Functioning of the System-2

We are talking about functionality of the System. We have already discussed on Building feedback and reinforcing mechanisms, Balancing quantitative and qualitative decisions and Balancing internal and external expertise. Today we are going to discuss on Planning for evolution of HRD.

 

d) Planning for the evolution of HRD: Various aspects of HRD can be introduced into the organization in stages, depending on its needs, size and level of sophistication. Some aspects may require a great deal of preparation. Rushing the introduction of an aspect of HRD may limit its effectiveness. Each stage should be planned carefully, with sequenced phases built one over the other. This may include: 

1.     Geographical phasing: introducing the system in a few parts of the organization and slowly spreading it to other parts. This may be necessary in a large or widely located organization.

2.     Vertical phasing: introducing the system at one or a few levels in the organization and expanding up or down gradually.

3.     Functional phasing: introducing one function or subsystem, followed by other functions. For example, introducing job specifications (identification of critical attributes of jobs) before introducing a complete potential-appraisal system.

4.     Sophistication phasing: introducing simple forms of subsystems, followed after some time by more sophisticated forms.

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Functioning of the System-1

a) Building feedback and reinforcing mechanisms: The various subsystems within HRD should provide feedback to one another. Systematic feedback loops should be designed for this purpose. For example, performance and potential appraisals provide necessary information for training and OD, and OD programmes provide information for work redesign.

 

b) Balancing quantitative and qualitative decisions: Many aspects of HRD, such as performance and potential appraisals, are difficult to quantify. Of course attempts should be made to quantify many variables and to design computer storage of various types of information, but qualitative and insightful decisions are also necessary and desirable. For example, in considering people for promotions, quantitative data are necessary inputs, but other factors must also be taken into consideration. Thus a balance between the mechanical and the human factors in necessary.

 

c) Balancing internal and external expertise: A human resource development system requires the development of internal expertise and resources, specifically in content areas that are used frequently within the organization. For expertise that is required only occasionally, the use of external resources or consultants may be the most feasible. It is necessary to plan for an economical and workable balance between the two. It is preferable to use internal personnel to conduct training; however, an organization that user’s only in-house expertise may not benefit from new thinking in the field. On the other hand, a company that relies solely on external HRD help does not develop the internal resources that are necessary for effective functioning.

Structure of the System-2

Today, we continue our discuss on Balancing differentiation and integration with example which is the function of the Structure of the System. We will discuss for other two remaining functions also and those are Establishing linkage mechanisms and Developing monitoring mechanisms

 

c)  Balancing differentiation and integration: For example, inputs from manpower planning should be available to line managers for career planning and HRD units for potential appraisal and development. Data from recruitment should be fed into the human resources information system. If salary administration and placement are handled separately, they should be linked to performance appraisals. Differentiation as well as integration mechanisms are essential if the HRD system is to function well.

d)  Establishing linkage mechanisms: HRD has linkages with outside systems as well as with internal subsystems. It is wise to establish specific linkages to be used to manage the system. Standing committees for various purposes (with membership from various parts and levels of the organization), task groups, and ad hoc committees for specific tasks are useful mechanisms.

e)  Developing monitoring mechanisms: The HRD function is always evolving. It therefore requires systematic monitoring to review the progress and level of effectiveness of the system and to plan for its next step. A thorough annual review reappraisal every three years will be invaluable in reviewing and planning the system. It may be helpful to include persons from other functions in the organization in the HRD assessment effort. 

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Structure of the System-1

The Structure of the HRD System depends on below functions:

1.     Establishing the identity of HRD

2.     Ensuring respectability for the function

3.     Balancing differentiation and integration

4.     Establishing linkage mechanisms

5.     Developing monitoring mechanisms

 

a)  Establishing the identity of HRD: It is important that the distinct identity of HRD be recognized. The person in charge of HRD should have responsibility for this function exclusively and should not be expected to do it in addition to any other function. Multiple responsibilities produce several kinds of conflict. This person should report directly to the chief executive of the organization.

b)  Ensuring respectability for the function: In many companies, the personnel function does not have much credibility because it is not perceived as a major function within the organization. It is necessary that HRD be instituted at a very high level in the organization and that the head of the HRD department be classified as a senior manager. Both the credibility and usefulness of HRD depend on this.

c)  Balancing differentiation and integration: The Human resource development function often includes personnel administration, human resource development and training, and industrial relations. These three functions have distinct identities and requirements and should be differentiated within the HRD department. One person may be responsible for OD, another for training, another for potential appraisal and assessment, etc. At the same time, these roles, should be integrated through a variety of mechanisms.

 

We will discuss with example on Balancing differentiation and integration, Establishing linkage mechanisms and Developing monitoring mechanisms in our next post.

