Introduction
Globalization of the Indian economy is compelling organizations to rethink their future strategies. It’s now widely recognized that transformation is a prerequisite for their survival and growth. Business organizations in India, especially public enterprises, are experiencing winds of change. For the HR function, there could not be a more exciting and challenging opportunity than managing the complexities of change and transformation. HR today is playing a lead role along with business functions in creating the necessary momentum and internal capabilities.
This project seeks to capture the value of “Synergizing HRD Interventions for Growth” covering ideas and experiences like Changing Business Scenario and HRD Challenges, Organizational Transformation and Restructuring, Managing Performance and Productivity Enhancement, Managing Diversity, Developing Learning and Training Capabilities, and Aligning HRD to Business.
HRD Interventions in Developing Global Competitiveness
Today, all are aware that it is the era of globalization and competitiveness. Right now, the issue is not only of global competitiveness but also local competitiveness. Till now, Indian industries have been so protected that they were not concerned about the emerging competition. These organizations today need to ask themselves where they are and where they need to go. Today’s passwords should be competition for both survival and growth. To meet the new challenges, however, some organizations are planning well. As far as organizational planning is concerned, Indian organizations are capable of planning well, but regarding training and HRD interventions, they are not performing too well and don’t even give much importance to it.
Normally, everyone in the organization undergoes training. But to meet the emerging challenges and issues, organizations need to upgrade or modify their HRD interventions, or more specifically, training interventions. NTPC is one of the few PSUs where attempts are being made to plan training interventions, and a serious thought has been given to make training a systematic method.
Benchmarking HRD Practices
Benchmarking is a method of establishing goals based on the industry’s best practices. It’s a positive and proactive process to change practices and procedures in a structured fashion to achieve superior performance. Today, when there is competition not only within India but the world over, and when one can get all information about products, processes, and all management styles in minimum time, there is a need to have better or even international benchmarks. Benchmarking HRD practices may help organizations to develop action plans for better manpower planning and developing human resources in a more effective manner to meet the challenges of the new millennium.
In order to make the kind of progress that is needed to be competitive, HRD and quality professionals have to work in consonance with each other. It is one of the problems faced by many organizations. Why are things the way they are, and what could be done to achieve a positive change?
The two approaches to this problem have been followed since the early part of the century. One is the Human Resource approach, which promotes the ideas of freedom to act and freedom for creativity. The other is the Taylor’s approach in terms of scientific management and in terms of standardization of method. In the early 20th century, mass manufacturing came into being. When a large number of people made the same kind of product or service, then a degree of standardization was necessary to obtain. A degree of consistency was needed to provide to the customers. This led to a situation where standardization became everything.
The Human Resource approach talked about creativity. The conviction was that standardization kills creativity. If one prevents a person from thinking of a better way, and he is asked to do what he is supposed to, it is inhuman. Unfortunately, for several years, these were considered to be mutually exclusive perspectives. Each one promoted and propagated their respective points of view, and there were no meeting points.
In the early 60s, the situation started changing. And in 1960-62, Professor Ichikawa started the use of Quality Circles. What did he really do? He empowered the workforce to develop the standards to develop themselves. Earlier, the standards were often developed by industrial engineers sitting in the corporate office, and/or a handful of specialists in a company. But if the people who are in the job, whether they are at the operator/manager level, can be trained and empowered to develop their own standards. Ichikawa’s QC is the collective creativity of a group of people doing diverse things who come together to develop their own methods of working which is efficient. This is then standardized so that there is consistency till the end. He, thus, brought creativity and consistency through this approach.
It is important to train the manpower to use the data that’s generated at the workplace. The basic steps in this exercise would be to understand the data, to use it analytically, and to find a better method. Automation in this perspective means that the worker or the manager should be able to stop his work process if it’s proving to be inactive. A new standard may be created. If more than one person is involved in this creative exercise, then the improvement may be of a higher magnitude than it would have been if only one person developed it on his own. Each individual contributes, and the group is able to bring their contributions together.
