MMPH-002

Human Resource
Development

BLOCK 1 INTRODUCTION TO HRD 5

Unit 1 Human Resource Development: An Overview 7

Unit 2 HRD Systems 19

Unit 3 HRD: Processes and Methods 38

BLOCK 2 MANAGING HRD 61

Unit 4 HRD for Employees 63

Unit 5 Role of HR Managers 77

Unit 6 Competency Mapping 87

Unit 7 Analysis of Performance and Career Planning 107

BLOCK 3 HRD IN PRACTICE 135

Unit 8 HRD Culture and Climate 137

Unit 9 Counseling, Coaching and Mentoring 154

Unit 10 HRD in Industrial Relations 176

BLOCK 4 EXPERIENCES AND TRENDS IN HRD 191

Unit 11 Emerging Trends and Perspectives 193

Unit 12 HRD Experiences 210

COURSE DESIGN AND PREPARATION TEAM
Prof. K Ravi Sankar Prof. Shalini Garg
Director, Department of Management
School of Management Studies, Indraprastha University
IGNOU, New Delhi
Prof. Srilatha
Prof. Prabhakar Jha
School of Management Studies,
Retd. Professor,
IGNOU, New Delhi
University of Patna,
Patna, Bihar
Prof. Neeti Agrawal
Prof. P. Jyothi School of Management Studies,
Dean, IGNOU, New Delhi
School of Management Studies
University of Hyderabad Prof. Anjali Ramteke
School of Management Studies,
Prof. Sita
IGNOU, New Delhi
School of Management Studies
University of Hyderabad
Prof. Kamal Vagrecha
Prof. Rajeswari Narendran School of Management Studies,
Department of Management, IGNOU, New Delhi
Udaipur University, Udaipur
Dr. Leena Singh
Dr. Tripti Singh School of Management Studies,
IIIT, Allahabad IGNOU, New Delhi

COURSE COORDINATOR AND EDITOR

Prof. Nayantara Padhi
School of Management Studies,
IGNOU, New Delhi
Acknowledgement: Parts of this course have been adapted and updated from the course MS 22:
Human Resource Development, SOMS, IGNOU.

MATERIAL PRODUCTION
Mr. Tilak Raj
Assistant Registrar
MPDD, IGNOU, New Delhi
July, 2022
© Indira Gandhi National Open University, 2022
ISBN:
All rights reserved. No part of this work may be reproduced in any form, by mimeograph or any other
means, without permission in writing from the Indira Gandhi National Open University. Further
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MMPH 002 HUMAN RESOURCE
DEVELOPMENT
A strong Human Resource Development (HRD) can improve company’s
productivity and profitability while increasing employee satisfaction. HRD is
actually one of the most significant opportunities that employees look for
when they are considering taking a new position. It helps employees feel that
their company is invested in them, which creates a more loyale workforce
and also makes them more accepting of change when they are exposed to
new skills, information and practices on a regular basis.
This course aims to provide insights into:
• the basic concepts of HRD;
• how to manage HRD;
• HRD practices in different companies; and
• The emerging trends in HRD.
The course contains four blocks and having twelve units. The outline of the
course is as below.
MMPH 002: Human Resource Development
Block 1: Introduction to HRD
1. Human Resource Development: An Overview
2. HRD Systems
3. HRD :Processes and Methods
Block 2: Managing HRD
4. HRD for Employees
5. Role of HR Managers
6. Competency Mapping
7. Analysis of performance and career planning
Block 3: HRD in Practice
8. HRD Culture and Climate
9. Counseling, Coaching and Mentoring
10. HRD in Industrial Relations
Block 4: Experiences and Trends in HRD
11. Emerging Trends and Perspectives
12. HRD Experiences
 BLOCK 1
INTRODUCTION TO HRD
 Human Resource
UNIT 1 HUMAN RESOURCE Development: An
Overview
DEVELOPMNENT: AN OVERVIEW

Objectives

After going through this unit, you should be able to:

• understand the meaning of Human Resource Development;

• explain the Mechanisms of HRD;
• enlist issues/challenges in HRD;
• identify best practices in HRD; and
• predict future of HRD

Structure

1.1 Introduction
1.2 Meaning of HRD
1.3 Importance of HRD
1.4 Evolution of HRD
1.5 HRD Mechanisms
1.6 Issues and challenges in HRD
1.7 Role of top management in HRD
1.8 Self-Assessment Questions
1.9 Further Readings/ References

1.1 INTRODUCTION
The human relation movement approach dates back to the era of 1920-1930,
when Elton Mayo’s Hawthorne experiments leading to give relevance to
‘human’ as prime mover of all the resources. This movement further led to
the development of human behavior at work in the decade 1950-1960s.
Gradually, it became evident that the growth and success of the organization
depends upon human asset and focus shifted from only profit to managing
such valuable asset for better and sustainable returns. Many organizational
have realized the potential of their employees and are working towards
enhancing their growth and development. They understand that this has direct
relation with the organizational competences. In this regard, several
organizations have adopted separate department dedicated towards grooming
and skilling their human resources (Rao & Abraham, 1984). This department
termed as human resource department deals with managing employees by
providing them training, development, mentoring, counseling for their career
and personal growth by providing them performance management support
eco-systems. There are many organizational success stories which confirms,
that, if you focus on human potential by developing pragmatic, innovative 7
Introduction to and radical interventions, it is imperative to see unprecedented and
HRD
exponential growth of the organization. Similarly, the organizations that
ignore human and synergies of human potential they tend to remain either
stagnant or fade away.

The VUCA (Volatile, Unprecedented, Complex and Ambiguous)World

brought tsunami of changes in the way human resources have been managed.
However, Covid -19 has brought a screeching halt to all practices ever since
we realized it as Pandemic. The ‘New Normal’ welcoming disruptions
beyond imagination and has brought a completely new avatar of HR making
work from home, hybrid work and third places work stations a reality. The
fluidity of HR interventions has become a grand challenge where digital age
solutions only can make things happen. The virtual world has taken over
from physical spaces and employee experiences have gone to Gen-Next of
highest ever screen times ever.

The biggest challenge to HRD is facing to upkeep the morale of the

employees, take care of 360 degrees of employee well being and manage
things 24×7×365 days partnering the disruptive dynamics of business and
still continue to add value in the revenue function. Work from home has
welcome virtual organizations where managing human resource is a
stimulating task. The digital world has transformed the role of HR
managersand therefore, it is essential to understand human resource
development.

Gary L Nielson, Karla L Martin and Elizabeth Power state in their HBR
article ‘The secrets to successful strategy execution’ that the time has come
for all the organizations to alter to flexi-organizational structure, redesign
expectation matrices, re-align people power, improve on maximizing efforts
to pace idea to execution, include and involve teams and keep pumping the
motivation.

Box 1

Scenario Analysis
There are 3000+ employees in your organisation which is a leading IT
solutions company in Bengaluru.
The company has allowed choosing any model of working in the post
pandemic scenario and now 43% employees wanted to continue to work
from home, 26% want the hybrid model of working and 31 % who are
desperate to join back full time office.
Questions
• What shall be the strategy of employee development interventions of
HR function in such situation?
• Can this be same for all? How easy or tough it may be for the HRD
function to plan such interventions?
8
 Human Resource
1.2 MEANING OF HUMAN RESOURCE Development: An
DEVELOPMENT Overview

Several definitions have been proposed to describe the meaning and concepts
of human resource development.

• HRD concept was first introduced by Leonard Nadler in 1969 in a

conference in US. He defined HRD as “…those learning experience
which are organized, for a specific time, and designed to bring about the
possibility of behavioral change”.

• In the words of Prof. T.V. Rao, "HRD is a process by which the

employees of an organization are helped in a continuous and planned
way to:
o acquire or sharpen capabilities required to perform various
functions associated with their present or expected future roles;
o develop their general capabilities as individual and discover and
exploit their own inner potential for their own and /or organizational
development purposes;
o Develop an organizational culture in which superior-subordinate
relationship, team work and collaboration among sub-units are
strong and contribute to the professional wellbeing, motivation and
pride of employees."
• According to M.M. Khan, "Human resource development is the across
of increasing knowledge, capabilities and positive work attitudes of all
people working at all levels in a business undertaking."
• In the Harvard Business Reviews 10 Must Reads for CEOs series, Boris
Graysberg and Michael Slind in their article ‘Leadership is a
Conversation’ recommend that the Command and control approach has
had a paradigm shift making corporate to work more on value and deeper
experiences with interactive and top down approach. The multi faceted
channels of communication connecting leader and teams to have
genuine, frank and dynamic conversations for bringing people to the core
of business can make huge impact.
Thus, human resource development is a continuous process in which
organization through various intervention help an employee:
1. To bring people at the core and to continuously work towards excellence.
2. To assess capabilities and skills, knowledge and attributes in human
resource to perform desired roles and responsibilities.
3. To continue to up-skilling and enhance knowledge through training and
development interventions.

9
Introduction to 4. To maximize the talent and potential for individual and organizational
HRD
growth.
5. To foster and nurture human relation, teamwork and collaboration.
6. To create a road map of employee development.
7. To inculcate values, norms and excellence in work culture.
8. To make human resource a catalyst of change and perform the role of
business partnership and business development.
9. To create work environment with positive energies and synergies to
create great place to work and best employee experience.
10. To envision new avenues of human venture within and outside
organization for better stakeholder value.

Thus, HRD aims to create a harmonious and growing climate. The process of
HRD involves undertaking various interventions or techniques like training,
development, learning, counseling, coaching, mentoring, feedback, review,
rewards and recognition on a continuous basis to facilitate smooth
functioning of the organizations. Organization understands the relevance of
humans by using such mechanism that enhances human development and
organizational growth. Hence, care, nurture, compassion, listening and
people management are ever important skills in the human trend reports by
various global reports.

In the new age, It has become almost imperative to add functions like
employee well being, focus on mental health and extension of corporate
social responsibility as the extended arms of HRD functionaries within
organizations that strive and thrive to be the great place to work.

Box 2

Scenario Analysis
Evaluate the following statement by Diane L Coutu and reflect that can
HRD help in the given situation? Answer If yes How and if No then Why?
“These dark days’ people are losing jobs, taking pay cuts, suffering
preclosure on their homes. Some of them are snapping-sinking into
depression or suffering a permanent loss of confidence”

1.3 IMPORTANCE OF HRD

Gary Hamel and C K Prahlad in their HBR paper titled ‘Strategic Intent’
have advocated that the strategic intent keeps the individual and teams
challenged in phased manner keeping the fun of adrenaline gush up for
creating competitive advantage, using competitive intelligence and
continuous learning environment for up skilling, re-skilling and

10
collaboration. This also requires continuously working on rewarding and Human Resource
Development: An
motivating every individual who can champion the cause of transformation. Overview

For every organisation it is important to have valuable employees. They rely

on human asset to run their operations efficiently. Employee competencies
like knowledge, values, attitudes, behaviour and skills helps in attaining the
competitive edge over others. They are essential for performing the tasks and
activities of the organisations. The function of the HRD Manager is to be
like a gardener and procure right kind of seed, preparing the soil, and sowing
the right seed, nurture it with right plans and policies, mentor and provide
support like water, sun, manure etc. Also, to make the plant fructify, you
need pruning and care, similarly the HR needs to be guided for performing
best and reaching their highest potential. (Lohara, Om Prakash, 2012).