Focus of the System

a)    Focus on enabling capabilities: The primary purpose of HRD is to help the organization to increase its “enabling” capabilities. These include development of human resources, development of organizational health, improvement of problem solving capabilities, development of diagnostic ability (so that problems can be located quickly and effectively), and increased employees productivity and commitment.

b)    Balancing adaptation and changing in the organizational culture: Although HRD systems are designed to suit the organizational culture, the role of HRD may be to modify that culture to increase the effectiveness of the organization. There always has been a controversy those who believe that HRD should be designed to suit the culture and those who believe that HRD should be able to change the culture. Both positions seem to be extreme. HRD should take the organization forward, and this can be done only it its design anticipates change and evolution in the future.

c)     Attention to contextual factors: What is to be included in the HRD systems, how is it to be subdivided, what designations and titles will be used, and similar issues should be settle after consideration, size, technology, levels of existing skills, available support for the function, availability of outside help and so on.

d)    Building linkages with other functions: Human resources development systems should be designed to strengthen other functions in the company such as long-range corporate planning, budgeting and finance, marketing, production, and other similar functions. These linkages are extremely important.

e)    Balancing specialization and diffusion of the function: Although HRD involves specialized functions, line people should be involved in various aspects of HRD. Action is the sole responsibility of the line people, and HRD should strengthen their roles.

HRD SYSTEM

The HRD subsystems or mechanism discussed so far should be thought of in isolation. They are designed to work together in an integrated system although any of them may exist in an organization that does not have an overall HRD plan. In isolation, these mechanisms do not afford the synergistic benefits of integrated subsystems. For example, outcomes of performances appraisals provide inputs for training needs, assessments, rewards, career planning, and feedback and performance coaching.  

 

PRINCIPLES IN DESIGNING HRD SYSTEMS  

Of course, HRD systems must be designed differently for different organizations. Although the basic principles may remain the same, the specific components, their relationships, the processes involved in each, the phasing, and so on, may differ from organization to organization.  

Designing integrated HRD systems requires a thorough understanding of the principles and models of human resources development and a diagnosis of the organization culture, existing HRD practices in the organization, employee perceptions of these practices, and the developmental climate within the organization. There are some principles related to focus, structure, and functioning should be considered when designing integrated HRD systems, we will discuss on each principles in our next post.

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Human Resource Information And HRD Goals

All appropriate information about employees should be stored in a central human resources data bank (usually by means of computer). This includes all basic information about each employee, training programmes attended, performance records, potential appraisals, accomplishment, etc. This data is utilized whenever there is a need to identify employees for consideration for special projects, additional training, or higher-level jobs.    

 

The Contribution of Subsystems to HRD Goals

Each of the subsystems or mechanism just defined contributes to the achievement of overall HRD goals.    

 

Performance appraisal focuses primarily on helping the individual to develop his or her present role. Potential appraisal focuses primarily on identifying the employee’s likely future roles within the organization. Training is a means of developing the individual’s personal effectiveness (e.g., through communication-skills laboratories) or developing the individual’s ability to perform his or her present job role or future job roles. Training can also strengthen interpersonal relationships (through training in communications, conflict resolution, problem solving, transactional analysis, etc.) and increase teamwork and collaboration (through management and leadership training, team-building programmes, etc.)  

Feedback and performance coaching helps the development of the individual as well as relationships. Organization development is the mechanism for developing team collaboration and self-renewing skills. Efforts to promote employee welfare and ensure the quality of work life, along with rewards, promote a general climate of development and motivation among employees.

Employee Welfare and Quality of Work Life

Employees at lower levels in the organization usually perform relatively monotonous tasks and have fewer opportunities for promotion or change. This is particularly true in developing countries. In most countries, many employees belong to trade unions. In order to maintain their work commitment and motivation, the organization must provide some welfare benefits such as medical insurance, disability insurance, and holidays and vacations.  

 

Quality-of-work-life programmes generally focus on the environment within the organization and included: basis physical concern such as heating and air conditioning, lighting, and safety precautions; additional physical amenities such as food and beverages facilities, recreation, and aesthetics; and psychological and motivational factors such as flexible work hours, freedom to suggest changes or improvements, challenging work, and varying degrees of autonomy.  

 

HRD systems focus on employee welfare and quality of work life by continually examining employee needs and meeting them to the extent feasible. Job-enrichment programmes, educational subsidies, recreational activities, health and medical benefits, and the like generate a sense of belonging that benefits the organization in the long run.

Rewards

In general sense reward meaning That which is given in return for good or evil done or received; esp., that which is offered or given in return for some service or attainment, as for excellence in studies, for the return of something lost, etc. Another meaning of reward is Compensation or remuneration for services; a sum of money paid or taken for doing, or forbearing to do, some act. If we talk with regard to service than reward means payment made in return for a service rendered

 

Rewarding employee performance and behavior is an important part of HRD. Appropriate rewards not only recognize and motive employees, but also communicate the organization’s values to the employees. In HRD systems, innovations and use of capabilities are rewarded in order to encourage the acquisition and application of positive attitude and skills. Typical rewards include certificated of appreciation, newsletter announcements, increase in salary bonuses, special privileges, and desired training.

 

Promotions are generally not considered as rewards because promotion decisions are based on appraisals of potential whereas most rewards are based on performance. Rewards may be given to individuals as well as to teams, departments, and other units within the organization.