CHAPTER V

HRD TOOLS AND TECHNIQUES1

Though a good number of HRD facilitations have a good knowledge of HRD, its systems and
processes, they are not equipped with the development tools and techniques to implement
HRD. This chapter briefly lists and explains various development tools and techniques that
can be used in the HRD function. Each of the tool can be adopted to the specific need of the
organisation to achieve desired HRD results.
A. BRIEF NOTES
1. 360 DEGREE FEEDBACK:
It is a development technique used for the confidential assessment of the employees by all
their stakeholders. Stakeholders are their boss, staff, team members, internal or external
customers, family and friends. It is a systematic feed back collection on performance of an
individual or a group often co-ordinated by an external agent with scientific tools like the
questionnaire.
Feedbacks of the stakeholders are confidentially collated by the facilitator and anonymously
made available to the feedback seeker. In this technique the feedback givers judge what they
perceive as behaviour and not the intentions behind it. A mixture of strengths and areas for
development, expectations etc. are made known to the feedback seeker through this
development process. Once the feedback is received, the concerned person works on him for
further improvement and development.
2. APPRECIATIVE INQUIRY:
An inquiry process affirms our symbolic capacities of imagination and mind as well as our
social capacities for conscious choice of cultural evolution. Its assumption is Solution to be
Embraced.

Discover and value those factors that give life to the organisation.
Envision what might be the new possibilities.
Engage in dialogue, discovering possibilities.
Construct the future through innovation and action.

3. ASSESSMENT CENTER TECHNIQUE:

This technique is used to assess individuals, dyads, or teams. This is a project for achieving a
specific purpose in a specified period of time in a planned manner. It is a method to evaluate
employees on specified competencies using multiple tools by multiple assessors. It focuses
on assessing individuals for their ability for performing roles.

MG Jomon (2003). HRD in Real Time

4. BRAINSTORMING :
Brain storming is a tool to generate ideas on a particular topic under discussion. It is a group
creativity technique facilitating spontaneous discussions in search of new ideas.
Three steps involved are :
The group leader states the problem very clearly. Members facilitate as many ideas as
possible (no criticism is allowed). Later these ideas are discussed and analysed and the most
appropriate solution is selected.
5. BRAIN WRITING POOL :
It is a technique for promoting the creativity within a team when members of the group find it
difficult to get together at the same time. Idea sheets can be circulated, and ideas can be
added up over a period of time. A productive variant of this technique is one, made possible
by computer networking systems. They all have a record of the ongoing outcomes of the
process.
This is a highly productive process, which involves minimum effort from group members.
6. CAREER COUNSELING :
It is a method that aids for the development of the career of an employee. In this method,
matching of aspirations of an employee and opportunities available are checked up and next
steps are identified and planned that would help in further career growth.
7. CAREER DEVELOPMENT WORKSHOPS :
These workshops facilitate the career development of an employee.
Entry-workshops provide the opportunity for groups of new employees and their supervisors
to share their separate expectations and focus on the areas of mismatches. Mid-workshops
include self-diagnostic activities for employees, diagnosis of the organisation and alignment
of the separate diagnosis to identify potential mismatches (frustration of employees, etc.).
Later- workshops are useful for the employees preparing for retirement.
8. CASE STUDIES:
The case study analysis was popularised at the Harward Graduate School of Business. The
cases represent attempts to describe, as accurately as possible, real problems that managers
have faced. Trainees study the cases to determine the problems, analyze causes, develop
alternative solutions, select what they believe to be the best solution and implement it.