It is very important to realize that competent skilful and motivated employees

are crucial required at various stages of the organisational development. The
development of organisation is not possible without the development of
human assets. The companies need to invest their financial resources on
enhancing the competencies of their employees. Human resource
development aims at satisfying the higher need of employees by satisfying
their sense of belongingness, by enhancing their self-esteem and realising
their self-actualisation.

The 2020 and 2021 has seen the great resignation drives starting from USA,
however the trend has entered in many other parts of the world
whereeveryone is taking the wake up call to follow the passion and inner
voice to give more importance to health, healthy eating exercising, family,
human relations, peace of mind, exploring the world, taking care of their
hobbies, living on minimalism to doing charity as personal drive, as the ‘You
Only Live Once’ (YOLO) syndrome has come as new realization in the
young generations more than fancy jobs or six digits salary and luxurious
life. The growing change in the working environment,shifting from offline
offices to online workstations, Hybrid or flexi work places, the HRD has
become more critical and the need of the hour. Essentially in the new normal
and approaching GIG economy workers the following became more relevant
in absolutely on new terms:

1. Planning the Human Resource Information System (HRIS), Human

Resource Accounting System (HRAS) and Human Resource Planning
(HRP)
2. Acquiring talent from the global markets
3. Nurturing and retaining talent in hybrid systems
4. Measure performance matrices in fluid work systems
5. Use assessment and feedback for continuous development and
strengthening the core of business and not building huge infrastructures

11
Introduction to 6. Provide continuous improvement through education, learning and
HRD
development (L&D) and organization development intervention using
platforms like Unacademy, MOOCs, Udemy, EdEx, Coursera and many
more like that
7. Due diligence in creating employee engagement best practices
8. Providing flexi, online and offline modes of learning
9. Digitising human resource practices with the help of Artificial
Intelligence (AI)
10. Utilising HR analytics for business intelligence

1.4 EVOLUTION OF HUMAN RESOURCE

DEVELOPMENT
An idea started by Robert Owen and Charles Babbage during the industrial
revolution helped in identifying that people plays utmost important role in
defining the success of the organization. Their thoughts led the beginning of
shaping human resource filed in 19th Century Europe. Gradually, human
resource started taking a specific filed of interest under the influence of
Fredrick Winslow Taylor (1856-1915) who is also referred as “father of
scientific management”. Taylor focused towards enhancing the efficiency of
manufacturing jobs by provided identifying methods of managing people at
work.

CS Myer led to the seed of human relationship by cofounding National

institute of Industrial Psychology in 1921. The importance of human relations
has been demonstrated through various others scholars in their study like
Elton Mayo (1880-1949) who contributes that along with the formal
structure, there is significant role of informal organizational structure that
impacts organization effectiveness and efficiency. He emphasized on the
importance and role of group relationships in the organization described in on
of experiment done under Hawthorne study.

The more focus shifted on analyzing the need of human and thus Maslow
contribution towards five needs of human became very popular emphasizing
on five needs: Psychological, safety, love, esteem and self-actualization. In
line with this, Frederick Herzberg has two factor theory determining
motivator and hygiene to be important to motivate employees at workplace.

As the human aspect was coming out in the light, the more focus was given
to their improvement so that the productivity will improve as the final result.
For this purpose, focus was shifted to provide training. As a result, people
gradually started developing which further led to more welfare activities such
as increased demand for compensation, more emphasis on individual needs,
participative management etc. Organizational Development which was
focused on training of employees, then turned into Human Resource

12
Management and focus on individual development got the concept of Human Human Resource
Development: An
Resource Development in light. Overview

Box 3

Case Situation
KS Readymade is a small enterprise which deals with readymade
garments. There are 3 top level managers, 12 administrative staff, 40
technical staff and 7 managers, involves in manufacturing. Now as the
business has picked up well KS Readymade is now planning to expand the
business operations into more cities. If you are an external HRD
consultant, what would be your advice regarding the expansion and also
reflect if is there a need for separate HRD department?

1.5 HRD MECHANISMS

The HRD mechanism is also termed as HRD sub-systems or instrument, as it
contributes towards the achievement of HRD goals. Therefore, it can be said
that all policies, procedures, activities, and rules, aimed at fulfilling the HRD
goals are termed as HRD mechanism.

Some of the aspects covered in the HRD mechanism are listed as follows.

1. HRD department
2. Performance appraisal
3. Review discussions and feedback counseling sessions
4. Role analysis exercise
5. Potential development exercise
6. Training
7. Communication Policies
8. Job-rotations
9. OD exercises
10. Rewards
11. Job-enrichment programs
12. 360-degree feedback
13. Assessment and development centers
14. Employee engagement surveys
15. Competency mapping
16. Other mechanisms in the new age like HR Analytics, Platform based
learning Management sytems (LMS), HYBRID work places etc.

13
Introduction to Box 4
HRD

Case Situation
Sunita has joined as LDC in LIC India. She has been always a bright
student and possesses B.Tech and MBA as her educational qualification.
She aspires to be in managerial cadre. If you are the HRD manager
knowing this talented high potential performer, how would you mentor for
her career progression.

1.6 ISSUES AND CHALLENGES IN HRD

HRD is vital as very as critical to handle in small, medium and large
organisations. The growing dynamics in organisation has changed the role of
HR in the organisations. The shift in the working style in past decade has put
more challenges for HR. No matter how the world is changing, the role of
HR will remain intact and also will keep on growing. The following
challenges are faced by HRD in this time:
1. Managing diversity at the workplace
2. Providing virtual training
3. Grooming and training digital leader
4. Adapting to the changes
5. Understanding benefits and packages
6. Motivating employees in the crisis.
7. Providing adequate training
8. Retaining talented employees
9. Changing Workforce demographics
10. Eliminating skill gaps

Different organizations viz. public sectors, private sectors, NGOs, start-ups,

etc., deal with different kind of challenges. While public sectors may be
known for bureaucracy, rigidity and long decision dilemmas the private
sector may have hyper competition, lack of transparency and difficulty in
retaining talent. Similarly,NGOs may have lack of structures and are driven
by passions while start-ups may not afford a separate or dedicated HR
department and may function on intuitively only. Thus, the various sectors
may have a specific need of understanding the HRD function from a different
perspective.

14
 Human Resource
1.7 ROLE OF THE TOP MANAGEMENT IN HRD Development: An
Overview

It is important for the management to support and promote the growth of

employees within their organizations. In the words of Dr. Aquil Busrai,
Former President, National HRD Network India ‘HR manager has to be both,
a gardener as well as a florist. While as a gardener, the HR manager is
responsible to play a nurturer’s role. As a florist, one has to arrange the talent
and potential in such a way that it gives best fitment and contributes towards
organizational excellence.’ HRD will take place only when there is
harmonious environment within the organization. The top management
should consider following aspects to effective human resource development-

1. Vision, missions, goals with focus on human development synchronization.

2. Defining and designing HR policies clearly and updating them on a
regular basis
3. Organizational commitment to HRD
4. Leadership development
5. Empowerment
6. Return on investment of human resources
7. Stakeholder value
8. OCTAPACE
9. Providing a work life balance.
10. Create a care and compassion quotient in the organization

In the discussions it is important to see that the father of HRD Movement in

India Dr Udai Pareek and Dr TV Rao from Indian Institute of Management,
when started experimenting at Larsen and Toubro (L & T) group, there was
very limited understanding about how the systems and culture would change.
Slowly, seeing unprecedented success of the HRD intervention, there were
organizations like IL&FS, State Bank of India, Crompton and Greaves Ltd,
who paved way for the idea forward and the rest is history of success of HRD
Movement in India.

15
Introduction to Box 5
HRD

Source: “Future of HRD”, Dr. T.V. Rao, Reprint-2004, Macmillan India Ltd. Page no. 97

In the nut shell of all the above experiences in HRD, Dr T V Rao has created
HRD Prayer which tells the entire preparedness of an organizational change
with beautifully explained pointers as given below; this can be a befitting
conclusion of the chapter as it has all elements which are timeless in nature
and still relevant despite decades of its origin.

1.8 SELF ASSESSMENT QUESTIONS

1. Mark true /False for the following statements:-
o HRD is needed only in large corporate T/F
o HRD includes all functions from hire to fire or retire T/F
o Career Progression in included in HRD T/F
o Coaching & Mentoring are executive development methods T/F
16
 o HRD is only a service/advisory function T/F Human Resource
Development: An
Overview
o Retrenchment is a part of HRD T/F
o HRD can be strategic partner in top management T/F
o The new normal has enhanced the need meaningful role of
HRD T/F
o Employee health and emotional intelligence are parts of
managing talent T/F
o People development has to be core of HRD Vision and mission T/F
2. How do you see the relevance of HRD intervention in modern times?
Read some vision and mission statements of reputed businesses in
different sectors and cite examples to justify your answer.
3. Will artificial intelligence replace HRD? Present arguments in favor and
against and support with examples.
4. If you are heading the business transformation of a medium sized
business as an owner, will you include the HRD manager in your
strategy team? Write positive and negative consequences of including
HRD manager in this venture.
5. Analyse this case-let with all the elements of HRD in mind and attempt
to answer the question given below.
o Yukta has joined as a young L&D manager in a large MNC, where
many activities of HRD already exist. To find her niche, she plans to
propose some out of the box training and learning interventions.
However, she is suffering dilemma that how would her senior L&D
colleagues would respond to her crazy ideas in the upcoming annual
plan meet and how to pitch her ideas without being offensive to any.
Considering yourself as the head of L&D, what response you may
give in terms of encouragement and if there may be some concerns
to give go ahead to Yukta?

1.9 FURTHER READINGS/ REFERENCES

• Tripathi P.C., ―Human Resource Development‖, Sultan Chand &
Sons.
• Haldar, U. K., ―Human Resource Development‖, Oxford University
Press.
• Rao, T.V., ―Future of HRD‖, Macmillan India.
• Rao T.V., ―Reading in human Resource Development, Oxford and
IBH
• Deb, T. (2016). “Human Resource Development- Theory and
Practices”.
• Kaplan, R. (1992). “Balance Score Card”, Harvard Business Review,
January-February. 17
Introduction to • Pareek, V. and Rao, T.V. (1981). Designing and Managing Human
HRD
Resource Systems, Oxford & IBH Publishing Co., New Delhi.
• Pfeffer (1994). Competitive Advantage through People, Harvard
Business School Press.
• Rao, T.V. and Pereira, D.F. (1986). Recent Experiences in Human
Resource Development, Oxford & IBH Publishing Co., New Delhi.
• Ulrich, D. (1997). Human Resource Champions, Harvard Business
School Press.
• Rao, T.V. (1984) ―Role of Training in Human Resources
Developments. ‖ in Indian Journal of Training and Development, pp.
118- 122, July-September
REFERENCES
• HBR’s Ten Must Reads for CEOs
• Deb, T. (2016). Human Resource Development- Theory and Practice.
Ane Books Pvt. Ltd.
• Shaikh, J. (2014). Human Resource Development- Strategies and
Systems. New Delhi.
• https://www.egyankosh.ac.in/bitstream/123456789/6575/1/Unit-1.pdf
• http://www1.ximb.ac.in/users/fac/visiting/vfac.nsf/23e5e39594c064ee
852564ae004fa010/dd81fb5be0243bd5652571db0018c28c/$FILE/HR
D%20Systems.doc
• https://youtu.be/tRrlYfYAAto

