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ESSENTIAL INGREDIENTSFOR AN EFFECTIVE HRDFUNCTIONProfessor Jayashree Sadri and Dr.Sorab Sadri
 Besides training employees at all levelsfor enhancing their skill, attitudes andbehaviors, the main objective of HRDepar...
A LEARNING CLIMATE IN AN ORGANIZATIONIMPLIES THE FOLLOWING BASICS.- Employees enjoy work- Desire to make things happen- Sy...
Caution However, these should be explicit andclarified through management policiesand practices routinely. They cannot b...
10 THINGS THAT THE HRD MANAGER MUST DOTO BRING ABOUT A LEARNING CULTURE.1. Develop a clear and realistic HRphilosophy and ...
Cont’d.3. Constantly enhance HRD plans, systemsand policies.4. Ensure that goals of the HRD departmentare in sync with goa...
Cont’d.7. Enjoy the confidence and support of theemployee collectivity.8. Keep communication flows open.9. Have a scientif...
TOP MANAGEMENT AND HRDNo HRD intervention can succeed unless topmanagement is visibly committed to it, doesnot use Trainin...
THE HRD MANAGER NEEDS TO START ANDMAINTAIN INITIATIVES THAT ARE: Motivational Articulated Realistic Credible Objectiv...
HRD MANAGER MUST POSSESS THETEN KEY QUALITIES. Positive attitude Helpful disposition Interest in people Learning desir...
THE HRD MANAGER MUST ALSOPOSSESS 4 COMPETENCIES. To organize the HR system as a whole. To design training programmes and...
Clarification Qualities of an HRD Manager stem fromhis behavior and attitude. Competencies of an HRD Managerstem from hi...
THE PROFESSIONAL MATRIXHigh Flyers(1.3)Achievers(3.3)Balancers(2.2)Dead Wood(1.1)Loyalists(3.1)HighLow HighLOYALTY to ORGA...
RETRENCHMENT AND RETRAININGSTRATEGIESRetain ifpossible(1.3)Retain(3.3)Wait andWatch(2.2)Retrench(1.1)Retrench ifpossible(3...
THE HRD MANAGER’S OUTLOOK The HRD Manager is not likely to succeedunless he views the HRD function as a“dynamic system” a...
A SYSTEMS VIEW OF TRAININGINPUTSTRANSFORMATIONOUTPUTSFEEDBACK LOOP
THE SYSTEMS VIEW EXPLAINEDINPUTSTop management commitmentA Learning organizationHRD competenciesAvailable training technol...
TRANSFORMATION PROCESS Training Sessions Encouragement Facilitation
OUTPUTS Improved efficiency Enhanced Effectiveness Increased competencies Willingness to improve Creativity and innov...
WHAT DOES AN HRD SYSTEM IMPLY Understanding the needs of the organization and thepeople. Planning the HRD intervention v...
THE TRAINING SYSTEM2. Responds by stating whatTraining can deliver4.Offers help on minimumpersonnel needed for change5.Wor...
IS YOUR HRD SYSTEM PEOPLEFRIENDLY? Does it consider human values? Does it consider human emotions? Does it take account...
IS YOUR HRD SYSTEMTECHNOLOGY SAVY? Is the latest technology brought in andimplemented? Determining if the technologicali...
PEOPLE CENTEREDvs.TECHNOLOGY CENTEREDHRD Managers must constantly strive toensure that both the people and thetechnology a...
WHY?Unless the internal customer(employee) is motivated enough, possessesthe required skills, attitudes and behaviorshe wi...
The traps and temptations HRD managers shouldavoid. Means – Ends trap Power Trap Administration Trap Insulation Trap ...
THANK YOU
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Training and development # 2

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Training and development # 2

