HRD STRATEGIES

What does the company want to be in three years from

now and the immediate one year and also in the next ten
years .
Vision ,Mission , Objectives and goals of the
organization. Are they well documented.
Does HRD Strategies , plans aligned to the business as
envisaged above.
Current Skill base of HRD staff to meet the challenges.
What are HRD subsystems today to help the
organization to build itself competency base for the
present , immediate future and long term goals.

HRD STRATEGIES
What is the current level of effectiveness of the sub
systems.
Are the top management and senior managers
conducive to a learning organisation.

POLICIES ,RULES & PROCEDURES

Policies are understanding amongst a group of people
about an organizational issue ,usually amongst the top
management headed y organization head.
Rules are guidelines to various intricacies with in the
policies and which re to be followed and can be changed
by Policy makers to meet the changes in the
environment internal or external.
Procedures details out the process to be followed and
adhered to .

HR DEVELOPMENT
Competencies

Commitment

Culture

IDEAL CULTURE-OCTAPACE

Openness Transparency
Collaboration
Trust worthiness
Authenticity
Pro-action
Autonomy
Confrontation
Experimentation

CULTURE
Culture flows from top to bottom .It is the top management
Managing director and Chairman who set the pace for
culture.
Culture is set of values and believes
Has a great influence in image building- which gives a
competitive advantage.
Influences organization performance

NEED

To build a lasting culture so that the employees learn and

give of their best on a continuous basis

KEY HR SYSTEMS

Selection and Recruitment

Induction
Training on job
Performance appraisals
Rewards & Recognition.
Potential appraisals competency mapping
Promotions
Training & Development
Career planning
Other soft skills development

KEY HR SYSTEMS
SELF RENEWAL SYSTEM
Role Efficacy
Organization Development
Action Oriented Research
HRD CLIMATE
Values in the Organization
Quality Orientation
Rewards and Recognition
communicati0n
Empowerment
Importance of HRD

TYPES OF STYLE
Predominantly
Autocratic
Democratic
Benevolent
Participative

MANAGEMENT STYLE
Benevolent or Paternalistic Style:
Highly relationship oriented.
Believes in generating loyalty and admiration for himself.
Guides his employees constantly and makes decisions for
them.
Distributes favors on the basis of his likes and dislikes.
Are excellent in crisis situations.
Absence of boss is strongly felt.

MANAGEMENT STYLE
Critical Style:
Theory X type style.
Believe in close supervision and monitoring.
Oriented towards short term goals.
Cannot tolerate mistakes.
Want results immediately and are impatient.
Directive in their approach.

TOP MANAGEMENT STYLE

Identify key management people influencers

Take a consent for the study
Develop a suitable questionnaire-360 degrees
Administer the questionnaire
Analyze and draw conclusions
Discuss the style suitable for the environment ,

MANAGEMENT STYLE
Developmental Style:
Mature and real HRD style of management.
Believe in building the competence of their staff.
Encourage autonomy and independence.
System oriented and professional
Invest a lot of time in culture and commitment building.
Prevalent in top management of big Indian companies.

TYPICAL QS NEEDED TO BE ANSWERED WHILE

AUDITING HR STRUCTURE
What kind of structure does the company need?
Do the HR activities contribute directly or indirectly
to the business goals of the corporation
Do the organisation assess the level of importance
of the activities to the business goals?

TYPICAL QS NEEDED TO BE ANSWERED WHILE

AUDITING HR STRUCTURE
Does the organisation have HR competencies of
the required nature, quality and magnitude to
carry out the HR activities & to monitor the HR
process?
How is the HR department placed? Is it placed
under an appropriate top-level manager or the
CEO to facilitate its work & align itself with the
business goals?

CURRENT STRUCTURES AND STRUCTURAL

ALTERNATIVES
A structure flexible to meet external Challenges
Dedicated and fully manned department
Corporate HRD with HRD cells locations
Lean Department
HRD task force
CEO as the HRD manager
Other structures

COMPETENCIES OF AN HRD AUDITOR

Expertise in integrated HRD systems
Skills for identifying developmental needs
Interviewing, observation, analytical and creative skills
Organisational Diagnosis, knowledge of lean
organizations and OD skills
Benchmarking ,TQM ,BPR ,net working Skills
Knowledge of business and HR strategies


Experience in HRS Systems implementation as a
consultant or as a executive
Research Competencies particularly dealing with survey
research
Program and project evaluation skills
Social Science research skills and oral communication
Reporting skills
Empathy and understanding

HRD SCORECARD
HRD System Maturity - indicates to the extent the
company has mature system in place. A mature system
is one which appropriate ,well designed and managed
,planned and well executed.
HRD Competencies maturity- indicates the extent to
which the HRD managers have the required
competencies to handle the HR function professionally ,
the extent to which line managers have the attitudes
required to learn and grow , HRD styles of the top
management indicating the extent to which the top
management styles are aligned to HRD philosophy and
facilitate learning among all .

HRD Climate indicating the extent to which the firm has

the required HRD Culture.
Business Linkage Maturity indicating the extent to which
the above three systems ,competencies and culture ,are
aligned to business goals or organizational objectives .

GRADING
The grades range from A+ to F where A+ indicates an
extremely high level of maturity and F indicates an
extremely low level or total lack of maturity.
HRD Scores will help organization to identify the areas of
Focus
Systems Maturity B+
HRD Competency Maturity A
HRD Culture Maturity C
Business Linkage D

WHO SHOULD DO THE AUDIT ?

Many authors recommend an external consultants for the
following reasons
More objectives and are not guided by internal
compulsions
Bring New perspective
Likely to suggest new bench marks
Not influenced by internal politics and familiarities.
Costs may be higher also the understanding of the
organization may not be sufficient.