Designing HRD System and Dev HRD Strategies

8/20/2019 Designing HRD System and Dev HRD Strategies

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HRD SYSTEM

Designing


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SYSTEM THEORY

Biologist Ludwig von Bertalanfy (195!s"#ur#oses $eneral Syste%s T&eory ($ST"

ro% t&e )eld o* industrial engineering+ Banks,Carson and Nelson (1996) &ave #ro#osed a&el#*ul wor,ing de)nition o* a syste% as-

“a group of objects that are joined together insome regular interaction or interdependencetoard the accomplishment of some purpose!

(#. /". eatures 0o%%on to syste%s in0lude t&e

syste%!s oundary+ its e2ternal environ%ent+and sensitivity to disturan0es ot& wit&in andoutside t&e syste%. (Ban,s et al+ 1993".


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HRD itsel* a%ounts to a 4syste%

wit&in a syste%+ a susyste%wit&in t&e organi6ation (Swanson7 Holton+ 81".


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SYSTEMS WORLD-VIEW MODEL OF HUMAN RESOURCE DEVELOPMENT


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:STR;ME:TS =otential a##raisal and develo#%ent>

E%#loyee 0ounselling and 0oa0&ing> ?areer #lanning and develo#%ent > Mentoring @uality ?ir0le and ot&er tea% ased

a0tivities Role analysis


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As #er Dr. =aree, 7 Dr. Rao HRD syste%0onsist o* *ollowing 0o%#onents-

?areer Syste% (caee !"anning # $e%e"&!'enaci%iies "in)e$ & *+siness saeg, a!!"icai&n &!e&'ance a!!aisa"/

or, =lanning Syste% (&gani0ai&n1s 'issi&n #&*2eci%es ea"i0e 3&) &+!+s 4a can *e e%ie3e$& i'!&%e'en/

Develo#%ent Syste% ( c&'!eencies an$ s)i""s/ Sel*Crenewal Syste% ( ens+e ca!a*i"i, & 4e

en%i&n'en 4&+g4 ee$*ac) an$ eseac4 e"ae$aci%iies &"e e5cac, ea' *+i"$ing ec./

?ulture susyste% ( a c"i'ae 4a ses n&'s %a"+esan$ c+"+e an$ ens+e 4ig4 "e%e" & '&i%ai&n &

e'!"&,ees/


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DR. M.6 ATHREYA MODEL OF HRDSYSTEMarious susyste% o* HRD syste% are des0ried - Role analysis Data an, Sele0tion+ indu0tion and #la0e%ent

A##raisal ?ounseling Sel* develo#%ent Training Man#ower *ore0ast ?or#orate #lanning Su00ession #lanning ?areer #lanning o rotation and trans*er


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HRDSTRATE$ES


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HRD STRATE7IES


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STRATE$ES

Strategies are #oli0ies *or a0tion toa0&ieve %aFor goals> t&ey are 0ourse o*a0tions 0&osen to a0&ieve 0ertainoFe0tives.

To i%#le%ent a strategy %eans ta,ing u#series o* ta0ti0al de0isions and a0tivities.

HRD strategies deal wit& %any as#e0ts o*HRD su0& as training+ learning+

%otivation+ e%#ower%ent+ 0ounselinget0. in order to %eet su00ess*ully variousris,s and 0&allenges *a0ing organi6ationsin t&e 0onte2t o* HRD.


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:eed to integrate to larger so0ial

syste%.


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A??


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@;ALTY STRATE$Y

?ontinuous i%#rove%ent E%#loyee e%#ower%ent+ Guality

0ir0les Ben0&%ar,ing ust n Ti%e

T@M Tool8+a"i, i'!&%e'en nee$s c&nin+&+sc&''i'en s+!!& an$ &3nes4i! &e'!"&,ees a a"" "e%e"s a a"" i'es.


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?


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SYSTEMAT? TRA::$STRATE$Y

Base on Fo analysis+organi6ational %ission andoFe0tives.

Leads to return on invest%ent Build and sustain a##ro#riate wor,

0ulture to ring %ore

#ro*essionalis%


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LEAR::$ STRATE$Y

?ontinuous develo#%ent andlearning environ%ent #ro%ote sel*develo#%ent o* e%#loyees>

?oa0&ing and %entoring 0ulture


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HRD ?;LT;RE 7 STYLE


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HRD ?;LT;RE

Denison (1993" suggested t&atI?ulture! re*ers to t&e dee#stru0ture o* organi6ations+

w&i0& is rooted in t&e values+elie*s and assu%#tions &eld yorgani6ational %e%ers.