Case study can provide stimulating discussions among participants, as well as excellent
opportunities for individuals to defend their analytical and judgement abilities. It appears to
be a rather effective method for improving decision making abilities within the constraints of
limited information.
9. COACHING :
It is one of the techniques used for enhancing the abilities of an employee through a one to
one interactive process. When an experienced and competent employee takes active role in
guiding a junior employee, we refer this activity as coaching.
The effective coach, whether on the track or in the corporate hierarchy, gives guidance
through direction, advice, criticism and suggestions in an attempt to aid the growth of the
employee.
The advantages of this technique go with learning by doing, particularly, the opportunities for
high interaction and rapid feedback on performance.
10. COGNITIVE (CAUSE) MAPS :
Eden and his colleagues from Strathelyde University pioneered this development tool.
Mapping the interrelationships between element in management settings is called cognitive /
cause maps.
It can be seen as a picture or visual aid in comprehending the mappers understanding of
particular and selective elements of thoughts (rather than thinking) of an individual, group or
organisation.
11. COMMITTEE ASSIGNMENTS :
It is a technique used for increasing the employee participation in managerial decision
making. Assignment to a committee can provide an opportunity for the employee to learn by
watching others, and to investigate specific organisational problems. The temporary or
adhoc assignments are interesting and rewarding to an employee in his/her professional life.
12. COMPUTER MODELLING :
It is one of the training techniques used for the development of an employee. It simulates the
work environment by programming a computer to imitate some of the realities of the job. It
is widely used by Airlines in the training of pilots.

The computer simulates the number of critical job dimensions and allows learning to take
place without high costs that would be incurred if a mistake were done in real life flying
situation. It is an opportunity to learn through ones mistakes.
13. CONSENSUS MAPS :
In this development tool, participants are facilitated to visualise, review critically, and to
organise things that are interrelated and sequence dependent. It first produces a graphic map
of interrelationships among the individuals and then enables the group participants to adapt,
rearrange or supplement a given structure, as the ongoing group discussion requires. It
simulates the generation of consensus recommendations.
14. DAILY MEETING :
It ensures total involvement and commitment to the days tasks related to quality, productivity
or any other improvement. Once the plans are finalised by the group, the supervisor
facilitates their implementation. Before the start of days work and during tea breaks, the
members in the section get together for a morning meeting. The duration of the meeting is
generally between 5 to 10 minutes. The process involved are :
The superior first addresses the group. He then discusses the days task and job distributions
and make noting if any more resources are required for completion of task. During this
meeting, the workers are encouraged to raise group grievances if any.
15. DELPHI TECHNIQUE :
It is consensus decision-making technique where members do not meet face to face.

Problem is identified and solutions are received from members through questionnaires,
etc.
Solutions of the problem are compiled and feedback is given.
Based on feedback, members are again asked to come out with new ideas.
Likewise, this process is repeated until a consensus decision is arrived at.

16. DEVELOPMENT CENTRES :

When assessment centers are used mainly for developmental purposes, they are called
development centres. They identify personal development and training needs. In
development centres :

Assessees are given written and oral feedback on the outcome of the assessment centres.
Based on feedback, assessees are counseled on ways of improving the observed weaknesses.
Through a process of discussion with each assessee, development plans are arrived at and
further development initiatives follow these plans.
17. DEVILS ADVOCACY :
It is a technique used for the development of an individual in a group. Devils advocate is the
individual within the team whose responsibility is to raise arguments, challenge ideas and to
point out weaknesses. It is important that this role rotates, otherwise, the process becomes
identified with one individual. The rotating Devils advocate has the group opinions, ideas,
suggestions and strategies that are carefully scrutinized by atleast one team member whose
job is to promote controversy and conflict in order to ensure excellence in functioning.
18. ELECTRONIC MEETING :
It is the most recent technique used for decision making in groups.

Members sit around a horseshoe shaped table with a series of computer terminals
Issues are presented to the participants and they type their responses on to the computer
screen.
Individual comments as well as the group responses appear on the projection screen in the
room.
Major advantages are anonymity, honesty and speed.

19. EXIT INTERVIEW

It is an interview conducted when an employees leaves the organisation with the purpose of
exploring the reasons for the employees exit and to initiate necessary steps for employees
and organisational development.
20. EXPERIMENTAL EXERCISES :
It is one of the simulation techniques used for employee development. They are usually short
structured learning experiences where individuals learn by doing. Experimental exercise
could be used to create a conflict situation where employees have to experience a conflict
personally and work out its resolution. After completing the exercise, the facilitator / trainer
typically discusses what happened and introduces theoretical concepts to explain the
members behaviour during he exercise.