18
 HRD Systems
UNIT 2 HRD SYSTEMS

Objective

After completion of the unit, you should be able to:

• understand the concept of Human Resource Development (HRD)

system;
• learn about various HRD systems and compare it with emerging modern
Systems;
• describe sub-systems of traditional as well as modern HRD System; and
• understand the need for HRD system in organizations

Structure

2.1 Introduction
2.2 The Concept of Human Resource Development System
2.3 Ten Commandments of HRD System
2.4 Components of HRD Systems
2.5 Subsystems of HRD System
2.6 Emerging New Sub-systems of HRD
2.7 Designing HRD System
2.8 Summary
2.9 Self-Assessment Questions
2.10 Further Readings/ References

2.1 INTRODUCTION
The money man concept believed in money being the prime motivator for
humans to get the work done in any organizational system. This belief deeply
was questioned as the subject of human behaviour at work started
conceptualised and fructified in the form of humanistic approach. Individuals
were identified as unique in their emotional and mental make-ups and very
different and diverse when it comes to their work styles, efficiencies and
effectiveness at work place. Hence, there are many who started defining
human potential in a new way as a mix of intellectual quotient, emotional
quotient, spiritual quotient and cultural quotient defining the performance
quotient. (Individual potential = IQ+ EQ++SQ+CQ =PQ)

In the article, published in HBR must read for CEO, by John P Kotter, it is
apparent that two factors are particularly important in institutionalization of
change in the corporate culture. The first is a conscious attempt to show
people how the new approaches, behaviour and attitudes have helped in

19
Introduction to improving performance. The second is taking next generation to personify
HRD
the new approach.

People who work in the organizations have their own beliefs, motivation and
expectations, and Human Resource Development is systematic and proactive
approach dealing with issues related with individuals, teams and total
organisation as a culture building exercise. Moreover, with the increased
emphasis on creativity, and autonomy, which people are increasingly
acquiring and enjoying within their work sphere and have brought a deep
respect for human resource function in making the world a better place to
live. The organizational success depends upon its human capital. The
immense untapped human brain ideas and capabilities are unravelled these
days for organizational excellence.

According to David Jarvis and Paul H. Silverglate, Sharing the article in

Deloitte insights, “when virtual happy hours are not enough, this paper
focuses on changing working models, changing working aspirations, and
changing drives and passions. This also advocates the human resource
development is no more relying on traditional and classical thinking, rather, it
has to be a radical, multi-generational, and futuristic fast forward to manage
the dissonance between flexibility and balance demands of individual of the
organizations.”

It is interesting to quote, the experiments done by doyens of HRD movement

in India, Prof. Udai Pareek and Dr TV Rao, in the space of organizational
development where they could restructure many government organizations
like, Bank of Baroda, National Institute of Educational Administration, SAIL
and few schools, teachers and state governments where a concrete survey
feedback, competency mapping, assessment development centre, leadership
development, training, performance appraisal, rewards and motivational
systems, team work etc were connected to bring professionalism, result
oriented work, initiated for fostering culture of excellence. (Organization
Development Experiences. A Case for Enriching HRD through OD, 2010)

A comprehensive deep dive of this article reflects that good HRD practices
starts from Top, uses behavioural science approach, proper diagnosis and
well-crafted interventions can make a huge difference in organizational
effectiveness and brings positive changes.

2.2 THE CONCEPT OF HUMAN RESOURCE

DEVELOPMENT SYSTEM
There are many scholarly articles that focus on factors that change and shape
the future of HRD where we can see the deep impacts of technological
advancements, financial considerations, globalization as well as global
benchmark practices, equal opportunity and diversity employment across
globe. It is relevant to note that even the new age work dynamics,
communities, social dynamics, consumerism, hyper professionalism
20
influenced the growth and transcendences of HRD. While, technological HRD Systems

advancements have brought paradigm shifts in routine work being slowly

taken over either by outsourcing/ short termed contracts or moving to
artificial intelligence based service providers (Korn ferry, 2016); on the other
hand training and learning systems have shifted from traditional classrooms
to global classrooms, e-learning, app based mobile learnings and micro
learnings through various global interactive learning platforms in the comfort
of your palm (Cappelli &Tavis, 2018). Technology has also seen a sea
change in collaborative tools for performance evaluations, business growth
strategy, skill set requirements, organizational diagnostics, surveys, (Torraco
& Lundgren, 2019)diversity, inclusion customised apps for well-being to end
to end solutions using new age gig expertise available 24*7*365 days.

The combination of Individuals, Collectives, and Organisation with four

agents of HRD i.e., Self, collaborative teams, HR department, and
Organisations, gives the HRD systems. HRD system caters to all human
resource units of the organizations. They all are involved in running the
system. System theory is an interdisciplinary field, which studies system as a
whole. It establishes that real systems are open and interact with the
environment and that they acquire new data through emergence resulting in
continuous evolution. Business organisations are open systems and they have
to take into account all the forces and factors of the environment within
which they have to operate. A system has its own objectives components or
elements and a process. It has inputs and outputs as well.

The purpose of HRD systems is to build the Individual competencies and

commitment of individuals, teams and the entire organisation as a whole,
through a variety of mechanisms and instruments.

2.3 TEN COMMANDMENTS OF HRD SYSTEM

There are ten commandments of HRD system. We will discuss them in the
following paragraphs.

1. Competency
Competencies are demonstrable characteristics and skills that enhance
the performance of a job. Competencies are used in job interviews and
assessments as benchmarks against which candidates are evaluated.
Competencies can be broadly categorized into –

• Behavioural Competencies
• Technical Competencies
• Functional Competencies
• Managerial Competencies
• Leadership Competencies

21
Introduction to
HRD

Figure 1: Ten Commendments of HRD systems

According to the Deloitte Competency Framework there are 67

competencies, highly correlated with success at work and easily
customisable to fit any organisation’s culture or operating style. It is
deployable in a range of applications including competency modelling,
job profiling, training, recruitment and design of performance
management and development plans.

2. Counselling

Counselling is a specialised intervention which focuses on providing

mental, moral and psychological support to either a new entrant in the
job or any employee who might have any technical, behavioural or role
related challenges. Usually, a senior colleague of the same domain is
formally assigned to help and support the needy by analysing their
performance, behavioural issues and any unforeseen technical or
functional difficulties in performing the job assigned.

From the point of view of the role occupant, it is critical to understand

role efficacy. Role efficacy may be low because the role occupant may
either not be able to perceive the aspects in the role, or he may not be
able to use his own abilities to build those aspects. The goal of this type
of counselling is to help the individual realize what prevents him from
being effective, then take the necessary steps on his own, without
22 waiting for redesigning of the role in order to have higher role efficacy.
 (Behavioural Science Interventions for Organization Improvement, HRD Systems

2008)

3. Coaching

An employee is provided with advice and guidance by a more

experienced or skilled individual in an effort to enhance his or her skills,
performance, and career growth in a business environment. Coaching
differs from the comparable HR skills of mentoring and counselling (as a
step in a progressive discipline system).

Coaching is one of the methods for management development, however

it has a much broader scope than management training. Coaching is a
highly personalised procedure that is based on the client's needs as well
as the coach's knowledge, skills, and talents. Coaches, on the other hand,
can use a variety of well-known tactics and tools in practically any
coaching setting. Coaching by an employee’s immediate superior usually
focuses on job-performance. Coaching skills can be enhanced
significantly by T-group experiences.

It is note-worthy that many executives are preferring to get a certificate

course offered by International Coaching Federation. The intense ICF
program has caught up in the corporate world as a buzz-word due to its
deep impact on self, coaches and the organization.

4. Career Development

While a career plan determines an employee's career path, career

development guarantees that the employee is well-developed before
moving up the corporate ladder. A series of programmes meant to match
an individual's requirements, abilities, and career objectives with existing
and future opportunities in the business is referred to as career
development.

Career development is fundamentally a long-term strategy because it

focuses on future prospects. The primary goal of career development is
to guarantee that employees with the necessary skills and experience are
available when they are needed. Career development is an important part
of career management, with a focus on advancing individuals' careers in
ways that are aligned with the organization's needs.

Career development includes following aspects- a. Self assessment, b.

Career awareness, c. Goal setting, d. Skill training, and e. Performing.

23
Introduction to
HRD

Figure 2: Aspects of career development

5. Change Agent

A change agent is a person from within the business or hired as an

outside consultant who assists in the transformation of the organisation
by focusing on its effectiveness, improvement, and development. A
change agent is in charge of managing changes in the organization's
processes, structures, technology, and interpersonal and group
connections. The ultimate goal is to revitalise the company.

By revamping procedures to adapt to the quickly changing environment,

change agents assist derailed businesses in getting back on track.
Depending on the needs of the organisation, a change agent might take
on a variety of tasks. A change agent who is also a researcher is required
by an organisation looking for fresh discoveries. A line manager can also
be a change agent. The agent does not have to specialise in a particular
position; in some circumstances, change agents who can play many roles
are required. Change agents possess characteristics such as broad domain
and expertise knowledge, relationship orientations, sensitivity and
maturity, authenticity and empathy and drive the change with great
compassion.

6. Code of Conduct

In the volatile business environment self-regulations are considered to be

the best, however, the code of conduct acts as principal guidelines on
minimum expected behaviour, ethics, norms and values.

This policy outlines the company's beliefs, standards, and moral and
ethical expectations for employees and third parties when interacting
24 with the company. A code of conduct for a business is a policy that sets
 the concepts and standards that all workers and third parties acting on HRD Systems

behalf of the business must adhere to. It examines the organization's

mission and values and links them to professional conduct guidelines.
Codes of conduct have established performance benchmarks in many
businesses.

Employees might use a code of conduct as a guide to help them make

better decisions on a daily basis. While the code will not address every
ethical difficulty that an employee may face, it will lay out the guiding
principles by which employees should act and, as a result, lead their staff
to make the best decision possible.

7. Culture Building

Organization culture is an intangible reflection of people, conduct,

processes and systems. The set of values, expectations, and practises that
guide and inform the activities of all team members is referred to as
organisational culture. Consider it a collection of characteristics that
define your organisation. A great corporate culture displays good
features that lead to increased performance, whereas a dysfunctional
company culture elicits characteristics that can sabotage even the most
successful businesses.

Although both can assist define culture, don't mix it with corporate goals
or a mission statement. Not news releases or policy statements, but
consistent and honest behaviours establish culture. When you see how a
CEO responds to a crisis, how a team adapts to new client needs, or how
a management corrects an employee who makes a mistake, you may
observe business culture in action.

Candidates are looking for jobs where they can combine their personal
convictions with the companies, and collaborate on a shared vision of
purpose and success. Leaders must rethink how they shape and establish
a culture that connects people around a common cause as they struggle to
recruit top candidates and retain staff. A great culture should ensure that
the organization's vision, purpose, and goals are always in sync. Today’s
employees have high expectations of their employers, and it goes far
beyond just a pay-check. In fact, a recent LinkedInsurvey found that
people would rather put up with lower pay (65%) and forego a fancy title
(26%) than deal with a bad workplace environment. (Baumgartner, 2020)

8. Competitive Advantage

A competitive advantage is an advantageous position that a business

wants in order to outperform its competitors in terms of profitability,
outreach, customer trust, effective cost management, and deliverables
like speed, quality and span.

