Publications of T. V. Rao: Books

 

Books by Dr. T. V. Rao

EDUCATION

1.      Institutionalization of Innovations in Education; Ahmedabad: Swiss Agency for Development Cooperation & TVRLS, 1999 (With Jaya Indiresan and M G Jomon)

2.      Changing Teacher Behaviour through Feedback; Hyderabad: ICFAI, 2006, (With Udai Pareek)

3.      Training for Education Managers; New Delhi: Macmillan, 2005 (With Udai Pareek)

4.      Institution Building in Education and Research: From Stagnation to Self-Renewal.

5.      (Eds. R.J. Matthai, Udai Pareek and T.V. Rao), All Indian Management Association, New Delhi, 1977.

6.      Adult Education for Social Change; Manohar Publications, New Delhi, 1980 (co-author with Anil Bhat and T P Rama Rao)

7.      Handbook for Trainers in Educational Management with special reference to Asia and Pacific; UNESCO, Bangkok (Co-author with Udai Pareek) 1981

8.      Management Processes in Universities; New Delhi: Oxford & IBH (PSG Monograph 1, Indian Institute of Management, Ahmedabad 1978, co-author with R.J. Matthai and Udai Pareek published later by Oxford & IBH)

9.      Doctors in Making; Sahitya Mudranalaya, Ahmedabad, 1976

 

ENTREPRENEURSHIP AND ENTREPRENEURIAL DEVELOPMENT

 

10.  Designing Entrepreneurial Skills Development Programmes; London, Commonwealth Secretariat, 1990 (co-author)

11.  Developing Entrepreneurship: A Handbook for Policy Makers, Entrepreneurs, Trainers and Development Personnel; Learning Systems, New Delhi, 1978 (co-author with Udai Pareek)

12.  Identification and selection of Entrepreneurs; (Eds. T.V. Rao and T.K. Moulik), Indian Institute of Management, Ahmedabad, 1979

13.  Entrepreneurial Skill Development Programmes in Fifteen Commonwealth Countries: An Overview. Commonwealth Secretariat, London, 1991, W.P. No. 2014-03-14 Page No. 33

14.  5. Entrepreneurship: A South Asian Perspective by D. F. Kuratko and T. V. Rao:          New Delhi: Cengage Learning, 2017

 

HEALTH AND POPULATION & GENERAL MANAGEMENT

 

15.  100 Managers in Action: New Delhi: Tata McGraw-Hill, 2012 (with Charu Sharma)

16.  Sales Styles Diagnosis Exercises; Learning Systems, New Delhi, 1976

17.  Behavioural Sciences Research in Family Planning; Tata McGraw Hill, New Delhi, 1974 (co-author with Udai Pareek)4. Managing Family Planning Clinics; Asian and Pacific Development Administration Centre, Kaula Lumpur, Malaysia, 1977 (co-author)

18.  Change Agents in Family Welfare: An Action Research in Organized Industry; Academic Book Centre, Ahmedabad, 1978 (co-author with Pramod Verma)

 

HUMAN RESOURCES DEVELOPMENT

 

19.  Life after 360 Degree Feedback and Assessment and Development Centres; Editors T. V. Rao, Nandini Chawla and S. Ramnarayan): New Delhi: Excel Books, 2010.

20.  HR Best Practices; New Delhi: Steel Authority of India (jointly with Nisha Nair, Neharika Vohra, and Atul Srivastava), 2009.

21.  HRD Score Card 2500; New Delhi: Sage, Response Books, 2008

22.  Hurconomics; New Delhi: Oxford & IBH, 2008 Republished by Pearson Education: New Delhi, 2011.

23.  The Power of 360 Degree Feedback; (Jointly with Mr. Raju Rao), New Delhi: Response Books, Sage, 2005. (Won Two awards as best Management book of the Year: DMA and ISTD)

24.  The Power of 360 Degree Feedback; The India Way for Leadership Effectiveness,  (Jointly with Mr. Raju Rao), New Delhi: Response Books, Sage, 2014 second edition

25.  The Future of HRD; New Delhi: Macmillan India, 2003

26.  HRD in Asia: First Asian Research Conference on HRD; (jointly with Ramnarayan, Udai Pareek, AAhad Usman Gani) Academy of HRD, New Delhi: Oxford and IBH, 2003.

27.  HRD Audit; New Delhi, Response Books, Sage Publications, 1999

28.  HRD Audit; New Delhi, Response Books, Sage Publications Second Edition 2014

29.  360 Degree Feedback and Assessment & Development Centers; (edited by T V Rao and Nandini Chawla) New Delhi: Excel Publications, 2005, W.P. No. 2014-03-14 Page No. 34

30.  Performance Planning and Review Manuals; Ahmedabad: TVRLS, 2005

31.  HR @ Heart of Business; (edited by TV Rao, A Gangopadhyay, RSS Mani), New Delhi: Excel Publications, 2002.

32.  Performance Management and Appraisal Systems; New Delhi: Response Books, 2004

33.  Performance Management: Towards Organizational Excellence: Sage Response Books, Second Edition, 2016

34.  360 Degree Feedback and Performance Management Systems; (Editors T V Rao, Gopal Mahapatra, Raju Rao and Nandini Chawla) Volume 2, Excel Publications: New Delhi 2002.

