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The roles played by two types of. HRD professionals: the HRD executive/manager and the HRD practitioner. The HRD Executive/Manager The HRD executive/manager has primary responsibility for all HRD activities. This person must integrate the HRD programs with the goals and strategies of the organization, and normally assumes a leadership role in the executive development Program, if one exists. If the organization has both an HRM and an HRD executive, the HRD executive must work closely with the HRM executive. The HRD executive often serves as an adviser to the chief executive officer and other executives. The outputs of this role include long-range plans and strategies, policies, and budget allocation schedules. One of the important tasks of the HRD executive is to promote the value of HRD as a means of ensuring that organizational members have the competencies to meet current and future job demands. If senior managers do not understand the value of HRD, it will be difficult for the HRD executive to get their commitment to HRD efforts and to justify the expenditure of funds during tough times. Historically, during financial difficulties, HRD programs (and HRM, in general) have been a major target of costcutting efforts. Unless the HRD executive establishes a clear relationship between HRD expenditures and organizational effectiveness (including profits), HRD programs will not receive the support they need. But how does an HRD executive who wants to offer a program on stress management, for example, compete with a line manager who wants to purchase a new piece of equipment? With change in the organizational environment the roles played by the HRD professionals has also undergone a change. At present the HRD Professionals are playing the following roles. They Act as Strategic adviser (1) to help the decision makers on issues related with HRD. They also play the role of an HR systems designer (2) and developer by assisting the HR management in designing and developing HR systems in an organization to increase its performance. They also act as organizational change agents (3) by helping the management in designing and implementing change strategies to transform the organization. The result is more efficient work teams, intervention strategies, and quality management and change reports. They also play the role of organization design consultant (4) when they advised the management on work systems design and efficient use of available human resources. HR professionals work as instructional designer or learning programme (5) specialist when they identify the needs of the employees and develop and design the required learning programmes. They also prepare materials and other learning aids for these programmes An HRD professional dons the role of career counselor (6) when he assists individual employees in assessing their knowledge and skills to development realistic career development plan for the employee. They play the role of a coach or a performance
consultant (7) when they advised line managers about the appropriate intervention designed to improve the performance of the group or an individual. HRD Professionals act as researchers (8) when they assess the human resource development practices and programmes with the help of appropriate statistical procedure to find out their effectiveness and then they communicate the results to the top level management
Environment: An open environment is required for the success of an organization. The organizational environment should have meritocracy, fearless, justice, speed imagination and accountability. It is the job of the HRD professional to inspire the employee to perform better ones this environment is created in the organization
HRD Functions
Functions of HRD Professionals The process of HRD consists of 4 basic functions: Acquisition of human resources Process of identifying and employing people possessing required level of skills Job Analysis HRP Recruitment Selection
Process of improving, Moulding and changing the skills, knowledge and ability of an employee Employee Training Management Development Career Development Motivation of human resources
Process of integrating people into a work situation in a way that it encourages them to perform / deliver to the best of their ability Understanding needs Designing motivators
Process of providing employees the working conditions that help maintain their motivation and commitment to the organisation Satisfaction Levels Retention
Highlight the key driving forces of the business. What are they? e.g. technology, distribution, competition, the markets. What are the implications of the driving forces for the people side of the business? What is the fundamental people contribution to bottom line business performance?
Step 2: Develop a Mission Statement or Statement of Intent That relates to the people side of the business. Do not be put off by negative reactions to the words or references to idealistic statements it is the actual process of thinking through the issues in a formal and explicit manner that is important.
Step 3: Conduct a SWOT analysis of the organization Focus on the internal strengths and weaknesses of the people side of the business.
Vigorously research the external business and market environment. Highlight the opportunities and threats relating to the people side of the business.
What impact will/ might they have on business performance? Consider skill shortages?
From this analysis you then need to review the capability of your personnel department. Complete a SWOT analysis of the department consider in detail the departments current areas of operation, the service levels and competences of your personnel staff. Step 4: Conduct a detailed human resources analysis Concentrate on the organizations COPS (culture, organization, people, HR systems)
Consider: Where we are now? Where do we want to be? What gaps exists between the reality of where we are now and where we want to be?
Step 5: Determine critical people issues Go back to the business strategy and examine it against your SWOT and COPS Analysis
Identify the critical people issues namely those people issues that you must address. Those, which have a key impact on the delivery of the business strategy. Prioritize the critical people issues. What will happen if you fail to address them?
Step 6: Develop consequences and solutions For each critical issue highlight the options for managerial action generate, elaborate and create dont go for the obvious. This is an important step as frequently people jump for the known rather than challenge existing assumptions about the way things have been done in the past. Think about the consequences of taking various courses of action. Consider the mix of HR systems needed to address the issues. Do you need to improve communications, training or pay? What are the implications for the business and the personnel function? Once you have worked through the process it should then be possible to translate the action plan into broad objectives. These will need to be broken down into the specialist HR Systems areas of:
Employee training and development Management development Organization development Performance appraisal Employee reward Employee selection and recruitment Manpower planning Communication
Develop your action plan around the critical issues. Set targets and dates for the accomplishment of the key objectives. Step 7: Implementation and evaluation of the action plans The ultimate purpose of developing a human resource strategy is to ensure that the objectives set are mutually supportive so that the reward and payment systems are integrated with employee training and career development plans
Openness Collaboration Trust and trust worthiness Authenticity Proactive Autonomy Confrontation Experimentation
Measuring HRD Climate Economic condition An organizations economic condition influences its culture in several ways. The more prosperous an organisation is the more it can afford to spend on research and the more it can afford to risk and be adventurous. Leadership Style:
An organisation leadership style plays a profound role in determining several aspects of its culture. An authoritarian style may make the organizations culture characterized by high position structure, low individual autonomy, low reward orientation, low warmth and support and so on, or it may be opposite, like goal directed leadership. Managerial assumption about human nature: Every act on the part of the management that involves human beings is predicated upon assumptions, generalizations and hypotheses relating to human behaviour. There are two theories of behaviour (Theory X and Theory Y). Managerial values and ethos: The feeling of managers about norms and values what is good and what is poor as management practice. There are few dimensions on which it can be checked. They are self-awareness, risk-taking, participation, bureaucracy, equity, employees security and growth. Organisation size: A small organizations there are few levels of management, these are generally more amenable to democratic and participative functioning than big organisations. More open communication system in small organisations. Hence these organisations have a different type of climate than what are in big organization