This document discusses human resource interventions in projects. It outlines several key stages of project management where HR plays an important role, including project planning, orientation, execution, staff development, and managing the project team. The HR administrator works closely with managers at each stage to resolve issues, review performance, ensure compliance, and facilitate recruitment and transitions. Developing a cohesive team is also important to project success, and the document discusses techniques for team building.

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HR INTERVENTIONS IN PROJECTS
AUTHORS
RameshJamdhade
MLS- Mumbai University, EMBA from NIBM
HeadHR&AdministrationatEsselWorldLeisurePvt.Limited,India(Esselgroup)
Dr. UdayDokras
B.Sc., B.A. (Managerial Economics) LL.B. Nagpur University, INDIA
Graduate Studies, Queen’s University, Kingston, CANADA
MBA CALSATATE USA
Graduate Diploma in Law, Stockholm University, SWEDEN
Ph.D. Stockholm University, SWEDEN
CONSULTANT HR & Administration, FDCM ESSELWORLD GOREWADA ZOO Pvt. Ltd..
The principle behind resource management is to invest in resources as stored capabilities, then
unleash the capabilities as and when needed. On the other hand, human resource with the right
attitude and correct behavior is considered to be the most important asset in an organization.1
The major human resource support activities relevant to project management encompass the broad
spectrum of what Human Resource Management actually comprises of - namely conducting the
recruitment, on boarding, training process, managing and measuring performance, compensation and

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rewards, managing leaves, enforcing discipline, and ensuring legal compliance. Organizations executing
projects show reluctance towards embracing new human resource management techniques due to
widespread use of traditional HRM. However, here we will examine what new techniques we adopted to
ensure project success of our International Zoo project in Central India.
Project Planning
Of all the resources required to execute projects, human resources is the most critical during the project
planning stage which is the start off of any project. Planning involves the project management’s plan to
the owner of assignment provider about how to get on with the project and bring it to fruition. Here
elements of the project, involving which activities and schedules for work completion are defined. During
this stage, project scope and resources available are also crystallized by the project managers and the
project owners.
Resources such as land, money, materials, machinery, and others are known as passive resources. Human
resources on the other hand are the dynamic ones and decide the success or failure of the project
depending on who and how the materials are moved by competent humans taking the work to project
execution stage.
In planning we determine the kind and type of people required for project execution, how they are to be
got on board and strategies for allocating and managing the available workforce. In the project domain,
the project landscape is fast-paced, competitive and full of impromptu decision taking. This puts the onus
on speed and innovation. The project cycle is shorter needing quick decisions leading to frequent changes
in direction and project requirements- very much in an environment of uncertainty. Human resource need
to be light on their feet. Human resource strategies in project management field must result in tactics that
provide the:
1. Right Human Resource,
2. in Right Amount,
3. And at the Right Time.
The urgent people-related issues at this stage also involve ensuring the selected employees’ fitment, team
building and formation, and answer the question of how to endow the team by training and other
interventions, defining roles and responsibilities and managing culture. To Acquire the Project Team
human resources have to be employed for the identification, evaluation and employment of staff for the

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execution of the project plans and activities. This process guides in the assignment and selection of
responsible individuals to further promote project success. Once the HR process is set in place- this
allows the project manager to establish a workable, motivate-able, and reliable group to help oversee the
project implementation. This is of utmost importance because the project budget, schedule, quality and
risks may be affected by this selection process.
HR Administration: An HR administrator works closely with managers and employees on the project to
resolve employee issues, review performance appraisals, administer compensation program, enforce
corporate policies and procedures, oversee organizational growth and facilitate internal investigations as
needed. He has to be put in place first, recruited, to ensure that all these activities as well as recruitments
are initiated. He has to be on-board at the project preparation phase- which is the first step towards the
larger project execution phase. At this phase the HR administrator garners all the required resources of
setting up the project. Whereas the project planning stage involves paper-work and planning towards
success with strategies that are realistic and cogent, project planning gives a start to execution. The
project planning phase lends clarity on the project scope, the available resources, and a schedule of
activities that map out how to achieve the stated objectives using the available resources.
Project Orientation
When new resources join the project, the Project Manager provides an orientation to the project. The
orientation involves discussing the following topics:
 background of the project;
 current status of the project;
 specific job duties and expectations;
 introduction to the existing staff; and
 Overview of the project processes, including time reporting, attendance, and status meetings.
Project Execution
“Project management has been based on a wide range of authority for the project manager. Project
expediter, project coordinator, matrix project manager, and line project manager- call them what you want
they represent increasing degrees of authority. Underlying these organizational approaches to project
management, however, are the highly formalized techniques of applying specifications, work breakdown
structure, work packages, critical path network planning and control, and reports of performance cost