For effective benchmarking of this kind, the two main factors are rich data and facts. Management looks at this data and decides the process as to how to do an analysis. The best-known analytical tools are statistical tools. So statistical tools have to be used to involve people to create a better method than the present one. Without creativity, this form of benchmarking is not possible. Peter Drucker only recognized what the Japanese did. Basically, it was the idea of Ichikawa who gave HRD this system of benchmarking.
Assessing and Evaluating the Impact of HRD Interventions
A learning organization acquires knowledge, creates and transfers new knowledge, and learns to perform better. Ultimately, an organization has to perform, and if the learning of the organization does not get transferred into performance, then it is a waste. There are several roles of HRD, but the success of HRD can be judged by the performance of the organization. If it does not perform, and if HRD personnel do not contribute to the organization in providing them the right environment and the right people, then the organization’s HRD policy can be considered a failure.
From India, Baruipur
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Globalization of the Indian economy is compelling organizations to rethink their future strategies. It’s now widely recognized that transformation is a prerequisite for their survival and growth. Business organizations in India, especially public enterprises, are experiencing winds of change. For the HR function, there could not be a more exciting and challenging opportunity than managing the complexities of change and transformation. HR today is playing a lead role along with business functions in creating the necessary momentum and internal capabilities.
This project seeks to capture the value of “Synergizing HRD Interventions for Growth” covering ideas and experiences like Changing Business Scenario and HRD Challenges, Organizational Transformation and Restructuring, Managing Performance and Productivity Enhancement, Managing Diversity, Developing Learning and Training Capabilities, and Aligning HRD to Business.
HRD Interventions in Developing Global Competitiveness
Today, all are aware that it is the era of globalization and competitiveness. Right now, the issue is not only of global competitiveness but also local competitiveness. Till now, Indian industries have been so protected that they were not concerned about the emerging competition. These organizations today need to ask themselves where they are and where they need to go. Today’s passwords should be competition for both survival and growth. To meet the new challenges, however, some organizations are planning well. As far as organizational planning is concerned, Indian organizations are capable of planning well, but regarding training and HRD interventions, they are not performing too well and don’t even give much importance to it.
Normally, everyone in the organization undergoes training. But to meet the emerging challenges and issues, organizations need to upgrade or modify their HRD interventions, or more specifically, training interventions. NTPC is one of the few PSUs where attempts are being made to plan training interventions, and a serious thought has been given to make training a systematic method.
Benchmarking HRD Practices
Benchmarking is a method of establishing goals based on the industry’s best practices. It’s a positive and proactive process to change practices and procedures in a structured fashion to achieve superior performance. Today, when there is competition not only within India but the world over, and when one can get all information about products, processes, and all management styles in minimum time, there is a need to have better or even international benchmarks. Benchmarking HRD practices may help organizations to develop action plans for better manpower planning and developing human resources in a more effective manner to meet the challenges of the new millennium.
In order to make the kind of progress that is needed to be competitive, HRD and quality professionals have to work in consonance with each other. It is one of the problems faced by many organizations. Why are things the way they are, and what could be done to achieve a positive change?
The two approaches to this problem have been followed since the early part of the century. One is the Human Resource approach, which promotes the ideas of freedom to act and freedom for creativity. The other is the Taylor’s approach in terms of scientific management and in terms of standardization of method. In the early 20th century, mass manufacturing came into being. When a large number of people made the same kind of product or service, then a degree of standardization was necessary to obtain. A degree of consistency was needed to provide to the customers. This led to a situation where standardization became everything.
The Human Resource approach talked about creativity. The conviction was that standardization kills creativity. If one prevents a person from thinking of a better way, and he is asked to do what he is supposed to, it is inhuman. Unfortunately, for several years, these were considered to be mutually exclusive perspectives. Each one promoted and propagated their respective points of view, and there were no meeting points.