35.  360-degree Feedback and Performance Management systems Volume 1; (Editors: T V OD

36.  Pioneering Human Resources Development: The L&T System; Ahmedabad, Academy of HRD, 1998 (Co-author)

37.  Redesigning Performance Appraisal System; 1996, Tata McGraw Hill, New Delhi

38.  Human Resources Development: Experiences, Interventions Strategies; 1996, Sage Publications, New Delhi

39.  Performance Appraisal and Review: Trainers Manual, Operating Manual and Skills Workbook; Learning Systems, New Delhi, 1978

40.  Designing and Managing Human Resources Systems; Oxford & IBH Publications, New Delhi, 1981, 1991, 2003 (Co-author) (This book has won ESCORTS award as best management book in 1982)

41.  Performance Appraisal: Theory and Practice; AIMA-Vikas Management Series, New Delhi, 1984 (Also translated into Bhasha Indonesia by PPM, Jakarta).

42.  Recent Experiences in Human Resources Development; Oxford and IBH, New Delhi (edited by T.V. Rao and D.F. Pereira)

43.  Alternative Approaches and Strategies of HRD; (edited by T.V. Rao, K.K. Verma, E. Abraham, and A. Khandelwal), Rawat Publications, Jaipur, 1987

44.  Excellence Through Human Resource Development; (editors M.R.R. Nair and T.V. Rao), New Delhi, Tata McGraw Hill, 1990

45.  The HRD Missionary; New Delhi, Oxford and IBH, 1990 (Second edition: 2009, 2018 TVRLS)

46.  Readings in HRD; New Delhi, Oxford and IBH, 1991

47.  Career Planning and Promotion Policies; Ahmedabad, Academy of HRD, 1982 (co-author)

48.  Appraising & Developing Managerial Performance; AHRD Publication, 1996, reprinted at New Delhi: Excel Books, 1999

49.  Selected Readings in HRD; New Delhi: Tata McGraw Hill, 1998 (with Singh, Kuldeep & Nair, Baburaj)

50.  HRD Philosophies and Concepts: The Indian Perspective; Ahmedabad: Academy of HRD, 1994 (with Abraham, E & Nair, Baburaj V. Eds.)

51.  HRD in the New economic Environment; New Delhi: Tata McGraw Hill, 1994 (co-edited with Silveira, D. M., Srivastava, C. M. and Vidyasagar, Rajesh)

 

ORGANIZATIONAL BEHAVIOUR AND OD AND INSTITUTION BUILDING

 

52.  Nurturing Excellence: Indian Institute of Management, New Delhi: Macmillan, (Co-authored with Vijaya Sherry Chand, 2011)

53.  Managers who Make a Difference: New Delhi: IIMA Book Series, 2010 Random House.

54.  Organizational Renewal in NGOs: Experiences and Cases; (Co-author with Uma Jain), Hyderabad: Academy of HRD, 1996

55.  Organization Development: Interventions and Strategies; (Co edited with S Ramnaryan and Kuldeep Singh), New Delhi: 1998, New Delhi: Response Books

56.  Organization Development: Accelerating Learning and Transformation(Co edited with S Ramnaryan as first author), New Delhi: Second edition, 2011, Response Books

57.  Developing Motivation Through Experiencing; Oxford and IBH Publications, 1982 (co-author with Udai Pareek)

58.  Handbook of Psychological and Instruments; Samasthi Publications, Baroda, 1974 (co-author)

59.  Behaviour Processes in Organizations; Oxford and IBH Publications, New Delhi, 1981 (Co-author with Udai Pareek and D M Pestonjee)

60.  Measuring and Managing Organizational Climate; Ahmadabad: Academy of HRD, 1996 (With Dalpat Sarupriya and Dr. Sethumadhavan)

61.  HRD, OD and Institution Building: Essays in the Memory of Udai Pareek • Edited by T V Rao & Anil Khandelwal; 2016; Sage

62.  Effective People; by T. V. Rao, Random House, 2015

Human Resources or Human Possibilities: A New Look at HRD

 

Human Resources or Human Possibilities: A New Look at HRD

T. V. Rao

Founder Professor CHRD, XLRI; Founder President NHRDN and Co-Founder Academy of HRD

 Chairman, TVRLS, India

tvrao@iima.ac.in

 

In this article the author traces the history of Human Resources Development and analyses the distractions the function and philosophy faced over the years from what was originally envisaged in mid-seventies. The author goes on to propose a new orientation in HRD philosophy by treating human beings as possibilities than merely measurable resources. He also suggests creation of new structures or facilitation mechanisms in organizations to promote bliss or happiness at workplace and make people more productive and contribute more to themselves, their organizations, teams, families and the society. The author maintains that this will be natural evolution of HRD into a spiritual function.

