manpower, modernizing their technical and other skills, conduct
change management programs and develop new era of leadership.
Unfortunately they were caught unaware. Combined with this was
pressure on organizational performance, upgrading the quality of
products, cost reduction exercises etc.
- 21. The HR people largely concentrated on downsizing or right
sizing the organizations. Unfortunately this also happened to be
the time when many private sector and MNCs grabbed competent people
from PSUs. Many PSUs like the SAIL, NTPC, IOC etc. lost a lot of
its talent to private sector and MNCs. The HRD managers of PSUs
helplessly watched this talent migration. Their focus on
performance management and OD interventions also dwindled. However
in all fairness it must be said that a few of them struggled and
did their best to keep their talent management practices intact. As
the PSU chiefs were pre-occupied with debates on privatization or
disinvestment they remained the HR got pre-occupied with downsizing
and right sizing and VRS
- 22. HRD suffered quite bit in this period and its credibility
got into the bottom. A few innovations started in those years to
promote change went un-noticed or talked about. For example SBI
under the guidance of the then Banking Secretary Dr. Y. V. Reddy
introduced Assessment Centre Approach in the top level promotions.
In this approach the departmental Promotions at top level got
replaced by a full day testing and interactions by a group on
internal and external experts who sued multiple techniques of
assessment. IOC started its Petroleum Management Institute. RBI
itself has appointed a HRD Advisor to change its HRD systems.
- 23. Rise of HR in 2000+ Competencies are being recognized the
PSUs have come to terms with the reality. They also face the stark
reality that they have to be content with existing systems and
staff. Given the difficulties in compensation changes there is a
recognition that PSUs cannot come to compete with MNCs in their
race for salaries. They however recognize that their CTC (employee
Cost to Company) as they projected are under-estimates of what they
really give to their employees. When their investments on
infrastructure like residential facilities, hospitals, schools,
town ships, other benefits in organizations like SAIL, BHEL, BEML,
ITI, LIC, BEL, HAL, Nationalized Banks are taken into account the
CTC may be considered as large though not comparable with the MNCs
and
- 24. This recognition coupled with the reforms in PSUs
relentlessly though somewhat unsuccessfully being pursued by the
Government has put pressure on the new HR Manager in the PSUs to
perform. Today almost all PSUs have Director level positions for
HR. They are expected to manage talent. Many of the PSUs have begun
to meet this challenge in the last ten years by initiating
appropriate interventions NTPC has profiled the competency
requirements of its General managers and EDs in early part of this
century and started the concept of assessment centres. They have
been running the
- 25. ONGC has also started Assessment and development Centers
for their Asset and basin managers and have trained a number of
their Directors as assessors with h the help of the author. SAIL
has revisited their performance appraisal system and has redesigned
the new system incorporating 360 Degree Feedback and Assessment
centers for appraising the potential of their managers. HAL has
been running Leadership development programs with the help of IIMs
and other consultants. BEL has been using 360 degree Feedback and
Change Management interventions to train their Managers with the
help of MDI, COD and TVRLS
- 26. Bharat petroleum has been conducting a number of change
management initiatives by developing internal change agents and
facilitators of change. HPCL is extensively using competency
mapping and ADCs for talent recognition programs. BPCL has even
facilitated a nationwide study of the competencies required for the
New CEOs in private and public sectors. Thus a number of good
practices are going on at present. The recently released directive
from the Department of Public Enterprises appealing to all PSUs to
revamp their PMS and make it more robust and transparent especially
in view of the introduction of the performance based incentive or
pay system is laudable and may give rise to some innovations and
more accountability
- 27. Conclusion The analysis has assisted in creating a path
forward in the design and development of the HRD strategy. Not all
ideas proposed could be embodied in the strategy. Notwithstanding,
those ideas that are identified in this section constitute the key
areas of focus and the initiatives which could potentially make a
substantial difference in the structure and practice of HRD in the
Public sector.