21. FILMS :
Film is a technique to enhance the knowledge of employees. It is a useful training technique
whether purchased or produced internally by the organisation. It can provide information and
explicitly demonstrate skills that are not easily presented by other techniques. It is often used
in conjunction with conference, discussion to clarify and amplify those points that film
emphasized.
22. FORCE FIELD ANALYSIS :
This development technique is developed by Kurt Levin to facilitate and explain the concept
of change. Levin argued change in an organisation should follow three steps :

Unfreezing the status quo

Movement to the new state
Refreezing the new change to make it permanent

It can be achieved only when the driving forces, which direct behaviour away from the status
quo, can be increased. The restraining movements, which hinder movement from the existing
equilibrium, can be decreased.
23. FISH BOWL TECHNIQUE :
A fish bowl is a discussion or format in which a portion of the group forms a discussion circle
and remaining participants form a listening circle around the discussion group. New groups
form inner circle to continue the discussion. Fish bowl discussion help to bring focus to large
group discussions although time consuming. This is the best method for continuing large and
small group discussions.
As a variation to concentric circles, participants can remain seated at tables and you can
invite different tables or parts of the tables to discuss the topic as the others listen.
24. FLEX TIME :
It is an approach towards increasing workers freedom, innovation and their motivation. It is a
system whereby employees contract to work a specific number of hours a week but are free to
vary the hours of work within the certain limits, each day consists of a common core of,
usually six hours, with a flexibility band surrounding the core.
Under flextime, employees assume responsibility for completing a specific job, and that
increases their feeling of self-worth. It is consistent with the view that people are paid for
completion of work, not for being at the job stations for a set of hours. It has been
implemented in a number of diverse organisations and the response has generally been
favourable.

25. FUTURE SEARCH :

Future search conferences enable organisations and communities to learn more about them
from every angle. Bring the Whole system into one room, makes feasible a shared
encounter with aspects of reality we normally avoid chaos, complexity and uncertainty.

Future search processes lead stakeholders to create a shared future vision for their
organisation or community.
Future search meetings enable all stakeholders to discover shared intentions and take
responsibility for their own plans.
These events can also help people to implement a shared vision that already exists.

26. GRIPE BOXES :

These are the boxes where the employees can drop their anonymous complaints, suggestions,
opinions, etc. They are different from suggestion boxes, in which employees drop their
named suggestions with an intention to receive rewards. This technique is to facilitate
employee free expressions of thought. The HRD department seriously looks into the gripe
boxes and initiate changes based on the same.
27. INBASKET :
It is a form of simulating reality and training an individual in near reality situations. It
exposes an employee to a series of situations he is likely to face in short period and tests his
ability to handle the situations. Advantages and disadvantages of decisions taken, the way he
went about understanding the problem, organising information, planning action, etc, are
analysed.
The inbasket or intray uses day-to-day decision making situations, which a manager is likely
to face in a written form from various sources.
On the basis of testing, feedback is given to the individual and action plan is worked out.
28. INDIVIDUALISED TRAINING
The greatest advantage of individual training is that it enables each participant to determine
the speed with which training can proceed.
Tutoring, individual practice of specific skills and reading and written assignments are
traditional methods of individual training. For many tasks that involve a senior and a junior
together, and for others involving just one person, this method simulates the work situation.
The tutor adapts activities to the specific need of the individual. In the process, not only
competence is tested but also motivation will be exposed.

29. INTERACTIVE COMPUTER BASED TRAINING:

It is used to explain different concepts to the employees. Most of the developers claim that
this helps users to understand better and retain more.
It is not only interesting and educative, its multilingual versions will be beneficial for
workers, most of who cant follow English. It was used for the first time by Bayers India
Ltd., to educate 1000 odd shopfloor workers.
Tele-education and Internet based training are also similar. Though they are expensive, they
are productive while CBTs may need to be updated from time to time; the Internet could
solve the problem.
30. JOB DESCRIPTION :
A job description is a written statement of what the job holder does, how it is done, why it is
done. It should accurately portray job content, environment, and conditions of employment.
A common format of job description includes the job title, the duties to be performed, the
distinguishing characteristics of the job, and the authority and responsibility of the job holder.
It is a development tool in as much as it gives role clarity, locates responsibility and chart out
the ways and means by which the job can be enriched and made more meaningful.
31. JOB ENRICHMENT:
It is concerned with designing jobs that include :

A variety of work content; require a higher level of knowledge and skill;

Give the worker more autonomy and responsibility for planning, directing and controlling
his own performance.
Provide the opportunity for personal growth and meaningful work experience.
Job enrichment calls for decentralisation of decision-making rights to each individual,
over areas that directly affect his task functions.