In Human Resource Development the competitive advantage is set

through human capital, idea pool, Gen-next skill sets and good as well as
25
Introduction to robust execution. For example, if a pharmaceutical company has
HRD
intellectual and human capital who can deliver quickest solution to
human health, like Serum Institute of India providing Covi-shield in
mass and quick production has made the competitive advantage.

9. Collaboration

Collaboration is a method of working in which people come together for

a common goal in order to get a competitive advantage. The capacity to
interact from virtually anywhere in the world opens up plenty of new
opportunities for businesses. We're seeing fewer employees commute to
offices, preferring to work from home or in collaborative coworking
spaces instead. The idea of a corporation expanding regionally,
nationally, or even globally is more feasible today than ever before.

There are various drawbacks to expanding a company's footprint,

whether it's through larger work campuses, multiple office sites, remote
workers, or overseas clients. While employees are no longer confined to
cubicles or conference rooms, when they are not physically present in the
same room or office space, something is lost: collaboration.

People with varied backgrounds, skills, expertise, and perspectives come

together in the workplace to brainstorm ideas, solve problems, and use
creative problem solving for the company's benefit. The saying "two
heads are better than one" is one we've all heard. Putting two, three, or
even four heads together in the workplace implies providing a fresh
perspective on difficulties or ideas in order to give inventive thinking
and raise productivity in a way that helps the organisation gain efficiency
(Duval, 2018).

10. Communication

Any organization's administration requires effective communication.

Whether the goal is to inform employees about new policies, prepare for
a weather disaster, maintain organisational safety, or listen to employee
attitudes, good communication is a critical component of efficient
management. Organizations must have complete policies and methods
for communicating with their constituents, employees, and stakeholders,
as well as the general public, in order to be successful.

Organizations can assure the following with a systematic and

comprehensive communication strategy:

• Communicate consistent messages.

• Establish a recognizable employment brand.

• Deliver messages from the top that are congruent with the
organization's mission, vision and culture.

26
 HRD Systems
Activity 1

Elucidate the above mentioned aspects and components of HRD system with
the help of examples that are in practice.
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………

2.4 COMPONENTS OF HRD SYSTEMS

There are six targets of Human Resource Development, such as- the
individual as a potential, employee as a talent, roles, teams, inter-teams, and
the organisations. The scope of Human Resource Development is to develop
i.e., to increase effectiveness and potential of these aspects. Relevant HRD
processes help in increasing effectiveness of these units. However, it is
important to have a systematic and formal way of achieving this. These
formal approaches of developing human resources are called the HRD
system.

HRD system further has sub-systems in various combinations. Several HRD

practices have emerged in India over the years. There is no one way to
classify HRD efforts and activities. Based on both, the traditional the new
emerging trends in the HRD work in India, a conceptual understanding of the
HRD activities can be gained. It should be concerned with developing
systems of making individuals and the organisation more effective. The
systems that are primarily concerned with individual employees relate to their
appraisal, their advancement, and then training; and the systems concerned
with the development of the organisation relate to its design, management of
culture, and renewal of organization.

Following are the main components of HRD system-

• Performance Management System
• Work-plan System
• Self-renewal System
• Career System
• Reinforcement System
• Development System
• Culture System

27
Introduction to
HRD

Performance
Management
Reinforcement
System
System

Work-plan
System COMPONENTS
OF
Development
HRD SYSTEM System

Self-renewal
System

Culture
Career System
System

Figure 3: Components of HRD system

1) Performance Management System

Performance Management systems are commonly used in the Indian

organizations. More recently these have been renamed as Performance
Appraisal Systems. The main difference between them is their respective
emphasis and spirit, Performance Appraisal emphasis more on the
appraisal aspect, while Performance Management stress being on
improving the performance. Indian organisations used to pay more
attention to performance appraisal until recently. A well-put performance
management system will provide employees with clear objectives for
their job, and plenty of opportunities for feedback and discussion with
their supervisor. The objectives will be clearly linked with the strategic
priorities of the organization.

Performance Management System helps in various aspects of an

organization such as-

• Strategy building,
• Administration,
• Communication Development,
• organizational maintenance,
• documentation,
28
 • cultural alignment, HRD Systems

• organizational alignment,
• accountability and recognition.

Nowadays organizations are using modern performance management

system which are more development focused, digital, fair, more frequent,
provides smarter data, more agile and reward collaborative (Creating a
Modern Performance Management System, 2020).

Some of the biggest names in Finance and Technology are not just
making headlines for innovative advancement in their organizations.
These Organizations also have unique approaches to performance
management leading the way. Systems created by them for discovering
great managers are becoming a trend and technology developed for their
employee review purposes are grabbing everyone’s attention.(Perform
Yard, 2021).

2) Work-plan System

The success of any organization is positively correlated with structures,

systems, key result areas and performance matrices. Peter F. Drucker
who is considered to be the father of MBO i.e. Management by
Objectives (1954) has advocated the design and success of organizational
objectives with participatory approach of employees popularly known as
bottom-up.

Despite many decades MBO is considered to be most relevant tool to

plan the work as per the willingness, skills and competencies of the
employees according to their self-driven approach. This also connects
the individual goals with departmental goals ultimately aligning with the
ultimate goal of the organization.

3) Self-renewal System

Organizations must assure their adaptation to their environment through

feedback and research-related activities since they are interacting social
systems. Employees must participate in events such as role efficacy,
team building, and so forth.

Employees need a self-renewal mechanism to keep their knowledge,

skills, and abilities up to date in order to survive in today's dynamic
corporate climate. HRD is critical for an organization's personnel to
rejuvenate themselves. In this context, action research is equally critical.
HRS research (such as performance appraisal, potential appraisal,
training, and so on) tries to help people and various systems/sub-systems
of organisational improvement.
4) Career System
This system is concerned with the improvement of the individual
employees in their careers in the organisation. It includes introducing the
29
Introduction to career development plans to the employees who join the organization
HRD
and give them opportunities to prove themselves capable of taking up
higher responsibilities. Employees can be developed through application
of performance management and potential appraisal, career planning and
development activities.
The areas which a career system covers includes-
• Individual and group competencies,
• Learning and development,
• Performance management,
• Workforce planning,
• Leadership development and succession management
• Recognition and awards

Career system helps both the employees and the management in stability
and suitability to the changing environment. Career development system
is required for both, the economic and social reasons. It ensures the
growth of the organization through the growth of its employees.

5) Reinforcement System

The kind of work employees get is a very important motivating factor

and whether they are valued in the organisation. People may not like to
continue in the organization if it doesn’t satisfy their basic psychological
needs of bring valued and appreciated. Employee’s strength and
recognition received by him for his contribution can be an indicator of
being valued. In general, whatever is rewarded in a system, individual
tend to do it and rewards can reinforce the desired behaviours in an
organization. People will attempt to have high performance, if their
performance is being rewarded. It can reinforce the values and other
norms in an organization. This system is a powerful tool, but is complex
and needs to be used with adequate planning and care.

6) Development System

To develop individuals, roles and teams is one of the most important

functions of HRD. The training system is probably the oldest and most
well-known element of HRD, used for development. Coaching and
mentoring, placement and role change, OD interventions, autonomous
work groups etc are the other methods of development. By using these
mechanisms, it is organization’s responsibility to continuously develop
the employees. By continuous development, present and future
requirements of an organization can be met.

Although training has been used for employee development in all firms
for a long time, it is still mistreated in the mass of them. Human resource
development requires systematic attention to identifying training needs,
developing a training strategy, developing training techniques
30
 (pedagogy/and ragogy), curriculum design (to fulfil specific needs), HRD Systems

evaluation and follow-up, and post-training activities. Despite the fact

that significant sums of money are spent on training, it is not taken
seriously. Training may be a powerful tool for transformation.

7) Culture System

A climate that sets culture, values and norms and ensures a high level of
motivation, constitutes culture system. The Interest in culture has been
aroused by the examples of Japanese successes. Some organisations in
India have adopted Japanese practices. This helped in the development of
a new organisational culture. Organisational culture can be defined as the
ways of thinking and behaving that the values, attitudes, rituals, and
sanctions in an organisation shape.

An organization's culture can be characterised as a collection of ways of

thinking and acting that are shaped by its values, attitudes, rituals, and
sanctions. In terms of operations, culture development would entail
establishing a strong corporate identity, establishing essential values,
establishing healthy traditions, and establishing consistent management
procedures. The formation of an acceptable organisational culture is the
focus of cultural systems. Creating an environment that is conducive to
work. Communication must improve, and effective reward mechanisms
must evolve.

It's worth noting that anything that gets rewarded in a company gets
reinforced. As a result, a compensation system (including incentives) for
both people and teams should be carefully considered. Rewards can help
to encourage and promote good work, but they can also cause a lot of
harm to an organisation if they aren't created appropriately. In L&T's
construction group, where a need-based system was developed,
systematic attention was paid to reward systems. Development of culture
takes a long time and involves complex processes. The following aspects
deserve attention in this regard-

• Strong Corporate Identity

• Developing and fostering Important Values
• Building Healthy Traditions and Practices
• Free and fair flow of Communication
• According to Dr Udai Pareek, the doyen of HRD Movement in
India, a strong work culture is reflected in its OCTA PACE
VALUES:
 O- Openness
 C- Confrontation
 T- Trust
 A- Authority
31
Introduction to  P- Pro-action
HRD
 A- Autonomy
 C- Collaboration
 E- Experimentation
Activity 2
Explain the ‘OCTAPACE’ using organisational examples.
............................................................................................................................
............................................................................................................................
............................................................................................................................
............................................................................................................................
............................................................................................................................

