strategies of developing human resources

7/31/2019 Strategies of Developing Human Resources

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What is an strategy ?

It is plan of action designed to achieve aparticular goal.

It is concerned with how differentengagements are linked



Need For New HRD Instruments To support the structural and strategic changes

made by the organizations to shape its growth

and expansion. To keep the image of company up by adding

such modern instruments to its structure.

To prepare employees to respond to the

increasing problems faced by the organizationsboth externally and internally like-dissatisfaction, delays, fall market, highcompetition etc.



Having decided to strengthen the HRDfunction, how does one go about doing it? There are many ways of doing it-

Using the existing personnel department .

Strengthening the personnel department byequipping them with new competencies.

Training all managers and making them torecognize their role in HRD without addingany new department or roles.



Using task force

Creating a new role of HRD mangers orcombinations of the above and more.



The creation of new HRD department or newfunction of HRD can be called as a step in thedirection of differentiation .

When such differentiation of task and functionsis made there is also a need to have integratingmechanisms.

Senior corporate level executive dealing withpersonnel function of entire company areassigned to play the role of integrator.



External consultant play an important role inidentifying the nature of change required andfor providing directions.

Experimental try out of a system or subsystemin the organization or a part of it.

Training of internal change agent or resourcepersons.

Designing systems of monitoring theimplementation.



HRD aims at bringing a change in theorganizational culture to facilitate thedevelopment and utilization of people.

There are three major strategies of initiatingHRD subsystems-

Performance appraisal based strategy

Role analysis based strategy OD approach



Self –appraisal, performance planning throughtask identification and target setting, managerialqualities and performance review discussion (L&T, SAIL SBI etc.)

Manager–to-messenger programme (A higher

officer visits a branch and meets all the staff andspends a full day understanding their problemsand helping them to design action plan to solve

them (SBII, SBP) Priorities for Action model for going through

analysis of the factors that contribute to team spirit(SAIL, GCL)



HRD mechanism increases organizationaleffectiveness in various ways.

Those organizations which have introduced

HRD in their culture have gone through or stillgoing through turbulence environment (L&T,BHEL, BCC, BEML etc.)

It may e presumptuous to say that HRD haslargely contributed to the profits and growth ofthe organizations.



The most neglecting group in HRD are the linemanagers.

The HRD effects will become visible and

stronger only when the line managers startaccepting and internalizing their own role.

The second neglected group in the HRD is theunionized categories of employees.

HRD for them also need to be attended fast asthey are large in numbers and form thefoundation of the organization.

strategies of developing human resources

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