ESSENTIAL INGREDIENTS FOR AN EFFECTIVE HRD

FUNCTION

Professor Jayashree Sadri and Dr. Sorab Sadri

Besides training employees at all levels for enhancing their skill, attitudes and behaviors, the main objective of HR Department is to create a learning environment and a developmental climate.

For this to happen top management support and line management’s active cooperation is necessary.

A LEARNING CLIMATE IN AN ORGANIZATION IMPLIES THE FOLLOWING BASICS.

- Employees enjoy work- Desire to make things happen- System is open to new ideas- Managers walk their talk- There exists a climate of trust- Decision making is fair and transparent- Team work and camaraderie thrive- Experimentation is encouraged- Bonafide errors are acceptable- Mistakes are seen as learning opportunities- Accountability of HRD is public

Caution

However, these should be explicit and clarified through management policies and practices routinely.

They cannot be implied or assumed.

10 THINGS THAT THE HRD MANAGER MUST DO TO BRING ABOUT A LEARNING CULTURE.

1. Develop a clear and realistic HR philosophy and ensure that top management openly and consistently supports it.

2. Inspire line managers to develop a desire for learning and growth.

Cont’d.

3. Constantly enhance HRD plans, systems and policies.

4. Ensure that goals of the HRD department are in sync with goals of other departments.

5. Monitor effective implementation of HRD policies and plans.

6. Work in harmony with all HRM sub-functions like HRA, HRP, HRIS and IR to project a comprehensive HR initiative.

Cont’d.

7. Enjoy the confidence and support of the employee collectivity.

8. Keep communication flows open.9. Have a scientific temper so that climate

surveys, styles audit and the imparted- learning is reinforced periodically.

10.The HRD Head should be a good leader, communicator, as well as loyal and professional in his conduct so that respect is earned.

TOP MANAGEMENT AND HRDNo HRD intervention can succeed unless top management is visibly committed to it, does not use Training as a window dressing, and is prepared to walk its talk by supporting training initiatives through its reward policies.

Hence the first step for the HRD Manager will be to ensure that top management is on his side.

THE HRD MANAGER NEEDS TO START AND MAINTAIN INITIATIVES THAT ARE:

Motivational Articulated Realistic Credible Objectives related Novel Immediate

This MARCONI principle gives the HRD manager RESPECT, RELIABILITY AND RECOGNITION without which his intervention will be ineffective.

HRD MANAGER MUST POSSESS THE TEN KEY QUALITIES.

Positive attitude Helpful disposition Interest in people Learning desire Acceptance of peers Target centered behavior Example setting ability Leadership qualities Innovative ideas Clarity of thought and action

THE HRD MANAGER MUST ALSO POSSESS 4 COMPETENCIES.

To organize the HR system as a whole. To design training programmes and

develop skills within the HRD system. To implement policies into meaningful

practices. To lead from the front and even become a

role model.

Clarification

Qualities of an HRD Manager stem from his behavior and attitude.

Competencies of an HRD Manager stem from his subject knowledge, managerial skill and technological ability.

THE PROFESSIONAL MATRIX

High Flyers

(1.3)

Achievers

(3.3)

Balancers

(2.2)

Dead Wood

(1.1)

Loyalists

(3.1)

High

Low HighLOYALTY to ORGANISATION

L P O R Y OA F

L E T SY S Ito O N

RETRENCHMENT AND RETRAINING STRATEGIES

Retain if possible

(1.3)

Retain

(3.3)

Wait and Watch

(2.2)

Retrench

(1.1)

Retrench if possible

(3.1)

High

Low

P L R

O OY FA to EL ST SY I O N

LOYALTY to ORGANISATION

High

THE HRD MANAGER’S OUTLOOK

The HRD Manager is not likely to succeed unless he views the HRD function as a “dynamic system” and a “developing system” wherein he can alter inputs for getting desired outputs so that organizational goals are achieved.

A SYSTEMS VIEW OF TRAINING

INPUTS

TRANSFORMATION

OUTPUTS

FEEDBACK LOOP

THE SYSTEMS VIEW EXPLAINED

INPUTS

Top management commitment

A Learning organization

HRD competencies

Available training technology

TRANSFORMATION PROCESS

Training Sessions Encouragement Facilitation

OUTPUTS

Improved efficiency Enhanced Effectiveness Increased competencies Willingness to improve Creativity and innovation Belongingness need

WHAT DOES AN HRD SYSTEM IMPLY

Understanding the needs of the organization and the people.

Planning the HRD intervention very carefully with an eye on detail.

Creating policies and procedures for HRD implementation.

Implementing the HRD intervention as planned. Taking regular feedback, making corrections and re-

setting targets to constantly improve.

THE TRAINING SYSTEM

2. Responds by stating what Training can deliver

4.Offers help on minimum personnel needed for change

5.Works out and communicates Training specifications

7. Collaborates with other functions to achieve goals

8. Collaborates with people to achieve goals

THE WORK ORGANISATION 1. Decides on change and gives specifications

3.Studies implementation of training proposal

6. Gives green signal to proceed

IS YOUR HRD SYSTEM PEOPLE FRIENDLY?

Does it consider human values? Does it consider human emotions? Does it take account of aspirations? How does it deal with stress and conflict? Does it help the people to develop? Does it encourage creativity? Does it reward innovation?

IS YOUR HRD SYSTEM TECHNOLOGY SAVY?

Is the latest technology brought in and implemented?

Determining if the technological intervention logical and necessary?

Are systems of work updated so that the organization remains competitive?

Are technical skills of employees regularly upgraded through training?

PEOPLE CENTERED vs.

TECHNOLOGY CENTERED

HRD Managers must constantly strive to ensure that both the people and the

technology are regularly upgraded . People must also understand Technology, apply it

properly and be able to relate well to it.

WHY?Unless the internal customer

(employee) is motivated enough, possesses the required skills, attitudes and behaviors he will not be able to provide the quantity and quality of products and services in a

manner so as to keep the external customer (client) delighted.

The traps and temptations HRD managers should avoid.

Means – Ends trap Power Trap Administration Trap Insulation Trap Development Stagnation Trap Top management Vs Line manager Trap

THANK YOU