2.5 SUBSYSTEMS OF HRD SYSTEM

Various subsystems of HRD are described below:

1. Corporate planning

The role of HRD has immensely increased in the last two decades
especially in major strategic decisions and policy framework for
improving the top line and bottom line of the business. The key role is
played in shaping and designing the corporate planning keeping present
and future needs of human capital for business development and future
growth prospective.
2. HR forecasting and HR analysis for current and future needs:
In the present complexities one of the major areas of concerns is to deep
dive into HR forecasting from both supply and user perspective. This has
taken a major leap in terms of creating HR Analytics as a front running
tool for predictive as well as curative needs.
3. Talent acquisition:
The Artificial Intelligence driven era has replaced many repetitive works
being assigned to algorithm based programmed platforms and augmented
technologies. There is no dearth of talent, however acquiring exactly
what is needed and maintaining them is one of the major challenges in
the times of talent poaching and high aspirations of human race for more
rewards and benefits from their work.
4. On-boarding:
There used to be times when orientation programs were designed to
familiarize the new entrant in the organizations. However, the new
terminology used is on boarding where not only an employee is exposed
to basics of organization dynamics but also is made to travel through
experiential journey where one can find the passion, connect and future
32
 perspectives and develop a road map to make the organization adaptation HRD Systems

in easiest and quickest mode. There are many self learning and e
modules, mentor mentee programs, buddy systems etc which becomes
the bible to guide through the tough sailing.
5. Career path management:
No-one wants to stagnate in any level due to high aspirations, greater
opportunities and competition. The organizations have to take special
care to define and chalk out career path for every employee to balance
the expectations, growth avenues and talents.
6. Retention of talent and employee engagement:
“Acquiring of talent has become a year around activity and it’s almost
like you are drawing bucket full of talents available from a deep well,
however the bucket is full of holes and its very common to find the best
talent hired slips off.” Dr Aquil Busrai, The National President of
National HRD Network has exclaimed in one of the seminars “HR
Today and Tomorrow” in 2014. Much has not changed even after several
years. Rather to retain the talent Employee Engagement exercises have
become the silver line and most loved work within the profession of HR.
7. Learning & Development with OD Interventions:
While learning, education, training and development activities are one of
the major components of any robust HRD system, it’s important to note
that the support of organization development interventions makes the
difference as a massive driver of change in entire organization in the
forms of various surveys, feedback, reviews, action research and planned
as well structured actions. The organization who designed the
synchronization of OD and learning and development have witnessed
much faster and sustainable change in early years like Tata Steel, BHEL,
L&T and later Infosys, Mahindra and Mahindra groups of company as
few examples.
8. Performance management feedback:
Any work assigned has to be SMART i.e. Specific, Measurable,
Achievable, Relevant and Timely. The performance is such parameter
which is continuously scanned for SMART goals. The performance
management sub system offers a systematic approach where individual,
group and organization performance is measured under set parameters
and pre set key result areas from time to time like from weekly to
monthly, quarterly, half yearly and annual reviews. These activities help
to continuously monitor and take feedback for gaps in expected and
actual performances and to immediately work towards gaps if any,
9. Coaching, counselling and mentoring:
More organizations are turning to the new age personalized attention to
maintain the human resource perform and contribute in desirable manner
in the organization. The experts who can be the guide, coach, counsellor,
33
Introduction to guru or mentor possessing specialized domain knowledge; who can
HRD
extend psychological support and hand hold to uplift, boost morale,
motivate and support the needy co-worker, team member or a
subordinate.
10. Succession Planning, Job Rotation and Transfer:
Many organizations have faced deep crisis due to delays in fulfilling
gaps in human resource requirements and have seen entire missing line
of middle managerial level. They may have few top management
positions filled and a huge bottom of the pyramid employees as newly
recruited. Hence it is the role and responsibility of subsystem of HRD to
take care frequent eye on gaps in various levels of management to avoid
understaffing, over staffing as well as fulfilling the need of new
opportunities due to extension, diversification or growth of the
organization.

2.6 EMERGING NEW SUB-SYSTEMS OF HRD

• Hybrid workplace:

The Covid -19 has made a massive disruption in workplace dynamics

and it was a defining moment for HRD to bring a flexible, adaptable and
more open work systems in terms of Work from Home, Co-working
spaces, Hybrid work systems with opportunity to combine work from
home and work from office in a seamless way as to continue to run the
wheel of business despite tough times and lock down.

• Diversity, Equity, Inclusion:

While the world has shrunk to global village there are many occasions
where the global mandate was apparent to be more tolerant to make
organizations as Equal opportunity employer and provide fair chance to
anyone who has the competency irrespective of cast, creed, region,
religion, gender, colour of skin and race.

• HR Tech & Digitization/Automation/Augmented Interfaces:

The new age HRD Sub System must have HR Tech which encompasses
various technologies, automation and augmented interface to make the
work and work place a fantastic experience.

• Sustainable Human Capital Development:

While nothing is permanent than change has been the song of the
corporate world for more than a century, the new demand is to make
every effort to make way to support the Sustainable development goals
and millennial development goals at the global level and the role of HRD
is also directed to fulfil these with concentrated efforts to make
organization green and sustainable with a more compassionate human
capital in its fold.
34
• Maxi-flexi Work Hours: HRD Systems

The organizations are needed to be more sensitive to work life balance

needs of every employee and thus Maxi- flexi work systems became the
new challenge for HRD as there is a need of fluid organization and
working on global clock and not restricted to local times and
conveniences. Employees are even allowed to balance vacation and work
in maximising the joy as well as responsibility taking flexible times.

• Employee Engagement and Re-engagement:

The great resignation drive has made the HR sub systems to look into
work pattern statistics in a new way not only to engage but also to re-
engage and re deploy the talent so that people feel comfortable to stay on
the work and find their passions within instead of moving out of the roles
in the organization. There are systems created when employees are given
offers to join back even if they might have resigned from careers with the
organization making it possible to opt and choose from the best
opportunity.

• Employee Well-being:

The Pandemic has seen new normal adaptation as a challenge and there
are enough evidences that say that almost 50-67% employees have faced
anxiety, depression, mental well being issues during and post pandemic.
The Sub System of HRD which emerged out of the situational demand
was to the care taker role. This new Avatar of HR was responsible to
make every effort for 360 degrees of physical, emotional, mental, social
and financial health of employees. Special portals were created for
mental well being and anonymous counselling to overcome the taboo
around mental well being issues.

2.7 DESIGNING THE HRD SYSTEM

Different organizations have different HRD systems but the base of all may
remain the same. Few aspects such as specific components, their relationship,
processes, may differ organization to organization. To design an integrated
HRD system, it requires a deep understanding of the models and principles of
HRD and a thorough diagnosis of the existing HRD practices and
organizational culture. Principles related to focus, structure and functioning
should be considered, these principles can be such as, focus on enabling
capabilities, balancing adaptation and change in the organisational culture,
attention to contextual factors, building linkages with other functions,
balancing specialisation and diffusion of the function. The structure of the
System includes establishing the identity of HRD, ensuring respectability for
the function, balancing differentiation and integration, establishing linkage
mechanisms, developing monitoring mechanisms. Functioning of the System
includes, building feedback and reinforcing mechanisms, balancing
quantitative and qualitative decisions, balancing internal and external 35
Introduction to expertise, planning for the evolution of HRD. Each stage should be planned
HRD
carefully, with sequenced phases built one over the other.

2.8 SUMMARY
Every successful organization today pays adequate attention to Human
Resource Development Function. To maintain and get utmost advantage of
HRD, it should be introduced as a system and should be updated with the
changing environment. Properly implemented HRD Systems can bring the
positive changes and cultural development as well as increased productivity
and excellence.

2.9 SELF-ASSESSMENT QUESTIONS

1) What do you understand by Human resource Development System? State
some best practices prevalent in India.
2) How has pandemic changed the needs of the adoption and adaptation of
innovative ideas for developing new systems/ sub systems in HRD
3) Discuss who is responsible to create, maintain and develop HRD
Systems?
4) ‘Is top management an enabler or a hindrance in making HRD efforts to
become best contributing business partnership role?’ Give your argument
and justify.

Case Situation
Read the following situation and answer the question.
A traditional organization hired you as HR manager. The organization
has managers, staff and workers who are with low professional training
and education. The CEO wants to take the organization from a turnover
of 50 crores to 100 crores annually in next three years using the HRD
programmes. What HRD system will be helpful to achieve this goal?
What should be the road map in designing a sustainable HRD
intervention?

2.10 FURTHER READINGS/ REFERENCES

• Deb, T. (2016). “Human Resource Development- Theory and
Practices”.
• Kaplan, R. (1992). “Balance Score Card”, Harvard Business
Review, January-February.
• Pareek, V. and Rao, T.V. (1981). Designing and Managing
Human Resource Systems, Oxford & IBH Publishing Co., New
Delhi.
36
• Pfeffer (1994). Competitive Advantage through People, Harvard HRD Systems

Business School Press.

• Rao, T.V. and Pereira, D.F. (1986). Recent Experiences in Human
Resource Development, Oxford & IBH Publishing Co., New
Delhi.
• Tripathi, P.C. (2003). Human Resource Development, Sultan
Chand & Sons, New Delhi
• Ulrich, D. (1997). Human Resource Champions, Harvard
Business School Press.
References
• (2021). Perform Yard.
• Adolphus, M. (n.d.). Performance management and human
resource development. Emerald Publishing.
• Baumgartner, N. (2020). Build a Culture That Aligns with
People’s Values. Harvard Business Review.
• Creating a Modern Performance Management System. (2020).
• Deb, T. (2016). Human Resource Development- Theory and
Practice. Ane Books Pvt. Ltd.
• Duval, J. (2018). Why collaboration matters + how HR can make
it better. HUMAN RESOURCES & PAYROLL BLOG.
• Shaikh, J. (2014). Human Resource Development- Strategies and
Systems. New Delhi.

37
Introduction to
HRD UNIT 3 HRD: PROCESSES AND METHODS

Objective

After completion of the unit, you should be able to:

• understand the conceptual framework of Human Resource development;

• understand various mechanisms and methods for HRD intervention;
• develop an understanding of outcomes of HRD process and its impact on
organization;
• understand different stages in HRD process; and
• learn the interlinkages of HRD processes and outcomes.

Structure

3.1 Introduction
3.2 The Concept of Human Resource Development Process
3.3 HRD Processes and HRD Climate Variables
3.4 Stages of HRD Framework
3.5 Inter-linkages of the HRD Processes and its Outcome on HRD as well
as on Organization
3.6 Case
3.7 Summary
3.8 Self-Assessment Questions
3.9 Further Readings/ References

3.1 INTRODUCTION
Human resource progression is continuous and dynamic in nature. All the
generations of the work force whether millennial, gen Z or Gen next the
development index in human competencies, attitudes, knowledge, skill and
speed of learning to adopt disruptive technology, are the parameters of
organizational success. The year 2020 has started with buzzing great
resignation drive the reasons of which according to Deloitte 2022 workforce
and increment trends phase one report suggests that out of major reasons,
15% is attributed to unhealthy work life balance and 10% is due to pay cuts
and no or low increments ; this is an alarming call to check that many
employees have started seeking passion in profession and unless
organizations are willing to strengthen the HRD Processes, the fall out shall
be huge as there are ample opportunities for start up and gig economy options
to multi level engagements in expert areas.

In the words of one of the founding fathers of HRD movement in India Dr T

V Rao, HRD has to be perpetually striving to improve and sharpen the human
38
capabilities for present and future needs and continuously encouraging HRD: Processes and
Methods
optimizing potential progressively. He clearly indicates that the organization
policies, culture and processes must be a cultivating ground for immense
power of “human is a possibility” (2017). ‘Refining human as possibility has
made a huge paradigm shift from considering human as a mere resource’ are
the words of renowned spiritual and management guru Jaggi Vasudev
speaking in leadership development program on inner engineering.

The organizations of today have immense challenge in managing the human

expectations along with stakeholders’ expectations and continuing the growth
to higher charts of profitability and returns on investment. The role of HR has
risen from mere a service or advisory function to a pivot of business
partnership and strategic leadership as a driving force for success. In the back
drop of many developments, the human resource development process has
the onus of defining the direction of not only the human potential
optimization but also to give organization a winning edge.

3.2 THE CONCEPT OF HUMAN RESOURCE

DEVELOPMENT PROCESS
In organizations, human resource development is a never-ending process.
Depending on the necessity, nature, and size of the business, the type of work
done or efforts made to develop human resources may differ. It is also
looking into the kind of change the organization is going through or the
nature of skills the organization wishes to build inside it on a regular basis in
the same organization. In order to improve staff competences, the business
devises a variety of interventions. When these processes are implemented in
the workplace, it results in more competent, contented, and devoted
employees who will help the company expand by offering their best efforts.
The efficiency of an organization is influenced by a variety of factors such as
the environment, technology, and rivals. However, if all other factors are
equal, an organization with competent, satisfied, dedicated, and dynamic
employees is more likely to succeed than one with poor scores on these HRD
outcome characteristics. In the same way, an organization with a superior
HRD climate and practices is more likely to be effective than one that does
not. This is due to the fact that a number of HRD processes working
simultaneously in an organization should generally result in HRD outcomes.