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?&ara0teristi0s o* 0ulture

F+n4a' an$ 7+ne (9::;/

I is $i5c+" & $e


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Signi


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T&e values and nor%s t&at are t&e asis

o* 0ulture are *or%ed in *ollowing ways> over a #eriod o* ti%e+ y t&e leaders in t&e organi6ation+

is *or%ed around 0riti0al in0idents+ develo#s *ro% t&e need to %aintain

efe0tive wor,ing relations&i#s a%ongorgani6ation %e%ers+

is inuen0ed y t&e organi6ation!senviron%ent.


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?ulture is learnt over a #eriod o*ti%e+ t&ere are two ways in w&i0&t&is learning ta,es #la0e.

THE TRA;MA M


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THE ?


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Ty#i0al :or%s H&3 'anages ea 4e 'e'*es &4ei ea's ('anage'en s,"e/ an$4&3 4e "ae e"ae & 4ei 'anages.

T4e !e%ai"ing 3&) e4ic.

Sa+s > 4&3 '+c4 i'!&ance isaac4e$ & i? 4e e@isence & "ac) &&*%i&+s sa+s s,'*&"s.

A'*ii&n


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=er*or%an0e > e@acing !e&'ance

san$a$s ae genea"? 4e 4ig4es !aise 4acan *e gi%en in 4e &gani0ai&n is & *eeee$ & as Ivery #ro*essional!.

=ower > ec&gni0e$ as a 3a, & "ie?$e!en$en &n e@!eise an$ a*i"i, a4e4an !&sii&n? c&ncenae$ a 4e &!? s4ae$a $i=een "e%e"s in $i=een !as & 4e

&gani0ai&n. =oliti0s > "ie 4&+g4&+ 4e &gani0ai&n

an$ eae$ as n&'a" *e4a%i&+? n&acce!e$ as &%e *e4a%i&+.


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Loyalty > e@!ece$ a ca$"e & ga%e a!!&ac4

& caees? $isc&+ne$ 4e e'!4asis is &n es+"san$ c&ni*+i&n in 4e s4& e'.

Anger > &!en", e@!esse$? 4i$$en *+ e@!esse$4&+g4 &4e !&ssi*", !&"iica" 'eans.

A##roa0&aility > 'anages ae e@!ece$ & *ea!!&ac4a*"e an$ %isi*"e? e%e,4ing 4a!!ens*e4in$ c"&se$ $&&s.

or%ality > a c&&" &'a" a!!&ac4 is 4e n&'?&ena'es aeae n& +se$ a a"" "e%e"s? 4ee ae+n3ien *+ c"ea", +n$es&&$ +"es a*&+$ess.


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Arte*a0ts

ae 4e %isi*"e an$ angi*"e as!ecs &an &gani0ai&n 4a !e&!"e 4ea see& ee" an$ 34ic4 c&ni*+e & 4ei+n$esan$ing & 4e &gani0ai&nBs

c+"+e.

can inc"+$e s+c4 4ings as 4e 3&)ingen%i&n'en 4e &ne an$ "ang+age

+se$ in &5cia" en%i&n'en. can *e %e, e%ea"ing.


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Manage%ent style is 4e a!!&ac4

'anages +se & $ea" 3i4 !e&!"e. I isa"s& ca""e$ "ea$es4i! S,"eB i c&nsiss& 4e &""&3ing e@e'es

C4ais'aicn&n-c4ais'aic. A+&caic$e'&caic.

Ena*"ec&n&""e.

Tansaci&na"ans&'ai&na".


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HRD CLIMATE

HRD 0li%ate is t&e #er0e#tion t&att&e e%#loyees &ave aout t&e#oli0ies+ #ro0edures+ #ra0ti0es+

and 0onditions w&i0& e2ist in t&ewor,ing environ%ent.


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HRD ?li%ate &as t&ree di%ensionso* (T.. Rao and E. Ara&a%" P

7enea" c"i'ae

OCTAPAC c+"+e an$I'!"e'enai&n & HRD 'ec4anis's

T4e genea" c"i'ae $ea"s 3i4 4e

i'!&ance gi%en & 4+'an es&+ces$e%e"&!'en in genea" *, 4e &!'anage'en an$ "ine 'anages.


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HRD 0li%ate is 0&ara0terised yt&e tenden0ies su0& as>

Teaing e'!"&,ees as 4e '&si'!&an es&+ces

Pecei%ing 4a $e%e"&!ing e'!"&,ees is4e 2&* & e%e, 'anage

6e"ie%ing in 4e ca!a*i"i, & e'!"&,ees

C&''+nicaing &!en",

Enc&+aging is) a)ing an$e@!ei'enai&n

Designing HRD System and Dev HRD Strategies

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