  1. 1. ESSENTIAL INGREDIENTSFOR AN EFFECTIVE HRDFUNCTIONProfessor Jayashree Sadri and Dr.Sorab Sadri
  2. 2.  Besides training employees at all levelsfor enhancing their skill, attitudes andbehaviors, the main objective of HRDepartment is to create a learningenvironment and a developmental climate. For this to happen top managementsupport and line management’s activecooperation is necessary.
  3. 3. A LEARNING CLIMATE IN AN ORGANIZATIONIMPLIES THE FOLLOWING BASICS.- Employees enjoy work- Desire to make things happen- System is open to new ideas- Managers walk their talk- There exists a climate of trust- Decision making is fair and transparent- Team work and camaraderie thrive- Experimentation is encouraged- Bonafide errors are acceptable- Mistakes are seen as learning opportunities- Accountability of HRD is public
  4. 4. Caution However, these should be explicit andclarified through management policiesand practices routinely. They cannot be implied or assumed.
  5. 5. 10 THINGS THAT THE HRD MANAGER MUST DOTO BRING ABOUT A LEARNING CULTURE.1. Develop a clear and realistic HRphilosophy and ensure that topmanagement openly and consistentlysupports it.2. Inspire line managers to develop adesire for learning and growth.
  6. 6. Cont’d.3. Constantly enhance HRD plans, systemsand policies.4. Ensure that goals of the HRD departmentare in sync with goals of otherdepartments.5. Monitor effective implementation of HRDpolicies and plans.6. Work in harmony with all HRM sub-functions like HRA, HRP, HRIS and IR toproject a comprehensive HR initiative.
  7. 7. Cont’d.7. Enjoy the confidence and support of theemployee collectivity.8. Keep communication flows open.9. Have a scientific temper so that climatesurveys, styles audit and the imparted-learning is reinforced periodically.10.The HRD Head should be a good leader,communicator, as well as loyal andprofessional in his conduct so thatrespect is earned.
  8. 8. TOP MANAGEMENT AND HRDNo HRD intervention can succeed unless topmanagement is visibly committed to it, doesnot use Training as a window dressing, and isprepared to walk its talk by supporting traininginitiatives through its reward policies.Hence the first step for the HRD Manager will beto ensure that top management is on his side.
  9. 9. THE HRD MANAGER NEEDS TO START ANDMAINTAIN INITIATIVES THAT ARE: Motivational Articulated Realistic Credible Objectives related Novel ImmediateThis MARCONI principle gives the HRD managerRESPECT, RELIABILITY AND RECOGNITIONwithout which his intervention will be ineffective.
  10. 10. HRD MANAGER MUST POSSESS THETEN KEY QUALITIES. Positive attitude Helpful disposition Interest in people Learning desire Acceptance of peers Target centered behavior Example setting ability Leadership qualities Innovative ideas Clarity of thought and action
  11. 11. THE HRD MANAGER MUST ALSOPOSSESS 4 COMPETENCIES. To organize the HR system as a whole. To design training programmes anddevelop skills within the HRD system. To implement policies into meaningfulpractices. To lead from the front and even become arole model.
  12. 12. Clarification Qualities of an HRD Manager stem fromhis behavior and attitude. Competencies of an HRD Managerstem from his subject knowledge,managerial skill and technologicalability.
  13. 13. THE PROFESSIONAL MATRIXHigh Flyers(1.3)Achievers(3.3)Balancers(2.2)Dead Wood(1.1)Loyalists(3.1)HighLow HighLOYALTY to ORGANISATIONL PO RY OA FL ET SY SIto ON
  14. 14. RETRENCHMENT AND RETRAININGSTRATEGIESRetain ifpossible(1.3)Retain(3.3)Wait andWatch(2.2)Retrench(1.1)Retrench ifpossible(3.1)HighLowPL RO OY FA to EL ST SY IONLOYALTY to ORGANISATIONHigh
  15. 15. THE HRD MANAGER’S OUTLOOK The HRD Manager is not likely to succeedunless he views the HRD function as a“dynamic system” and a “developingsystem” wherein he can alter inputs forgetting desired outputs so thatorganizational goals are achieved.
  16. 16. A SYSTEMS VIEW OF TRAININGINPUTSTRANSFORMATIONOUTPUTSFEEDBACK LOOP
  17. 17. THE SYSTEMS VIEW EXPLAINEDINPUTSTop management commitmentA Learning organizationHRD competenciesAvailable training technology
  18. 18. TRANSFORMATION PROCESS Training Sessions Encouragement Facilitation
  19. 19. OUTPUTS Improved efficiency Enhanced Effectiveness Increased competencies Willingness to improve Creativity and innovation Belongingness need
  20. 20. WHAT DOES AN HRD SYSTEM IMPLY Understanding the needs of the organization and thepeople. Planning the HRD intervention very carefully with aneye on detail. Creating policies and procedures for HRDimplementation. Implementing the HRD intervention as planned. Taking regular feedback, making corrections and re-setting targets to constantly improve.
  21. 21. THE TRAINING SYSTEM2. Responds by stating whatTraining can deliver4.Offers help on minimumpersonnel needed for change5.Works out and communicatesTraining specifications7. Collaborates with otherfunctions to achieve goals8. Collaborates with people toachieve goalsTHE WORKORGANISATION1. Decides on change andgives specifications3.Studies implementation oftraining proposal6. Gives green signal toproceed
  22. 22. IS YOUR HRD SYSTEM PEOPLEFRIENDLY? Does it consider human values? Does it consider human emotions? Does it take account of aspirations? How does it deal with stress and conflict? Does it help the people to develop? Does it encourage creativity? Does it reward innovation?
  23. 23. IS YOUR HRD SYSTEMTECHNOLOGY SAVY? Is the latest technology brought in andimplemented? Determining if the technologicalintervention logical and necessary? Are systems of work updated so thatthe organization remains competitive? Are technical skills of employeesregularly upgraded through training?
  24. 24. PEOPLE CENTEREDvs.TECHNOLOGY CENTEREDHRD Managers must constantly strive toensure that both the people and thetechnology are regularly upgraded . Peoplemust also understand Technology, apply itproperly and be able to relate well to it.
  25. 25. WHY?Unless the internal customer(employee) is motivated enough, possessesthe required skills, attitudes and behaviorshe will not be able to provide the quantityand quality of products and services in amanner so as to keep the external customer(client) delighted.
  26. 26. The traps and temptations HRD managers shouldavoid. Means – Ends trap Power Trap Administration Trap Insulation Trap Development Stagnation Trap Top management Vs Line manager Trap
  27. 27. THANK YOU

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