HRD Matrix identifies the interrelationships between HRD instruments, processes, outcomes and organizational effectiveness. HRD instruments include performance appraisal, counselling, role analysis, potential development, training, reward system, and job enrichment. These instruments lead to HRD processes like role clarity, development planning, development climate, and risk-taking in employees. Such HRD processes should result in more competent, satisfied, and dynamic employees, which is likely to make the organization more effective than those that do not emphasize HRD. Organizational effectiveness also depends on other factors like the environment, technology, and competitors. However, an organization with competent employees committed to HRD will be more effective, other things being equal.

1. HRD Matrix identifies the interrelationships between HRD instruments, processes, outcomes and
organisational effectiveness. HRD instruments include performance appraisal, counselling,
role analysis, potential development, training, reward system, job enrichment, etc. These
mechanisms may vary depending upon the size of the organisation, the commitment of the
top management, the environment, the culture and climate, the perception of the people,
technology used, methods employed by the competitors, etc. It is in the interest of the
organisation that the top management should give due weightage to these factors to keep the
workforce motivated all the time providing challenging jobs and designing career planning
and suitable compensation packages so that trained employees may not leave the
organisation.
These instruments lead to generation of HRD processes like role clarity, development
planning, development climate, risk-taking and dynamism in employees. Such HRD
processes should result in more competent, satisfied and dynamic people is likely to do better
than which does not believe in HRD concept and committed people who, by their
contributions, would make the organisation grow. Such HRD outcomes influence
organisational effectiveness in the long-run. It may be noted that organisational effectiveness
also depends on a number of other variable like environment, technology, competitors, etc.
However, other things being the same, an organisation that has competence.

2. Whatis GreenHR?
The term ‘green HR’ is most often used to refer to the
contribution of people management policies and practices towards
the broader corporate environmental agenda. Typical greenactivities
include video recruiting, or the use of online and video interviews, to minimize
travel requirements. Green rewards can include the use of workplace and
lifestyle benefits, ranging from carboncreditoffsets to free bicycles, to engage
people in the green agenda, while continuing to recognize
their contribution. While many employees often feel it is
not their responsibility to protect
theenvironment while they are at work, the new workforce of
millenials are emphasizingenvironmental consciousness as they chose
their employers. There is also a broader opportunity to engage the workforce
given that more and more people seek meaning and self-actualization in their
jobs. Other simple green actions include minimizing the amount of
printed materials used in performance management, salary reviews
and so on. While there is definitely a substantial amount of ‘green
washing’ occurring in reducing waste, there are many opportunities here
too. However, HR is never going to have a truly significant impact
on a business through the improvement of HR processes alone so the
greater opportunity is to contribute to the green agenda of the business as
a whole.