The emphasis is on the result of the workers efforts rather than the procedure by which the
job is performed. The task is redefined, restructured and broadened in scope and
responsibility.
32. JOB INSTRUCTION TRAINING:
Job instruction training is a part of the training within the Industry programme. It proved
highly effective and became extremely popular. It consists of four steps :

Preparing the trainees by telling them about the job and overcoming their uncertainties.
Presenting the instruction, giving the essential information in a clear manner.
Having the trainees try out the job to demonstrate their understanding.
Placing the workers into the job, on their own with a designated resource person to call
upon should they need any assistance.

33. JOB ROTATION:

Job rotation represents an excellent method for broadening the knowledge of a potential
employee and for turning specialists into generalists. In addition to increasing the managers
experience it can reduce boredom and stimulate the development of new ideas. It can also
provide opportunities for a more comprehensive and reliable evaluation of the employee by
his / her supervisor.
34.LARGE SCALE INTERACTIVE EVENTS (LISIE):
LSIEs are interventions aimed at arriving at decisions on feasible action plans in real time.
All major stakeholders relevant to the decision area (or their representatives) are involved in a
series of events that are purposeful, highly structured and meticulously planned.
These events:

Bring out the experiences and emotions of the participants with the past and present.
Result in envisioning a commonly agreed upon future.
Facilitate participants to arrive at and commit to action plans which are actually feasible.

Participants get opportunities to involve and contribute to the whole process individually as
well as through participation in homogeneous and heterogeneous groups and large group
tasks.
35. LECTURE COURSES:
Formal lecture courses offer an opportunity for potential employees to acquire knowledge
and develop their conceptual and analytical abilities. In large organisations, these lecture
courses may be offered In-house by the organisation itself and supported by outside college
course work. Small organisations will utilise courses offered in development programmes at
Universities and

36. LEADERLESS GROUP DISCUSSIONS:

It is a team building technique. In this exercise, participants are given several problems to
resolve in a fixed period of time, usually an hour. They are asked to discuss the problems and
to prepare written recommendations that have been endorsed by all the participants.
A more competitive situation can be simulated in which each participant is assigned the role
of the head of the department or special interest group trying to get a share of a Government
grant.
37. MEMORY MAPS:
A memory map is an alternative method of taking notes; it is a helpful way to review your
learning more clearly. It is a diagram that features key words and simple pictures to remind
you of the concepts you want to learn or remember. What makes it even more memorable is
that you create it yourself.
38. MIND MAPPING:
Tony Bussan & Barry Buzan (1989, 1993) first used mind mapping. It is diagrammatic
technique used to brainstorm (alone or with a group) to make plans and decisions, or to
manage or take notes at meetings. It is a flexible tool to comprehend or develop a complex
reality.
The Process :
Write your topic or problem statement in a circle in the middle of a sheet. As the ideas
suggested are jotted down on main or subordinate lines radiating from the circle indicating
the linkages between the various ideas.
39. NEGATIVE BRAINSTORMING:
It is a technique used for promoting excellence and critical thinking in-groups. It can be used
for a new proposal or for evaluating an existing strategy, practice or objective

The group brainstorms around all possible negative aspects or consequences of the idea,
no matter how wild the ideas might appear.
Team members choose four or five of the most salient criticism, and examine this in more
detail.
The group then considers how the idea could be modified to deal with each criticism. It is
essentially a constructive process.

40. NOMINAL GROUP TECHNIQUE:

It is group decision-making technique, which restricts interpersonal communication and
increases the contributions of individuals.

Members of the group are given a problem by their leader.

