Human Resource Development
Human Resource Development
Abstract:
This paper will discuss about human resource development (HRD) in the context of the strategies followed for the development of human resource in these highly competitive world. The paper will explore human resource development in the context of the evolutionary process involving a shift from a training to a learning orientation in libraries in order to create value for the organizations stakeholders which range from students, academic and general staff, the governing council, the alumni, the community to private and government organizations. OBJECTIVES: Develop human resource of the company continuously for better performance to meet objectives. To institute and manage a process that creates an organization to meet business requirements. To implement considerable cooperation between the management and the workers of the organization. To establish quality targets which leads to a competitive advantage. Provide opportunity for development of different level of employees. Suitable need based training programs Prepare newly inducted staff to perform their work with high level of competency and excellence. Meet social obligations of industry to contribute towards the excellence of technical and management education.
acts as a strategic partner, he or she works with line managers to institute and manage a process that create an organization to meet business requirements. The following are the list of Strategies of HRD-
Kaizen
Kaizen as a Japanese word which means continuous improvement with the involvement of everybody in the organization so as to generate value for customers. The message of Kaizen strategy is that not a day should go without some kind of improvement being made somewhere in the organization. Kaizen program is divided into three segments: (i) Management Oriented Kaizen: This segment concentrates on the most strategic and logistic issues and provides the momentum to keep up progress and morale. (ii) Group Oriented Kaizen: The group oriented kaizen is a permanent approach and is represented by quality circles and other small group activities. (iii) Individual Oriented Kaizen: Individuals Oriented kaizen is manifested in the form of suggestions. It is a morale booster. There are 5 steps in Kaizen programme: (a) SEIRI: Straighten up (b) SEITON: Put things in order (c) SEISO: Clean up (d) SEIKETSU: Personal cleanliness (e) SHITSUKE: Discipline
motivation. However, implementation of JIT will require considerable cooperation between the management and the workers.
Empowerment
This strategy is based on the philosophy that more power you give away to the lower levels the more you have in terms of productivity and performance. This technique is seen by the traditional authoritarian managers as a threat to their authority. But now a days the issue is how empowerment to workers or not, rather the issue is how empowerment should take place. Empowerment can take place when the employees are adequately trained, provided with all relevant information and the best possible tools, fully involved in key decisions and are fully rewarded for results.
Benchmarking
Benchmarking is the practice of identifying, studying and building upon best practices in the industry or in the world. Benchmarking help establish quality targets which leads to a competitive advantage. Bench markers guide includes the following points: (i) Pick a specific area you want to improve. Study your own procedures thoroughly and choose a company or companies to benchmark that handle, the process well. (ii) Send out the people who will have to make the changes. It wont help if senior executives or consultants do the benchmarking, then come back and tell the concerned workers of a process what to do. (iii) Be prepared to exchange information (iv) Avoid legal problems (v) Respect the confidentiality of the data you obtain.
Learning Organization
Learning is the organizational capability to recognize and nurture the developments of skills, abilities and knowledge base. It is exemplified by company wide training, foundational knowledge, process knowledge, educational development, continuous self improvement and managerial learning which the well recognized mechanisms of HRD. TQM is a positive step towards developing learning organization. In todays dynamic business environment, the learning organizations alone will survive because of their competence to learn, create, codify and use knowledge faster that rivals. The future organization must be built as a complex institution in which thinking, learning and knowledge creation takes place, constantly generating ideas that will permit the transformation of the organization by its people.
The major considerations in personnel policies concerning HRD strategies for lon g term planning and growth in organization are:
Development of Personnel
The Policy Issues involved are: a) Determination of Training methods to be followed-on the job/off the job. b) Intensity of TrainingLevel of employees, Frequency, resource persons,specific traini ng(job)operational Managerial Conceptual AnalyticalSkill Training will be imparted through company's own training centres or Training Institutes.
Personnel Mobility
Moving the personnel within the organization or outside in the form of promotion, demotion, transfer, separation & deputation. Organizations have to provide a policy fram ework for this.