39
Introduction to
HRD 3.3 HRD PROCESSES AND HRD CLIMATE
VARIABLES

Figure 1: HRD Matrix

The above mentioned HRD matrix indicates various stages of HRD such as:

A. HRD mechanisms or sub-systems or instruments (in the previous unit,

we have already covered this in detail).
B. HRD processes and HRD climate variables (the following paragraphs)
C. HRD outcome variables

HRD processes are governed by the following variables.

• Role Clarity
• Awareness of Competencies Required for Job Performance
• Proactive Orientation
• Trust
• Collaboration and Team Work
• Authenticity

40 • Openness
• Risk-taking HRD: Processes and
Methods
• Value Generation
• Clarification of Norms and Standards
• Better Communication
• Fair Rewards
• Generation of Unbiased Data on Employees etc
Other Factors
• Personnel Policies
• Top Management style
• Investment on HRD
• Top Managements Commitment
• History
• Past Culture etc

1. Role Clarity

The degree to which employees understand their targets, tasks,

responsibilities, accountability, processes, expectations etc. at work is
referred to as role clarity. This clarity applies not only to their own
function, but also to the roles of their co-workers and its mutual inter-
dependence. Clarity is a prerequisite for productivity, and a lack of it can
lead to stress and confusion. Role clarity is critical for reducing negative
sentiments and improving personal effectiveness as well as the
organization's overall performance. Employees with clear roles are 53
percent more efficient and 27 percent more effective at work than those
with ambiguous roles. According to our findings, total work performance
improves by 25%. (Pijnacker, 2019)

However, having a clear grasp of roles has an impact on more than just
performance. It also builds trust among co-workers and raises the
likelihood of an employee staying with your company for a longer period
of time. To top it off, 75 percent of employees with strong role clarity are
much more enthusiastic about their work and have higher job satisfaction
than others.

2. Awareness of Competencies Required for Job Performance

Competencies can be a set of observable and measurable knowledge,

skills, abilities, as well as personal characteristics that leads to improved
employee performance and, in turn, organisational success. It is
necessary to define the various components of skills in order to
comprehend them.

41
Introduction to
HRD
It is critical to remember the following when applying competencies:

Competencies are utilised to raise the bar on employee performance

rather than establishing baseline performance levels. They give
employees step-by-step instructions on how to improve their abilities.
They are concerned with the culture and values of a company.
Competencies are connected to short- and long-term aims and goals,
reflecting the organization's strategy.

It concentrates on the process of achieving milestones rather than the

ultimate product itself. They fill the gap between performance
management and employee development in this way, and they're an
important part of personal development plans as well as it fills in the
gaps in an organization's skill set.

3. Proactive Orientation

Even in a new setting, proactive orientation entails anticipating, taking

action, and maintaining control. Organizations that are proactive plan for
and anticipate change. They like it and often instigate it because it allows
them to outperform their opponents. The majority of the disruptors in
today's corporate landscape are bold, proactive firms. The measures of
the term Proactive are taking initiative, planning ahead of time, and
taking preventive action. In terms of planning, organisations must be
proactive. They need to be prepared for the future.

Anticipating issues in advance to take advantage of this undertaking

conflict or responding to future requirements, in effect creating the
future, is what pro-action entails. RESULTS: Actions are taken and plans
are made in response to immediate issues.

4. Trust

At its most basic level, organisational trust is your employees' belief in

your company's conduct. This can include trust in management or
individual team members, but it also includes organisational aspects such
as:

• The company's goal

• The vision, mission and nature of thought leadership
• The ideology and culture of the company
• Autonomy and tolerance
• Avenues for growth
• Legal compliances
• Diversity, inclusion, and equality in the workplace
• Processes, ethics and fairness, equity and justice

42
 HRD: Processes and
5. Collaboration and Team Work
Methods

Teamwork and collaboration, when combined, can build a healthy work

culture and atmosphere in which employees can work together to achieve
goals using powerful skills and successful work. Collaborative teamwork
can boost innovation, job happiness, problem-solving abilities, and the
development of superior soft skills. In this post, we'll look at what
teamwork and collaboration are, how they differ from collaborative
teamwork, how to increase teamwork and collaboration, and the
advantages of doing both.

Working with one or more individuals with various skill sets to

accomplish anything, such as finishing a project, developing a common
concept, or completing a task, is referred to as collaboration.
Collaboration in the workplace refers to colleagues with different areas
of expertise working together on a common aim to achieve a goal or
produce results. Collaboration in the workplace is a set of taught abilities
that can boost productivity, solve problems, promote good relationships,
and foster cooperation.

6. Authenticity

Authenticity has been identified as a significant asset for professional

and personal success. The growing body of research on authenticity has
discovered a slew of advantages, including improved well-being and life
satisfaction. Authenticity, in other words, "feels wonderful." As a result,
many companies urge employees to bring their whole selves to work in
order to boost productivity, creativity, and effectiveness.

A recent study showed that 72% of people said they are authentic at
work and a full 75% that they wanted the coworkers to be authentic and
display their true selves. However, a small subset of employees (10%)
was skeptical. They believed that showing who they really are could be
detrimental and make the workplace environment worse. (Guillén, 2021)

7. Openness

Openness is crucial because it speaks to what people want and expect

from an organisation if they are to experience a feeling of ownership and
emotional attachment. Openness entails providing information so that
employees are aware of what is going on and, more importantly, feel
heard. But it also involves being open to diverse ways of working
different methods, different viewpoints, and, most importantly, feedback
and expecting it. It denotes a willingness to adapt to new situations.
Leaders are successful when people follow them when employees have
the information, they need to execute their jobs and a clear sense of
where the organisation is headed and when people have a feeling of pride
in and ownership over an issue or team, whether in business, politics, or
entertainment(Openness at Work, 2018).
43
Introduction to
HRD
8. Risk-taking

Throughout the day, managers are faced with making decisions. Some
decisions are simple and straightforward, while others are complex and
hazardous. Some people enjoy taking risks, while others prefer stability
and avoid taking any risks at all. A risk taker is someone who puts
everything on the line in the hopes of succeeding, or who accepts a
higher chance of losing money in their decisions and tolerates
uncertainty.

Taking chances entails putting your and your employees' best qualities to
work for your company's growth. You must design a cultural formula
that everyone must follow, according to your vision. Break down your
company's sections and construct risk-taking lines when it comes to
difficult decisions and leaps of faith. Because this is a continuous
process, you may need to change it on a case-by-case and person-by-
person basis. For example, a firm has a risk-taking culture when its
employees are aware of the risks involved in each circumstance and take
measured chances. They may reap the benefits of taking risks in business
if they regularly make right decisions and represent the risk-taking
culture you have fostered in them over time.(The Truth About Taking
Risks: 7 Advantages Of Risk-Taking In A Business, 2017)

9. Value Generation

Putting people first is one of the main success criteria of high-performing

organisations. HR professionals nowadays are faced with the task of
developing efficient and effective, simple yet strong solutions for the
human side of the business. However, determining the specific
contribution of the HR function in achieving these goals remains
difficult. The first step in developing an effective HR strategy is to define
value and comprehend how it is created in the business. This necessitates
a thorough awareness of the whole business environment as well as the
organization's overarching business plan. Once a strategic direction has
been established, the organization's HR policies, programmes, and
practises must be reviewed to ensure that they are in line with the HR
strategy. Converting HR strategies and initiatives into measurable
business value necessitates the use of the right delivery method, a solid
foundation of HR capabilities and infrastructure, and the establishment
of business-driven performance measures to track whether the expected
outcomes are being achieved (Creating value through HR).

10. Clarification of Norms and Standards

Norms are the established rules of conduct determined by culture. Norms

are standards, and beliefs that help to maintain social order, guide
individuals, and determine what is proper and wrong, as well as what is
positive and negative. For optimal team performance, it's necessary to
define responsibilities and objectives. If you're a team leader, don't
44
 expect people to follow you unless you make it clear what you expect HRD: Processes and
Methods
from them. The communication of plans, policies, and role expectations
is known as clarifying. Clarifying behaviour has the goal of guiding and
coordinating work activity and ensuring that everyone knows what to do
and how to perform it. Each subordinate must understand what duties,
functions, and activities are required in the position and what results are
expected in order for the team to perform well. Even a highly talented
and motivated subordinate may struggle to reach high levels of
performance if they are unclear about their roles and priorities.

11. Better Communication

Any organization's administration requires effective communication.

Whether the goal is to inform employees about new policies, prepare for
a weather disaster, maintain organisational safety, or listen to employee
attitudes, good communication is a critical component of efficient
management. Organizations must have complete policies and methods
for communicating with their constituents, employees, and stakeholders,
as well as the general public, in order to be successful. The majority of
HR experts and company leaders feel that aligning corporate
communication with business strategy is critical for efficient and
consistent operations. Organizations may guarantee that they:
Communicate consistent messages using a structured and thorough
communication strategy.

12. Fair Rewards

The perceived fairness (or lack thereof) of employee awards is frequently

at the base of why people leave firms. The concept of fairness also
impacts whether or not an individual will go above and above to meet
company goals or even his or her own employment ambitions. As a
result, it's critical for businesses to ensure that their employee benefits
are based on fairness principles. Employee perceptions of fairness and
equitable treatment, according to research, are a key driver of retention,
engagement, and performance. Unfair treatment is, in fact, destructive.
Even the perception of unfair treatment can have disastrous
consequences for a company since it:

• Creates an atmosphere of suspicion and hatred.

• Erodes' performance and personnel dedication to the company
• Increases the amount of time spent doing things that aren't
productive.
• Reduces employee motivation to support one another; increases
unionisation; and increases voluntary turnover and absenteeism.

13. Generation of Unbiased Data on Employees etc

Because of the widespread use of automated decision-making and

artificial intelligence, there is a rising awareness of the danger of 45
Introduction to unintended and perhaps illegal discrimination around the world (AI).
HRD
Structured data is required to run machine learning applications, data
science, software engineering, and testing. Despite the advantages
provided by these technologies, there is rising concern about the
potential implications of reckless AI and machine learning
judgments.(Baldin, 2021)

Other Factors

• Personnel Policies
• Top Management style
• Investment on HRD
• Top Managements Commitment
• History
• Past Culture etc

Organizational effectiveness is more closely related to HRD outcomes

than process characteristics. Better communication, role clarity,
performance planning, trust, collaboration, and openness, for example,
are more distantly related to organisational effectiveness than factors
such as having competent, dynamic, satisfied, and devoted people.

If HRD outputs are not present at a suitable level in an organisation, the

adequacy of the HRD processes in the organisation is called into
question. Due to the involvement of various other variables in
determining productivity, the correlations between organisational success
and HRD outcomes are difficult to demonstrate. Chief Executives, unit
heads, line managers, and HRD managers who are interested in HRD
must support HRD processes and culture in their companies as a matter
of 'faith' or 'philosophy,' rather than looking for demonstrable results in
terms of organisational success. There is a different type of relationship
that requires attentiveness. This is how HRD mechanisms and HRD
processes are related.