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time.”2
Here a project manager must lead and motivate the team to optimal performance regardless of
conflicts. Conflict resolution is an important skill to employ. Praise, encouragement and positive support
are key elements of this process. Rewards and acknowledgement of achievement also improve team
management process. Communications and negotiation are foundational in coordinating project and
personal needs. Managers challenge team members, support them to success and recognize their
achievements. All this is shouldered by the HR. Human Resources is the heart of project execution–and
one of the most crucial part. All planning comes to naught if execution does not take place or is done
improperly. The people element plays the most crucial role. Successful project execution depends on the
cooperation, commitment, and enthusiasm of the workforce to perform as required, and the ability of the
project managers to manage the workforce well, to extract the best out of the available resources.
Project-related Staff Development
The Project Manager or team leader reviews the related skill-sets of project staff against the new and
continuing roles and responsibilities needed for each phase. HR is responsible for maintaining core
competency skills. The project HR is responsible for project specific training and/or development,
depending on business need.
Manage Project Team
Staff Management
Day-to-day management of the project staff is the responsibility of the Project Manager and the
delegated team leaders. HR being the primary “right hand” man. Performance evaluations,
performance issues and recognition, promotions, and disciplinary actions are the responsibility of the
HO in collaboration with the site HR person. The Project Manager provides feedback to the HO on
the performance of the resources HR person at site facilitates this.
Staff Transition to Other Projects/Organizations
In the event that a resource leaves the project prior to project completion, the team leader re-assigns
the resource's responsibilities to an existing or new team member. The Human Resource Manager
will coordinate the transfer of the departing resource to the new project/organization. It is key to staff
morale that transitioning be managed well.HR may have to dig into his resources to fetch an
operative if not easily available. His resourcefulness comes in handy here.

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Replacement of Staff
Project employee staff vacancies are addressed through the home unit; the head office or HO. The
Project Manager works with the HR Manager there at HO to advertise positions and conduct
interviews. Project consultants need to be replaced in accordance with the procedures found in their
contractual agreement. The HR Manager at the HO acquires new consultant staff as and when
required. Wherever possible, the replacement resource (whether an employee or a consultant) will
begin work prior to the original resource's departure. This is to ensure the appropriate transition of
responsibilities and knowledge. But that is not always possible and HR again comes in to help find a
mentor.
Team Building
Developing a cohesive team is key to the success of any project. A project team must be clear on
common project goals. A common understanding and acceptance of goals within the team helps build
a sense of ownership leading up to the Implementation Phase. So, in addition to creating an
effective HR Management Plan, or acquiring and managing project human resource, a project
manager needs to consider the human factor. A group is not the same as a team. Groups are not
cohesive and have not yet formed effective internal bonds. Teams go through a maturity cycle:
"forming, storming, norming, performing and adjourning". Some conflict is normal before the
optimal performance stage can be attained. Teams need to gel and develop a team identity or
chemistry.
Getting together as a team outside the project environment and participating in social activities or
group challenges has many benefits in terms of building team cohesion. Teams that like each other
and have more common positive reference points and experiences are more productive in the long
run. Team building occasions are useful for celebrating achievements. They build chemistry and the
sense of "us".HR works closely with the project manager to make this a success.
Leadership and Motivation
On the project space, managing a project and leading a team aren’t mutually exclusive. A manager
administers, while a leader innovates; combine the two and we have innovative project administration.
Project managers with leadership qualities in them, along with strong technical skills, are a great asset to
any business. They increase the chances of a project’s success by a good margin.

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Leadership is the process of social influence involving one person and the motivation or the desire or
willingness to do something. Very often, the leadership style has a direct bearing on employee motivation.
The leader seeks to enlist the support of the Hr to get to the workforce and work them toward the
successful completion of the task on hand; he uses the human resources available on hand optimally.
Success, however, depends on how eager the workforce remains to oblige, and this in turn depends on
exhibiting the most appropriate leadership skills.
Process Assessment of Human Resource Contributions
1. In our project we have employed remote and virtual teams and facilitated the emergence of the
knowledge worker.
2. Adopting the behavioral approach of management to preset the latest and the most pressing
people-related challenge to project execution.
3. Focus is another important ingredient for success. Good leaders know how to remain focused on
the task at hand and ensure that their team does the same. We did this by keeping their goals
SMART: Specific, Measurable,Achievable, Realistic and Time bound. Additionally, in order to
ensure overall alignment of the project goals, we ensured a mechanism for constant feedback
loop.
4. Of crucial significance is managing change. All projects are,in a sense,a change from one state
to another, and success depends on managing and overcoming resistance to change. This was
done by counseling, holding weekend sessions and workshops, constant HR interaction with the
working staff-rather than sitting in the office and watching out of the window, HR people moved
around 4 hours each day on the worksite encouraging and addressing Human issues.
In Conclusion: Even in the most dynamic environment, not everything can be emergent. Organizational
agility doesn’t just happen; it has to be deliberately pursued. A limited number of integrated human
resource initiatives define a comprehensive project oriented human resource strategy. Key human
resource initiatives guide the choice of human resource programs and practices. The Initiatives of Project
Owners and cooperation of the project and Human Resource management and their collaborating visions
make this emergent scenario possible.

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R E F E R E N C E S
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2. Managing human resourcesin project management. Murdick, R. G. (1976). Project Management
Quarterly, 7 (2), 21–25.
3. A Guide to the People Aspect of Project Management, Project Management Methods& Ideologies, N
Nayab https://www.brighthubpm.com/methods-strategies/124831-all-about-human-resource-
management-in-project-management/
4. The Four Phases of Project Management, Harvard, 2016