In the early 60s, the situation started changing. And in 1960-62, Professor Ichikawa started the use of Quality Circles. What did he really do? He empowered the workforce to develop the standards to develop themselves. Earlier, the standards were often developed by industrial engineers sitting in the corporate office, and/or a handful of specialists in a company. But if the people who are in the job, whether they are at the operator/manager level, can be trained and empowered to develop their own standards. Ichikawa’s QC is the collective creativity of a group of people doing diverse things who come together to develop their own methods of working which is efficient. This is then standardized so that there is consistency till the end. He, thus, brought creativity and consistency through this approach.
It is important to train the manpower to use the data that’s generated at the workplace. The basic steps in this exercise would be to understand the data, to use it analytically, and to find a better method. Automation in this perspective means that the worker or the manager should be able to stop his work process if it’s proving to be inactive. A new standard may be created. If more than one person is involved in this creative exercise, then the improvement may be of a higher magnitude than it would have been if only one person developed it on his own. Each individual contributes, and the group is able to bring their contributions together.
For effective benchmarking of this kind, the two main factors are rich data and facts. Management looks at this data and decides the process as to how to do an analysis. The best-known analytical tools are statistical tools. So statistical tools have to be used to involve people to create a better method than the present one. Without creativity, this form of benchmarking is not possible. Peter Drucker only recognized what the Japanese did. Basically, it was the idea of Ichikawa who gave HRD this system of benchmarking.
Assessing and Evaluating the Impact of HRD Interventions
A learning organization acquires knowledge, creates and transfers new knowledge, and learns to perform better. Ultimately, an organization has to perform, and if the learning of the organization does not get transferred into performance, then it is a waste. There are several roles of HRD, but the success of HRD can be judged by the performance of the organization. If it does not perform, and if HRD personnel do not contribute to the organization in providing them the right environment and the right people, then the organization’s HRD policy can be considered a failure.
From India, Baruipur
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Dear Colleagues,
I wish to put in a few words on the subject matter above as it relates to HR Management.
Conflict Resolutions
Basically, it is the duty of HR to find ways of resolving issues between employees on one hand and employees and management on the other. We should note that as long as we have human beings in the workplace, there will always be a need for arbitration among them. HR is expected to sense tension between these two groups before they deteriorate. It is at this time that HR should use the "grapevine channel" to its advantage and call officers to a round table for reconciliation. If it is between workers and management, HR should find ways to broker peace.
Discipline
Regarding discipline, HR should, as a matter of policy, lay its cards on the table from the onset by issuing Employee Handbooks to all employees from the beginning. This would help educate them on where their rights start and end, as well as what is expected from both the employees and the company. Hence, when an employee makes an error, whatever decision HR or management takes should be in line with the policies outlined in the handbook. This should be accepted by all parties involved, without changing the rules in the middle of the game.
Discrimination
Discrimination could be a very sensitive issue depending on one's perception and orientation. Discrimination in the workplace could be based on gender, race, political/union affiliations, religion, skin color, sexual orientation, intellectual persuasions, or school of thought. Once again, it is the duty of HR to ensure that these differences are minimized in the workplace and to create an environment of peaceful coexistence among all employees. This could be achieved by intentionally grouping diverse opinions into working committees, social outings, club memberships, aiming to foster mutual understanding and tolerance among employees.
Harassment
Harassment is another issue closely linked to the above, which could manifest in different forms, with sexual harassment being the most talked about. Both genders, male and female, can be guilty of this vice in the workplace. HR is responsible for implementing policies to address and prevent harassment. Harassment can also be in the form of stereotyping or name-calling in the workplace. For instance, if an employee calls a colleague by an assumed pet name like "professor," and the colleague rejects it, it should be dropped to avoid creating an unfriendly workplace.
Health
Ideally, HR should implement a good health policy for the entire workforce. This includes ensuring good ventilation, lighting, sick bay, first-aid facilities, among others. HR should also provide comprehensive health insurance schemes for employees, covering both preventive and curative medical care. Additionally, HR should develop a friendly policy on HIV/AIDS tailored to the workplace demographics to prevent discrimination on this basis.