Members put down individual solutions on the paper before any discussion.
Idea of each member is presented and discussed for clarification and evaluation.
Each member ranks the ideas and the highest ranked idea is decided as final solution.

41. OPEN DOOR POLICY:

It is one of the techniques by which easy individual access and personalised contact is
ensured. Organisations extend a general invitation to their employees to informally drop in
the managers room at anytime and talk over their point of view, development need or even
complaints if any, as an internal customer.
42. OPINION SURVEYS:
It is one of the ways of getting information about employee satisfaction and experience of a
particular system or process in place. This can be done through different means like group
meetings, periodical interviews with employees, collective bargaining sessions, etc.
43. ORDINARY GROUP INTERACTIONS:
This is a group decision-making technique where the chairman calls for the meeting and
explains the problem, and monitors the speech and tries to obtain a consensus. Often in such
group interactions, the discussion is unstructured and lengthy. Sub-optimal decisions are
reached at the end of the meeting.
44. PERFORMANCE COUNSELING:
Performance counseling is normally done at regular intervals during a performance year.
When there is a specific problem, an employee should resort to appropriate methods of
solving it rather than to counseling because exclusive focus on a particular problem or issue
may prevent performance counseling. It focuses on the entire performance (tasks and
behaviours), during a particular period rather than on a specific problem. However, specific
problems may be discussed during counseling as a part of analysing and understanding
performance patterns.

45.PERFORMANCE REVIEW :
It is to evaluate the performance of an employee as well as to diagnose problems and design
solutions and action steps to improve performance on a continuous basis.
The performance of a person is reviewed against the goals or activities agreed for a period. It
has to be conducted at specified intervals. After a self-appraisal by an employee the
supervisor consults the reviewing authority and then performance review session is
conducted and later feedback given.
In performance review, action steps to develop performance in the remaining part of the
performance period is given high priority.
46. PERIODIC JOB CHANGES :
Job change offers career development opportunities and expanded range of experience that
only a new job can provide. Varied experiences present new tests to the individual which, if
successfully surmounted, build confidence and provide positive feedback that can encourage
the undertaking of further new challenges and greater responsibilities.
Job changes can take the forms of vertical promotions, lateral transfers, or assignments
organised around new tasks such as being made part of a special committee or task force.
47. POSITIVE REINFORCEMENT :
This technique has been initiated by Skinner (1971). This technique believes that change in
behaviour cannot be brought about in human beings through punishment or other approaches,
rather negative, but only through positive reinforcement. A personality can be built only on
the positive qualities. The technique provides encouragements and reinforce success stories
to enable the person takes more initiative and experiment with new ideas. Change cannot
take place without experiment and risk taking and these are encouraged through positive
reinforcement.
48. PROGRAMMED INSTRUCTION :
In 1965, industrial companies reported the successful use of programmed instruction in
different fields like mathematics, statistics, etc.,. Programmes have also been developed and
tried out in human motivation for supervision and for imparting knowledge to salesman and
service representatives about a wide variety of new services and products. Advantages of
programmed instruction are :

It is flexible and often individuals can work through programmes on their own time, at
their own speed.
It provides in private the step by step evaluation and feedback that most participants
otherwise, would find unacceptable in front of their peers and trainers.

49. PERCEPTUAL MAPS :

Sinclair (1990) used and popuralized the perceptual maps. It is used to make out the
interrelationships between various elements in a given situation.
It is a process where statistical techniques are used to identify interrelationships between
elements. Any specific element can be depicted in relation to other members.
50. ROLE PLAYING :
In this development tool, participants are assigned roles and are asked to act out as to what
they would do in that particular situation.
Role playing, when combined with modeling as presented in social learning theory, has
become increasingly popular as a development technique. The trainees attempt, with the
assistance of videotapes, to improve their role abilities by imitating models who have
successfully mastered the learning points.
51. SABBATICALS :
Sabbaticals are the extended leaves of absence. For senior executives, the traditional two-tofour-week vacation may be insufficient to offset the accumulated pressures from day-to-day
work. An extended leave can allow time for attending executive development, conferences,
uninterrupted reading, accepting a visiting lectureship at a University, or other such activities
that may enhance ones career and professional development.
52. SEMINARS AND SYNDICATES :
The purpose of seminars and syndicates, and other general discussion methods is to provide
participants with opportunities to exchange information, views, ideas and experiences.
Seminars and syndicates aim generally at widening the participants horizons and providing
opportunities for exercising the mind through reading, preparing material for discussion and
participating and leading discussions. The participants role in these methods is an active one
by its very nature.