The creation of a desirable human resource development climate or

process is facilitated by a human resource development mechanism,
subsystem, or instrument. HRD (Human Resource Development)
processes help organizations establish HRD (Human Resource
Development) cultures. Human resource development climate, in the
words of T.V Rao, "is the perspective." Human resource development
specialists use the term' OCTAPACE" to express the key characteristics
of human resource development climate. The following diagram depicts
the key characteristics of human resource development culture:

46
 HRD: Processes and
Methods

Figure 2: OCTAPACE

Activity 1
Based on the above mentioned variables present and imaginary scenario
based caselet in your own words.
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………

3.4 STAGES OF HRD FRAMEWORK

The Human Resource Development or HRD gives a framework to the agents
of the association to help in the improvement of their master and individual
capacities. Close by this, it bases on the calling improvement of the specialist
and the various leveled progression for the most part. In the meantime, HRD
is perhaps the most essential factors a firm practice to overhaul the efficiency
of the workforce. According to Tressa Shepard in her scholarly article
Ultimate guide to HRD ( 2020), HRD has to work to improve the work force
by addressing all domains of learning, i.e. Cognitive (Informational/
Intellectual), Psycho-motor (action/skill) and affective (emotional/values/
attitudinal).

The HRD Process as quoted by Faeq Hamad Abed Mahidy in his scholarly
article on Research Gate, The HRD process includes four steps: Assessment,
Design, Implementation and Evaluation (ADIE).

47
Introduction to
HRD

Figure 3: HRD Process (ADIE)

The following is the expounded depiction of each HRD Framework Stage:

1. Assessment

The Assessment in the HRD Framework remembers centering for the

need, understanding and reviewing the show of the delegates, work tasks
and progressive environment. In particular, the need to perceive the
opening between current capacities and capacities expected for the
making of a particular endeavor is to learn. This is the really most stage
out of four periods of HRD framework.

• Need Assessment

The affiliation targets and pattern of showing up at those goals choose

through the Need Assessment. It expresses the opening between current
capacities in the association and the skill expected for better execution. A
need describes as either an absence of current or by and large one more
test that solicitation changes in the affiliation. Conspicuous evidence of
the essential includes surveying the individual, work tasks, environment
and tendencies. There are many Quantitative and Qualitative methods by
which the need assessments can be performed within organization.

• Gap Analysis

The Gap Analysis incorporates differentiating the certifiable execution

and the best display. The transcendent development is to assess the
various leveled show and that of the workforce of the association. It has
two segments, to be explicit; current situation and expected development
situation. The differentiation between these two is the veritable whole
assessment that will recognize the prerequisites, reason, and targets. Gap
48
 Analysis is done for the following focusing on current and future needs HRD: Processes and
Methods
of capability matrices:

o Organization Analysis
o Task Analysis
o Person Analysis

2. Design

The preparation of convincing HRD program contains the joining of

methodologies and goals of the firm with the HRD cycle. It incorporates
arranging the HRD program incorporating interventions like learning and
development, OD interventions and various course/curriculum design
which can shape the progress based on needs identified in step one.
These are carefully planned and strategized interventions that need a
diligent systematic execution to bring best results and improvements.
The following is an example of how can various phases of objectives
pave way for designing an learning and development initiative:

o Portray objective- Clear goal and ultimate expectations need to be

identified as early as possible. Articulating the objectives to be
understood by everyone in uniform way is important.

o Cultivate Lesson-plan – It is a step structuring and a point-by-

point portrayal or the blue print of details of course, coverage, time,
activities etc. of the intervention.

o Make/Acquire Material – Course material is a basic reading and

support document for all participants including work sheets, pre
readings, and additional resources which can be either tailor made or
can be acquired from experts/ consultants.

o Select Trainer/Leader - The assurance of the perfect guide or

trailblazer is major for work on the capacities of employees. It might
be anyone from internal sources or a specialist who can best deliver
the expected learning.

o Picking Methods and Techniques – Depending upon learner, level,

course, content and other deliverables, it is important to pick
scientifically a right methodology for the intervention. These can be
a blend of on or off the job or even online or a virtual methods.

o Plan the Program/Intervention – All the resources, materials,

schedules, participants, nominations, logistics etc are given a final
shape/structure

3. Implementation

The execution incorporates the productive transport of the examination

and arrangement stage as strong HRD undertakings or mediations. The
plans or response ought to be executed using the most fitting and 49
Introduction to trustworthy methodologies. The execution of HRD program is done by
HRD
passing most fitting informative courses concurring on to the necessities
of the firm and as such laying out a helpful learning environment for on-
going improvement in the delegates. Thusly, it enables the workforce to
perform gainfully towards association goals and targets. Despite the
more than two, this moreover expects a critical part in four phases of
HRD framework.

• Procedures for conveying the planning-

Whenever the arrangement needs and goals picked, the execution of the
readiness program will begin. The inspiration driving giving planning
prompts choosing the procedures for giving strong HRD mediations. The
substance of the readiness program is of prime importance. It ought to
empower delegate responsibility and thusly to additionally foster
effectiveness by making them obtain new capacities or cleaning their
understanding.

Following are the techniques for the arrangement program:

o Hands on Training (OJT) this procedure prompts the specialist to

get to know the gig by truly performing it. The sorts of OJT are Job
Instruction Training (JIT), Job Rotation, Coaching, and Mentoring.
o Of-the-work Training - This procedure incorporates the employee
to be created some distance from their workplace to give getting
ready. Sorts of Off-the-work Training are Case Study Method,
Management Games, Distance learning, Sponsored high level
training courses.
o Apprenticeship Training - This is a mix of homeroom getting
ready and OJT. It is a coordinated cycle to work on the capacities of
an agent with a lot of rules.
o Distance/Internet-Based Training - This is an unavoidable sort of
getting ready method that needn't bother with the mentor or
understudy to meet at one spot. Through video-conferencing,
telephonic arrangement and over the web, the preparation has done.
o Duplicated/ Vestibule Training - This procedure incorporates the
use of test framework gear where the delegate can feel the genuine
environment and work in like manner.
o Flexi learning modules - This strategy prompts setting up the
delegate as indicated by his time openness. This is highly flexible to
the time, interest and convenience of the learner in the platform
based learning.
o Bite sized learning- In the era of fast tracking the bite sized learning
or capsule learning modules with supportive videos, interactive
groups and multi expert support the learners get best of options to
pick their convenience and schedule learning in micro manner.
50
 HRD: Processes and
4. Evaluation
Methods

Evaluation of the program is the last development of the HRD cycle and
informative courses. The ampleness of the HRD intercession assessed
during this stage. It is a tremendous and key activity, so should be
performed warily. The careful evaluation of the specialist's Reaction
towards the readiness program prompts collects information about the
reasonability of the program. The complement on assessing Human
Resource Development's impact, it is a critical and the principal stage to
be performed. This is presumably the most stage out of four periods of
HRD framework.

Evaluation Purpose

The justification for the appraisal lies upon the unmistakable evidence of
the program meets anticipated objectives and delegate responsibility all
through the gathering. Regardless, It prompts brace the more grounded
concentrations in the subject matter expert and to beat the more weak
points of view inside him. Another expectation is to motivate agents to
work with greater fervor. It will gather the information associated with
future individuals and further improvement in the program.

Assessment of the Effectiveness of the HRD Program

The HRD program's ampleness assessment ensures the practicality of the

program against the costing occurred. The application should incite
encourage the agents to work with more noteworthy responsibility and
intensity all the while using the new or the learnt capacities they have
gained. It is similarly critical considering the way that it prompts getting
regardless of whether the ideal target ensuing to planning is achieved.

Directions to Evaluate Effectiveness

The suitability of the HRD program can be assessed by surveying the

capacities of the employee before planning, during getting ready and
resulting to educational courses. Other than this, there are relatively few
concentrations to be considered for the appropriate appraisal of the HRD
program as follows:

• Select Evaluation Criteria - The appraisal rules incorporate the

Reaction of the individuals, perceptible changes in individual’s
demeanor, capacities and data, the differentiation in execution standard
of the part and at the same time the legitimate execution overall.

• Choose Evaluation Design - Designing the appraisal study is the second

and fundamental development in making an exact evaluation of the
program. The essential system is Time Series Design procedure that
incorporates a movement of assessments made when the HRD program.
In addition, the ensuing methodology is called Controlled
Experimentation procedure that is the most used and formal system for
51
Introduction to appraisal. Above all in this system, a controlled assembling composed,
HRD
and data is accumulated from planning and controlled assembling both
while getting ready, and a short time later the review is done as
necessary.

• Direct Evaluation of Program or Intervention - The appraisal of the

HRD program is through assessing three key orders. They are Reaction
of the individuals by getting their liking or detesting about the gathering.
Learning of the individuals associated with capacity headway and data
after the social affair. Lead change is also a noticeable variable. The
evaluator ought to find how the delegate’s overall lead is following
participating in the arrangement.

• Unravel Result - This is apparently the most expected characterization

of evaluation of the program. The inevitable result evaluates taking into
account the objections and targets set by the affiliation. The evaluator
translates regardless of whether the outcome facilitates with the best
effect. It would depend on the lead of the part after the planning if a
complaint came associated with convenience following getting ready,
Reaction of subordinates and chief and motivation towards the work.

Activity 2
Browse through different companies HRD handbooks. Present an observation
report on their practices and compare with the theoretical HRD processes.
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………
…………………………………………………………………………………

3.5 INTER-LINKAGES OF THE HRD

PROCESSES AND ITS OUTCOME ON HRD
AS WELL AS ON ORGANIZATION
The human resource development mechanism creates the climate and
processes for human resource development. The climate and processes for
human resource development create the outcomes for human resource
development. As a result, human resource development outcomes are the
product of human resource development mechanisms and procedures. A
better environment for human resource development leads to improved
human resource development outcomes. Employees who are competent,
satisfied, and committed, for example. Aside from these effects, it leads to
better internal resource use, teamwork, and organizational health. An
organization with competent and satisfied people is likely to be more
52
effective in comparison development an outcome in the matrix is explained HRD: Processes and
Methods
as under-

• HRD climate and processes determine HRD outcomes.

• More competent, satisfied, and committed individuals arise from
improved HRD climate and processes.
• HRD processes are numerous, but HRD outcomes are few.
• Organizational effectiveness is generated and determined by HRD
outcomes.
• A company with knowledgeable and dedicated employees is more likely
to be successful.
• Poor HRD outcomes are the result of a weak HRD climate, poor policies,
and top management commitment, indicating that the organizational
atmosphere and processes need to be improved.

HRD mechanisms and HRD departments are useful tools for kicking off and
sustaining development processes aimed at achieving HRD results. The
systems should be built in such a way that they support the HRD process and
the desired culture. These mechanisms must be checked on a regular basis to
see if they are helping the implementation of HRD procedures and culture,
and if they need to be updated.

3.6 CASE
Power Grid Corporation

India is now amongst the fastest developing countries in the world in terms of
GDP as well as the electricity consumption. The challenge is to meet the
energy needs of high economic growth & electricity consumption of about 1.3
billion people. POWERGRID has been the leading player in Transmission
utility space. This case study intends to understand the Learning and
Development portfolio in the company and measures taken to make the
impact in fulfilling organizational goals through synergy as HRD Process.