- 28. CASE STUDY HUMAN RESOURCE DEVELOPMENT PRACTICES IN PUBLIC
SECTOR MILK PROCESSING ORGANIZATIONS IN WESTERN MAHARASHTRA
- 29. ABSTRACT HRD practices in public sector milk processing
organizations in western Maharashtra are very weak. It needs to be
strengthened by implementing on scientific line. The recommended
HRD model would give better results to public sector milk
processing organizations in strengthening the HRD practices.
- 30. INTRODUCTION Public sector milk processing organizations
have an excellent infrastructure setup, well equipped plant, modern
machineries and employing huge workforce but these are few in
number as compared to private and cooperative sector milk
processing organizations in the said area. These organizations are
mainly for bringing out thorough development of the milk sector,
speed up milk industrialization uniquely at different geographical
areas and energize other sectors milk processing organizations.
These organizations are playing vital role in creating healthy
competition in the market however if it is eliminated from the
market, there will be no control over the private and cooperative
sector units resulting in exploitation of the society at
large.
- 31. METHODOLOGY ADOPTED In Pune and Nasik region of Western
Maharashtra, among the registered organizations in public sector, 7
milk-processing organizations are actually functioning. Out of
these, 6 organizations were incorporated in the sample of the
present study- three each from Pune and Nasik region- by adopting
following criteria as: equal number of organizations from both the
region, only one organization from the district, well reputed
organization, permission for research, organization with 5 years of
registration, more than 30 employees, daily milk collection minimum
of 5,000 lit and plant handling capacity minimum of 20,000 lit/day.
The total number of workforce in these organizations was 1652; out
of these 461 belonged to management staff and 1191 belonged to
employees category. As it was quite difficult to conduct the survey
for all the workforce, 30% of both the category i.e. 138 management
respondents and 357 employee respondents, in total 495 respondent
workforce, were selected for the present study by adopting
proportionate convenience sampling technique to accomplish
objectives of the study: 1. To examine HRD practices being followed
in selected milk processing organizations under study and 2. To
suggest remedial measures in order to enhance the quality of HRD
practices.
- 32. Researcher collected primary data through survey method,
discussions and interviews, non-participatory observation method
and secondary data through documentary research method and
unstructured interviews to justify the set hypothesis: 1. HRD has
no role in the success of milk processing organizations. 2. HRD
practices in public sector milk processing organizations in Western
Maharashtra are strong. The geographical scope of the study covers
the entire division of Western Maharashtra, the topical scope
covers the evaluation of the on-going HRD practices, the analytical
scope covers the fulfillment of the set objectives and the
functional scope is confined to offering meaningful recommendations
for improving the HRD practices of the organizations. However, the
interview schedules used for collecting the primary data were
neither designed to ascertain the respondents biases nor to gauge
the influence of these biases on the intensity of their responses.
Again, the study has included urban and rural areas of Pune and
Nasik region the spatio-temporal perceptions of individual
employees differ widely and have accordingly influences their
responses.
- 33. HRD practices in public sector milk processing
organizations As most of the HRD practices are at a very poor level
in the Public sector; it is a terrific worrying situation and
policy maker/ Government should initiate immediate drastic HRD
interventions to prevent the situation from deteriorating further.
Researcher has put forward the Raj - Shankar model of HRD for each
of the 21 HRD activities practiced in public sector milk processing
organizations .The abstract from the model is noted as: 1.
Government /policy maker should bring out a sea change in the
existing HRD policies 2. Appoint professionally sound people in the
top level management as well as consult with professional
organizations 3. Create separate HRM department, appoint HRM/ HRD
manager preferably candidate with MBA HR. 4. Provide liberty to HR
manager to evaluate existing HRD policies and redesign it, if
necessary, with the active support of top management. 5. Widely
make aware of all the HRD activities to the workforce. 6. Encourage
workforces comments, criticisms and involvement 7. Made available
every help and support to them 8. Continuously evaluate and
follow-up.
- 34. CONCLUSION Overall, HRD practices in public sector milk
processing organizations in Western Maharashtra are judged on the
basis of theoretical presentation and the analysis of the empirical
data. Accordingly, it is concluded that in milk processing
organizations in Western Maharashtra HRD practices are very weak
and need to be strengthen in order to sustain in todays global
competition.