53. STAKEHOLDER ANALYSIS :

This is useful method of exploring an issue indepth and improving upon existing and
proposed solutions. Stakeholders are those interested individuals and groups, both internal
and external to the team who are effected by the teams objectives and practices.
Each individual within the team from the stakeholder group in turn consider all the
advantages and disadvantages arising from team objectives, strategies, processes or proposed
changes.
The proposed objectives or changes are modified in order to minimise disadvantages and
maximise advantages.
54. STRUCTURED MAPS :
Hammer and Janes (1990) used an integrated set of techniques to generate ideas and insights
and to analyse and structure them, while at the same time increasing and clarifying the groups
knowledge of the problem and its immediate environment. Such an interactive management
process produces structured map that can be effectively used in all life situations.
55. SUGGESTION SCHEME :
It is the method of encouraging the employees to participate and come out with new ideas,
which results in organisation development.
It is a technique, which enhances the employee participation in the decision-making. In the
organisations, there will be suggestion boxes in which the employees drop their named
suggestions. In general, it serves as a clearinghouse of ideas. Suggestions can be for the
improvement of methods, machinery, processes and employee relations. Very often rewards
are given for good suggestions.
56. SURVEY FEEDBACK :
The survey feedback technique is derived from a long and sound tradition of attitude
measurement and survey research. It is an efficient technique for fostering organisational
effectiveness. The technique is devoid of the main limitation of the emotional instability or
psychological damage of participants.
The basic purpose of survey feedback is to assist the organisation in diagnosing problems and
developing action plans for organisational health and development. It also assists the group
members to improve the relationships through discussion of common problem.

57. TASK ORIENTATION / CONSTRUCTIVE CONTROVERSY :

It refers to a groups critical orientation towards its own performance. Team members should
carefully describe their positions. Team members explain how they have come to their
decisions in relation to the issues within the team.
People with opposing viewpoints should seek out more information about others position
and attempt to restate them as clearly as possible. Team members should encourage
integration by working to resolve controversy based on the principle of excellence in decision
making.
58. TRANSACTIONAL ANALYSIS :
It is a Neo-Freudian therapy. Eric Berne developed it. Transactional Analysis (TA) is an
approach for defining and analysing communication interaction between people and a
theories of personality. An individuals personality consists of three- ego states the parent,
the child and the adult.
The parent state is an ego state of authority and superiority. In the child state, the person is
obedient and manipulative, charming at one moment and repulsive in the next. The adult
state is objective and rational. It deals with reality and objectively gathers information. In a
TA theory, the parent and child ego state feel and react directly, while the adult state thinks or
processes transactional data logically before acting.
59. TRANSCENDENTAL MEDITATION:
The transcendental meditation programme was introduced in 1958 by an Indian scholar and
teacher, Maharshi Mahesh Yogi. This technique is towards full development of those normal
faculties of the body, mind and emotions that we already value in every day life.
It deals with the activity of mind thinking but in a way that is mechanical, abstract, and
precise rather than intellectual or reflective. Regular practice of it produces balanced and
integrated psychological growth.
To practice this, the subject sits comfortably with eyes closed and begins to use the thinking
process with a sound (mantra) as a medium. After doing this there is typically a feeling of
refreshment, liveliness, strength and clarify of mind.

