Basics that we should understand “The things that get measured gets managed” What is HRD?
HRD is any process or activity that, either initially or over the longer-term, has the potential to develop adults work-based knowledge, expertise, productivity, & satisfaction, whether for personal or group/team gains or for the benefit of an organisation, community nation or ultimately the whole humanity
- Mclean & Mclean
What HRD’s main focus?
Competence Building Commitment Building Culture Building What is HRD Audit?
HRD Audit is a comprehensive uation of the existing HRD
Structure,
Strategies,
Systems,
Styles,
Skills / Competencies &
Culture and their appropriateness to achieve the short-term and long-term goals of the organisation. HRD Audit Vs HR Audit
HRD Audit is uation of
only few activities :- Strategies,
Structure,
Systems,
Styles
Skills & Competencies
Culture HR Strategy
Objective linkage exercise
HR Style and Culture
OCTAPACE Analysis
Style Assessment
HRD Structures
HRD Systems
HRD Competencies
How?
In HRD Audit the skills, styles, systems, strategies, structure is studied and analysed using a variety of methodologies like
interviews, (Individual and group, Top Management, Line Managers, HRD Staff, Workmen and others)
questionnaires,
observations,
available records,
workshops etc. This uation helps the organisation have a clear understanding of the lacunae and better align the HR processes with business goals. Why?
Organisations undertake HR audits for many reasons : To make the HR function business-driven.
Change of leadership.
To take stock of things & to improve HRD for expanding, diversifying, & entering into a fast growth phase.
For growth & diversification.
For promoting professionalism among employees & to switch over to professional Management.
To find out the reasons for low productivity & improve HRD strategies.
Dissatisfaction with a particular component.
To become employer of choice.
HRD Audit Role
HRD audit is cost effective. It can give many insights into a company's affairs. It could get the top management to think in terms of strategic and long term business plans. Changes in the styles of top management Role clarity of HRD Department and the role of line managers in HRD
HRD Audit Role
Improvements in HRD systems Increased focus on human resources and human competencies Better recruitment policies and more professional staff More planning and more cost effective training Strengthening accountabilities through appraisal systems and other mechanisms Suggestive model
The model is based on the assumption
“Competent and committed employees are needed to provide quality products & services at competitive rates & ways that enhance customer satisfaction” Assumptions contd… Components to be audited
HRD Systems Maturity
The HRD systems maturity assesses the extent to which various HRD subsystems and tools are well designed & are being implemented. The systems should be appropriate and relevant to business goals. It should focus on current and future needs of the corporation. The HRD strategies and systems should flow from the corporate strategies.
HRD Systems Maturity
The systems should be well designed and should have a structural maturity.
They should be implemented well.
The employees should be taking them seriously implemented well.
The employees should be taking them seriously and follow meticulously what has been envisaged in each system.
The overheads of implementation should be low.
The subsystems should be well integrated and should have internal synergy.
They should be adequate and should take care of the HRD requirements of the organisation.
HRD Systems Maturity
The following subsystems are assessed and depending upon the extent to which they meet the requirements a score is assigned. Manpower planning and recruitment Performance Management Systems Feedback and Coaching Mechanisms Training Career development and Succession planning HRD Systems Maturity
Job-rotation OD Interventions HR Information systems Worker Development methods and systems HR Information Systems Potential Appraisal and Development
Other subsystems if any HRD Competencies
This dimension indicates the extent to which HRD competencies are well developed in the organisation. The HRD Staff The Top Management Line managers and Supervisory Staff Union and Association leaders Workmen, Operators and Grass root level employees Each of the groups is assessed on : The level of HRD skills they possess Their attitudes and support to learning and their own development Extent to which they facilitate learning among others in the corporation and those who work with them. Their attitudes and support to HRD function and systems Internal efficiency of the HRD function (HRD Department
HRD Staff
How professionally qualified are they? Do they seem to demonstrate adequate knowledge base?
Are adequately trained in the appropriate HRD systems?
Are they sensitive to internal customer requirements? How good is their skill base in implementing various systems? Do they demonstrate OCTAPACE values? Are they quality conscious? Are they familiar with the business goals of the corporation? Are they cost conscious? Are they empathetic? Do they spend adequate time trying to understand the requirements of all categories of employees? Top Management
Do they understand HRD and its significance in achieving business goals?
How supportive are they of HRD interventions and values?
Are their leadership styles facilitative of a learning culture?
Are they willing to give the time needed for HRD?
How well do they subscribe to the HRD values like the OCTAPACE values?
How well do they practice HRD values.
How committed are they to create a learning culture in the organisation?
Do they invest their time, effort and energies in employee development? Line Managers and Supervisory Staff
How much do they understand the significance of HRD? Are they interested and motivated to develop themselves?
Are they willing to spend their time and effort in developing their subordinates? How supportive are they of HRD efforts? Do they have listening and other skills required facilitating development of their juniors?
Union and Association Leaders
How much developmental role are they playing? Do they see their own role in HRD? Are they committed to create a learning organisation?
Are they willing to promote employee development?
Are they positive in their approach and perceive their own roles a supportive of organisation building? Do they perceive the significance of Employee development for organisation building?
HRD Styles, Culture and Values
The extent to which the leadership and managerial styles are empowering and competence building is assessed by studying the leadership and supervisory styles. The extent to which the HRD culture and values are practised and stabilised in the corporation are measured. The HRD culture is culture that promotes Human potential development.
It is also a culture that promotes a learning organisation.
Business Relevance of HRD
This score indicates the extent to which HRD efforts (tools, processes, culture etc.) are driven to achieve business goals.
The business goals includes:
Business Excellence including profitability and other outcomes the organization is expected to achieve;
Internal operational efficiencies;
Internal Customer satisfaction;
External Customer satisfaction;
Employee motivation and commitment;
Cost effectiveness and cost consciousness among employees;
Quality orientation.
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