5. Intrapreneurship strategy: Every employee needs to be an independent entrepreneur, who can generate ideas & bring them to reality by using the existing resources support of the organization to create innovative &creative products & services. 6. Culture building strategy: organizations valuing its employees have a sustainable competitive edge over competitor s because employees are highly charged, motivated & commitment to the organization. 7. Systematic training strategy: The planning & organization of formal on-job training & off- Job training leads to improving vital employee characteristics, build & sustain appropriate work culture & bring more professionalism in action. 8. Learning strategy: Continuous development & learning environments promote self development of employees, of self & by self.
learning (for example: creating a mentor system, job rotation, organizing meetings between employees with similar expertise). The most important condition for learning in the workplace, a stimulating work environment, remains mainly a responsibility of line management. HRD professionals can provide advice and assistance to line management in this respect.
Business Continuity Model: Utilized during natural or man-made contingencies and the services offered here are relocation models at fastest speeds; protection to assets, data and manpower; plans and preparation for all kinds of contingencies; aiming at smoothest business entity; and more. Right Sourcing: Finding best customer solutions through an innovative combination of offshore, near shore, onsite, and offsite delivery capabilities. Global Development Centers are located at Canada, Hungary, USA, UK, Australia, Singapore, Malaysia, China, Japan and UAE. Alliances: Satyam provides the best solutions facilitated by its allied technology vendors and system integrators. The areas of alliance services are Customer relationship, Enterprise Resource Planning (ERP), Data Warehousing and Business Intelligence, Supply Chain Management (SCM), Knowledge Management, Data Warehousing and Business Intelligence, and more. IT Enabled services: A wide range of inbound and outbound customer contact services, finance and accounting, technical helpdesks, finance and accounting, human resource, KPO, P2P, etc.
As part of their quality endeavors, Satyam has crossed many milestones, some of which are:
Among the first companies to have been certified ISO 27001, ISO 9001, and ISO 20000. First company in the US, Kuala Lumpur, Australia, Singapore, Shanghai, and India to have achieved the latest Information security standard, ISO 27001. The first company to get ISO 9001-2000 certified
Mahindra Satyam has been emphasizing on its social responsibility as well. This include transformation of lives of the under privileged, which has been possible through its Corporate Social Responsibility arm, called the Satyam Foundation. Mahindra Satyam Limited has thus, made a valuable contribution in the IT solutions industry, providing quality products and services to its customer; while keeping its corporate social responsibility in mind as well. Conclusion The role and function of HRD is increasingly vital at the organizational and national level as well as in the global context. Development of human resources lies at the core of the knowledge-productive organizations, like libraries and universities. The process will inevitably involve participation of all employees in developing the knowledge of the organization. The survival and success of organizations will increasingly depend on their ability to ensure that they are smart at all levels rather than only at the top. The strategies for creating and sustaining smart organizations with smart people at all levels is probably greater now than it has ever been. Todays highly competitive information market requires quite different set of attributes and skills than the current workforce and their organizational culture may possess. REFERENCES: Kaplan, R. S., Norton, David P (2004). Strategy maps: converting intangible assets into tangible outcomes. Boston, Harvard Business School Press. Johnston, R. (1999). Supporting learning in the third millenium. Human Resource Development: Learning. J. P. Wilson. Herndon, Stylus Publishing: 475-494. Kaplan, R. S., Norton, David P (2004). "Measuring the strategic readiness of intangible assets." Harvard Business Review 82(2): 52-64. Collins, C., Smith, K.G., Stevens, C.K., Knowledge-Creation Capability and Performance in HighTechnology Firms, Human Resource Practices, 2008. Delaney, J. T., Huselid, M. A., The impact of human resource management practices on perceptions oforganizational performance, Academy of Management Journal , 39, 1996. Fey, C. F., Bjorkman, I., Pavlovskaya, A., The effect of human resource management practices on firmperformance in Russia, The International Journal of Human Resource Management, 11, 2000.