Introduction

POWERGIRD CORPORATION OF INDIA LIMITED, A Navratna PSU

under Ministry of Power, Government of India, is a Central Transmission
Utility(CTU). POWERGRID transmits about 50% of the total power
generated in India on its transmission network. Besides Transmission
business, POWERGRID has also have other business verticals in
Consultancy and Telecom. POWERGRID firmly believes in all around
Human Resource Development through sustainable & committed efforts
through strategic interventions & training. In order to align with the
organizational objectives and to keep the employees abreast of latest
technological developments, consistent efforts are being made through HRD
interventions for sustainable competitive advantage in different spheres of
53
Introduction to business activities. Evolving a common culture of performance, efforts to
HRD
build a well-knit professional team and enhance the competency of
employees have remained the area of focus for HRD.

HRD Strategy

• Make employees competent for planning, monitoring and execution of

Construction Projects
• Enable them to perform Operation & Maintenance effectively and
upgrade/innovate technologically
• Provide better career growth for employees

1. TRAINING VISION & STRATEGY:

POWERGRID has a clear vision in training to increase human capital by

enhancing learning for related systems, processes and practices. A
systematic strategy with keeping primary goal of organizational
excellence is the way forward.

2. TRAINING PLAN

A training calendar is a systematic planner for the ready reference of the

scheduled training and development sessions to be organized in
POWERGRID throughout the year. “HRD Plan” as it is known in
POWERGRID, the Calendar outlines the complete details, the
objectives, contents, program director, program coordinator, dates and
venue of the program. POWERGRID has a dedicated team of HRD
professionals who develop and design the training Calendar after the
exhaustive process of Competency based TNA and then
theplanneriscirculatedthroughouttheorganisationandisuploadedonHRD
website too for an easy access of the employees.

3. TRAINING INFRASTRUCTURE (Details of facilities and

resources):

(A) A 22-acre knowledge park in Manesar, Gurgaon, POWERGRID

Academy of Leadership (PAL) is a state-of-Art Institute of learning in
Management & Technology setup by POWERGRID at Manesar. With
dedicated subject matter experts having rich years of experience, the
institute offers employees from power utilities both in India and
overseas, best in class hands-on and classroom exposure in transmission
technology and management covering all areas from concept to design to
construction to commissioning to Operation and Maintenance of
transmission projects.

POWERGRID also has its Employee Development Centres at

Hyderabad (Andhra Pradesh), Itarsi (Madhya Pradesh), Kishenpur (
J&K) & HRD Centre at Jammu, Misa (Assam), Hosur ( Tamil Nadu.)

54
 (B) Transmission Line Management Institute, Misa conducts Research & HRD: Processes and
Methods
Development related to transmission lines

 has dummy transmission line for hands on training on maintenance

of TL
 conducts training on erection of transmission lines
 detailed theoretical training on design & maintenance of
transmission lines
 it’s an institute where availability of all transmission line
accessories: Dampers, Insulators, Spacers, Jumpers, etc. energise
the participants learning curve.
 Also expanded its wings in training employees of stakeholders,
other power transmission utilities

4. STEPS TAKEN TO ALLIGN TRAINING STRATEGIES WITH

ORGANIZATIONAL GOALS/BUSINESS PLAN:

Changing Technology, change in Processes & Systems requires

continuous up-gradation of Knowledge & Skill of employees keeping
pace with organizational requirement.
(A) ASSESSMENT OF THE TALENT POOL:
Employees (Skills, Knowledge &attitudes) for enhanced performance
are keys to success for any Organization in this fast changing business
world. The present competencies of employees are captured through
TNA and identified the knowledge requirements for the employees.
Besides this functional skill requirements and behavioral skill
requirements are also identified through TNA and based on the need and
present job responsibilities the individual training plan is developed to
manage the functional and behavioral competencies.
(B) TALENT DEVELOPMENT THROUGH EFFECTIVE
TRAINING
POWERGRID pursues the philosophy that human values is the most
vital asset of the organization and accordingly its policy is focused on
development of human potential through sustained efforts in providing
adequate skill up gradation , career enhancement and job towards
ultimate objective of attaining the organizational goals .
(C) Memorandum of Understanding
POWERGRID has always given importance to Training and
Development of its employees. It has taken number of initiatives so that
the learning attitude percolates deep down the culture of the
organization. POWERGRID has signed Memorandum of understanding
with various leading institutes of the country, to fulfill mutually
beneficial training requirements like IIT Delhi, IIM Lucknow, CPRI
Banglore, IIT Chennai, ISB Hyderabad , ASCI .
55
Introduction to 5. FOCUS AREAS OF TRAINING
HRD

i) Induction Level Orientation & Training

ii) Functional Role Based Development
iii) Up gradation of Government ITI’s
iv) Capacity Building Programme
v) Certification programme on Project Management
vi) Certification in Live Line Maintenance Techniques (LLMT) Using
Hot Stick Method (HSM) at HLTC, Bangalore
vii) Information Technology Programmes
viii) Self Development
ix) Consultancy in Training

6. POLICY AND SYSTEMS FOR ASSESSING TRAINING NEEDS

Competency Based Training Needs Assessment (TNA) is the first and

foremost step in the training cycle and is an integral part of any company
interested in development of its employees. It is an activity which
encompasses identification of weak spots and gaps within an individual
and bridging them with the training programmes so that an employee
becomes an asset to the organization and his need for intellectual growth
also gets fulfilled.

Steps for TNA:

 Online Survey, Questionnaire was posted on HRD website to

capture the functional and behavioral/managerial/leadership
requirement.
 The training needs as identified by the individuals were forwarded to
reporting and reviewing officer for finalization.
 After finalization of TNA, FGD was conducted in all the regions for
organizational and regional alignment.
 Accordingly, Learner’s Planner is prepared in consultation with all
the regions.

7. TRAINING EVALUATION POLICY AND SYSTEMSE

VALUATION OF TRAINING EFFECTIVENESS

In order to judge the effectiveness of HRD programmes conducted (apart

from regular feedback about the programmes), participants are subjected
to pre and post programme evaluation for selected programmes.

(a) Reaction Level (Level-1)- Feedback Immediately after the

programme

56
 (b) Learning Level (Level-2)- Assessment 6-8 months after HRD: Processes and
Methods
completion of programme (for select programmes)
(c) Evaluation Level (Level 3)- Level 3 evaluation was done for the
few programmes which were strategic in nature.

8. VARIOUS METHODOLOGIES/MULTIPLE LEARNING

CHANNELS USEDFOR TRAINING & DEVELOPMENT OF
EMPLOYEES:

(A) Human Resource Development

A platform has also been created to bolster the efforts of HRD through e-
learning process so that continuous learning could go simultaneously
with the tightly scheduled project completion activities.

Figure 4: Human Resource Development Portal of Powergrid

(B) E-Learning/Knowledge repository through SAP LSO

Knowledge Management provides a Snapshot of where an organization

is at any given time relative to is competitors. POWERGRID values
knowledge and therefore wanted to know how and where to access it.

It necessitated formulation of a Knowledge Management Policy which

was duly approved by the Management.

(C) Human Resource Information System

HRIS is a prerequisite in order to convert Piecemeal HR into integrated

HR. This issue has drawn attention for building IT enabled human
resource information internally. All employees irrespective of
geographical boundaries have been able to access web enabled HRIS for
any employee related services.
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Introduction to (D) Conclave, Workshops and Seminars
HRD
POWERGRID from time to time nominates its employees to participate
in Workshops, seminars /conclaves both at National and International
level to facilitate learning as it helps in keeping abreast with the latest
trends.
MAPPING FUNCTIONAL COMPETENCIESTO ONLINE TRAINING
NEED ASSESSMENT PORTAL
The POWERGRID journey in competency studies has matured with the
following experiences.
i) Preparation of Behavioral competency framework through a leading
external consultant.
ii) Large-scale online survey on organizational cultural capabilities of
POWERGRID for present and future.
iii) Aligning the above mentioned study on cultural capabilities, revisiting
functional and behavioral competencies through a leading external
consultant followed by assessment and development center and
Individual development plans of a group of senior executives.
iv) Revisiting / updating functional competency directories in a new model
by in-house subject matter experts.
v) Integration of updated functional competency directory to online
HRD management system to capture Training Needs of employees.
It is clear that through robust Learning and Development interventions,
organizational excellence can be attained. Any organization that understands
its human resources makes an impact .HR systems in organizations play vital
role in making an impact. The People oriented processes should be the key
momentum for taking organizing to next orbit.

3.8 SUMMARY
The question of "how" and, to a large extent, "why" is central to the concept
of process. HRD focuses on the development of human resource capability in
every organization. HRD is critical for retaining employees and gaining and
keeping a competitive edge in the market. As a result, in order to attain
efficiency and effectiveness, HRD requires proper planning and
implementation. The HRD strategy creation process begins with planning and
finishes with evaluation. It appears to be a never-ending process, because
trainings should be redesigned or adjusted based on feedback to meet the
organization's productivity needs.

3.9 SELF-ASSESSMENT QUESTION

1) Explain the statement with practical examples as enablers and disablers
of HRD philosophies from any organization where you work or have
exposure to information, “HRD Processes can be as complex as human
58 mind or as easy as making a child walk”
2) HRD Need Assessment is a procedure for identifying and articulating an HRD: Processes and
Methods
organization's HRD needs. Discuss the process of such assessment.
3) ‘The most difficult phase of HRD Process is need assessments for
continuously ticking the growth chart of the organization.’ Explore
various quantitative and qualitative techniques used by modern
organizations and explain their utility.

3.10 FURTHER READING/REFERENCES

• Deb, T. (2016). “Human Resource Development- Theory and Practices”.
• Kaplan, R. (1992). “Balance Score Card”, Harvard Business Review,
January-February.
• Pareek, V. and Rao, T.V. (1981). Designing and Managing Human
Resource Systems, Oxford & IBH Publishing Co., New Delhi.
• Pfeffer (1994). Competitive Advantage through People, Harvard
Business School Press.
• Rao, T.V. and Pereira, D.F. (1986). Recent Experiences in Human
Resource Development, Oxford & IBH Publishing Co., New Delhi.
• Tripathi, P.C. (2003). Human Resource Development, Sultan Chand &
Sons, New Delhi
• Ulrich, D. (1997). Human Resource Champions, Harvard Business
School Press.
References
• Baldin, N. (2021). Coming Together To Create Unbiased Data. Forbes
Technology Council.
• Creating value through HR. (n.d.). Deloitte: HR Strategy Consulting .
• Guillén, L. (2021). “Be Authentic At Work”: Is It Always The Best
Advice?
• Openness at Work. (2018). Workplace from Facebook.
• Pijnacker, L. (2019). HR analytics: role clarity impacts performance.
• The Truth About Taking Risks: 7 Advantages Of Risk-Taking In A
Business. (2017).
• T.V. Rao, “HRD in Voltas, in U. Pareek, and T.V. Rao, Designing and
managing human resource systems, Oxford & IBH publishing Co. Ltd.,
New Delhi, 1992, pp.352-54. 1992
• Rao, T. V. & E. Abraham (1986), “Human Resource Development
Climate in Indian organization”, in Rao T.V. & Pereira D.F. (Eds.),
Recent Experiences in Human Resources Development, New Delhi,
Oxford & IBH: 70-98.
• Tripathi, P.C.,(2005), HRD Processes, Page no.10-11

59
Introduction to
HRD

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