Safety
While HR proposes and implements safety policies, management plays a crucial role in ensuring safety in the workplace. HR should maintain acceptable safety standards, provide safety gear, place fire extinguishers correctly, establish multiple entrances and exits, inform employees of muster points, and conduct fire/safety drills periodically.
Union Relations
Union relations are another sensitive issue. It should be noted that while employees have the right to association, some employers have excluded this from their employee handbooks. In places where unionization is permitted, HR mediates between the union and management, often using a collective bargaining approach when necessary.
For now, I will conclude my input. Cheers.
From Nigeria, Lagos
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7I wish to put in a few words on the subject matter above as it relates to HR Management.
Conflict Resolutions
Basically, it is the duty of HR to find ways of resolving issues between employees on one hand and employees and management on the other. We should note that as long as we have human beings in the workplace, there will always be a need for arbitration among them. HR is expected to sense tension between these two groups before they deteriorate. It is at this time that HR should use the "grapevine channel" to its advantage and call officers to a round table for reconciliation. If it is between workers and management, HR should find ways to broker peace.
Discipline
Regarding discipline, HR should, as a matter of policy, lay its cards on the table from the onset by issuing Employee Handbooks to all employees from the beginning. This would help educate them on where their rights start and end, as well as what is expected from both the employees and the company. Hence, when an employee makes an error, whatever decision HR or management takes should be in line with the policies outlined in the handbook. This should be accepted by all parties involved, without changing the rules in the middle of the game.
Discrimination
Discrimination could be a very sensitive issue depending on one's perception and orientation. Discrimination in the workplace could be based on gender, race, political/union affiliations, religion, skin color, sexual orientation, intellectual persuasions, or school of thought. Once again, it is the duty of HR to ensure that these differences are minimized in the workplace and to create an environment of peaceful coexistence among all employees. This could be achieved by intentionally grouping diverse opinions into working committees, social outings, club memberships, aiming to foster mutual understanding and tolerance among employees.
Harassment
Harassment is another issue closely linked to the above, which could manifest in different forms, with sexual harassment being the most talked about. Both genders, male and female, can be guilty of this vice in the workplace. HR is responsible for implementing policies to address and prevent harassment. Harassment can also be in the form of stereotyping or name-calling in the workplace. For instance, if an employee calls a colleague by an assumed pet name like "professor," and the colleague rejects it, it should be dropped to avoid creating an unfriendly workplace.
Health
Ideally, HR should implement a good health policy for the entire workforce. This includes ensuring good ventilation, lighting, sick bay, first-aid facilities, among others. HR should also provide comprehensive health insurance schemes for employees, covering both preventive and curative medical care. Additionally, HR should develop a friendly policy on HIV/AIDS tailored to the workplace demographics to prevent discrimination on this basis.
Safety
While HR proposes and implements safety policies, management plays a crucial role in ensuring safety in the workplace. HR should maintain acceptable safety standards, provide safety gear, place fire extinguishers correctly, establish multiple entrances and exits, inform employees of muster points, and conduct fire/safety drills periodically.
Union Relations
Union relations are another sensitive issue. It should be noted that while employees have the right to association, some employers have excluded this from their employee handbooks. In places where unionization is permitted, HR mediates between the union and management, often using a collective bargaining approach when necessary.
For now, I will conclude my input. Cheers.
From Nigeria, Lagos
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The Transition in HR Management
The field of HR management is undergoing a transition because organizations themselves are changing. As a result, the terminology in the field is also in transition. Traditionally called personnel departments, many of these entities have been renamed human resource departments. However, more than just the name has changed as HR management continues to be the "people" focus in organizations.
From India, Pune
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The field of HR management is undergoing a transition because organizations themselves are changing. As a result, the terminology in the field is also in transition. Traditionally called personnel departments, many of these entities have been renamed human resource departments. However, more than just the name has changed as HR management continues to be the "people" focus in organizations.
From India, Pune
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