60. APPRENTICESHIP PROGRAMMES :

It is training undergone by the novices before they are actually placed on the job.
Apprenticeship period can be any where from one year to five years. During the
Apprenticeship period, the trainee is paid less than a fully qualified employee.
Apprenticeship put the trainee under the guidance of a more experienced person. The
argument for Apprenticeship programmes is that the required job knowledge and skills are so
complex that it needs comparatively a long duration to pick up the job and perform like any
other regular employee.
61. UNDER STUDY ASSIGNMENTS:
It is a way by which the subordinates are given opportunity to learn about superiors job. By
understudy assignments, we mean potential managers are given the opportunity to relieve an
experienced manager of his or her job and act as his / her substitute during the period. The
understudy who is thrown into the job for a shorter period of time is given the opportunity to
see the job in total (major or critical decisions can be delayed until the manger returns).
62. WORK MODULES:
Robert Kahn of the University of Michigan has defined a work module as a time task unit,
equal to approximately two hours of work at a given task.
It has been suggested as a solution to meet the problem of fractionated, boring and
programmed work, at an acceptable price, with undiminished quality and quantity of product.
The benefits of work modules lie in increasing diversity for the employees, by dividing up
and sharing the undesirable work activities, expanding work independence to the bottom of
the hierarchy, and constructing the job to meet the needs of the individual, rather than forcing
people to fit a particularly defined job.
B. LISTINGS
a. Non-Conventional Techniques
360 Degree Feedback, Annual cultural programmes, Appreciative Inquiry, Assessment center
technique, Brain Storming, Brain writing pool, Cognitive maps, Consensus maps, Daily
meeting, Delphi Technique, Developmental Centres, Devils Advocacy, Electronic meetings,
Exit interview, Fish bowl technique, Force field analysis, Future search, Gripe boxes, Guided
maps, Inbasket, In-house magazines, Interactive computer based training, Internet based
education, Laboratory training, Large scale interactive events, Leaderless group discussions,
Memory maps, Mind mapping, Moderation, Negative brain storming, Nominal group
technique, Open door policy, Opinion surveys, Ordinary group interactions, Organisational
retreat, Participatory research appraisal, Perceptual maps, Positive reinforcement, Repertory
grid, Review meetings, Seminars and syndicates, Stake holder analysis, Structured maps,
Suggestion box, Task orientation / constructive controversy, Tele-education, Transcendental
meditation and Value congruence method

b. Conventional Techniques
Apprenticeship programmes, Career counseling, Career development workshops, Case
studies, Classroom lectures / conferences, Coaching, Committee assignments, Computer
modeling, Experimental exercises, Films, Flex time, Job analysis, Job enrichment, Job
instruction training, Mentors, Performance counseling, Performance review, Periodic job
changes, Programmed instructions, Role description, Role playing, Sabbaticals, Sensitivity
lab, Sensitivity training, Shorter workweek, Survey feedback, Team building workshops,
Transactional analysis, Understudy assignments, Vestibule training, Work modules and
Individualized training.
c. Total listing:
360 degree Feedback, Annual cultural programmes, Appreciative Inquiry, Apprentice
Programmes, Assessment Centre Technique, Brain Storming, Brain writing pool, Career
Counseling,
Career
Development
Workshops,
Case
Studies,
Classroom
Lectures/Conferences, Coaching, Cognitive Maps, Committee Assignments, Computer
Modeling, Consensus Maps, Daily meeting, Delphi Technique, Developmental Centres,
Devils Advocacy, Electronic meetings, Exit interview, Experimental Exercises, Films, Fish
bowl technique, Flex Time, Force Field analysis, Future Search, Gripe boxes, Inbasket,
Individualized Training, Integrated exercises, In-house magazines, Interactive computer
based training, Internet based education, Job analysis, Job enrichment, Job Instruction
Training, Large scale interactive events, Leaderless Group discussions, Memory Maps,
Mentors, Mind Mapping, Moderation, Negative Brain Storming, Nominal Group Technique,
Open door policy, Opinion surveys, Ordinary group interactions, Organisational retreat,
Participatory research appraisal, Perceptual maps, Performance counseling, Performance
review, Periodic job changes, Positive reinforcement, Programmed instructions, Repertory
grid, Review meetings, Role description, Role playing, Sabbaticals, Seminars and syndicates,
Sensitivity lab, Shorter workweek, Stake holder analysis, Structured maps, Suggestion box,
Survey feedback, Task orientation / constructive controversy, Team building workshops, Teleeducation, Transactional analysis, Transcendental meditation, Understudy assignments,
Vestibule training and Work modules.