HRD in India

It is more than Four decades the term Human Resource Development or HRD got initiated and became popular in the country. It was in 1975 a decision to start a dedicated Department to promote Human Resources Development was initiated in India at Larsen & Toubro Limited. Pareek and Rao (1975) outlined a philosophy for the new HRD system. They outlined 14 principles to be kept in mind in designing the HRD System. These principles deal with both the purpose of HRD systems and the process of their implementation. Some of these principles include:

1. HRD systems should help the company to increase enabling capabilities. The capabilities outlined in their report include development of human resources in all aspects, organizational health, improvements in problem solving capabilities, diagnostic skills, capabilities to support all the other systems in the company, etc.
2. HRD systems should help individuals to recognize their potential and help them to contribute their best various organizational roles they are expected to perform.
3. HRD systems should help maximize individual autonomy through increased responsibility.
4. HRD systems should facilitate decentralization through delegation and shared responsibility.
5. HRD systems should facilitate participative decision making
6. HRD system should attempt to balance the current organizational culture along with changing the culture.
7. There should be a continuous review and renewal of the function.

 

By mid-eighties HR has become an accepted role and most organizations have changed their personnel, training and other related functions to HRD. Some have differentiated Human Resource Development from Human Resources Department and some did not. However, HRD has come to mean new expectations, new body of knowledge and new function. The establishment of Center for HRD (CHRD) at XLRI; the formation of the National HRD Network (NHRDN) in 1985; the starting of the Academy of HRD (AHRD)  in 1990; Starting of Diploma Programs in HRD; starting of Symbiosis Center for Management and HRD; starting of the Doctoral Program in HRD jointly by AHRD and XLRI etc.   are highlights of HRD in India. (Rao, 2003, Pareek and Rao, 2008)

 The ISTD and NIPM did not lose time in focusing on HRD in their conferences. Although this diluted the use of Human Resources Development and contributed to the confusion between HRD and HR, expectations from HRD continued to grow.  Today almost all Managers dealing with Personnel, Training, Social Work, Welfare, Administration, Recruitment, Compensation, and many forms of Talent acquisition and management etc. functions call themselves HRD Managers or Facilitators. In some of the IT companies those who deal with Visas and arrange transportation for employees are also called as HRD staff (meaning Human Resources Department staff or even Human Resources Development staff). On one hand we have specialized courses including a Doctoral Programs in Human Resource Development and on the other hand even unqualified undergraduates are projected as HRD Managers. This has created a lot of confusion in the field as the number carrying HR titles in their designations multiplied overnight without corresponding multiplication of HR skills and HRD competencies. Lay people and the public could not differentiate the fine distinctions between Human Resource Development Professional and HR Professional as both carried HRD designation. In one case it meant Human Resources Development Manager and in the other it meant Manager of Human Resources Department and, in both cases, referred to as HRD Manager and became difficult to differentiate.  This confusion is shared by other countries and did not solve the issue but reaffirmed the need to remove the confusion.

 

A significant source of information on HRD in the US as well as worldwide is available from the Academy of Human Resources Development, USA. For a long time, Human Resources development in the US is identified with Training and Development. It is in the American Society for Training and Development convention sometime in early seventies Len Nadler of George Washington University is supposed to have formulated the concept of Human Resources Development. Nadler (1970) defined HRD as a series of organized activities, conducted within a specified period, and designed to produce behavioral change. Some of the common activities he identified within HRD are training, education and development.  He identified training as those activities intended to improve performance on the job, education as those activities intended to develop competencies not specific to any one job, and development is preparation to help the employee move with the organization as it develops. In a revised definition Nadler (1984) defined it as organized learning experiences in a definite time to increase the possibility of job performance and growth. 

A review of the definitions of HRD by McLean and McLean (2001) provides a lot of insights into the field. The following are some of the highlights of this review article:

Ø  While there have been many efforts to define HRD no consensus seems to have emerged

Ø  The US definition of HRD seems to have influenced the definitions many other countries

Ø  It appears that definitions of HRD may vary from one country to another, and the national differences are a crucial factor in determining the way HRD professionals work

Ø  There appears to be differences in the perception and practice of HRD in local companies as compared Multinational companies

Ø  In several countries HRD is not distinguished from HR but is seen systematically as a part of HR.

Ø  Professional organizations and academics seem to contribute to the definition of HRD

 

The following is a sample of definitions cited in McLean and McLean (2001):

China: “A planned and organized education and learning process provided by organizations to improve employees' knowledge and skills as well as change their job attitudes and behaviors. The process helps unleash the employees’ expertise for enhancing the individual performance and achieving effective organizational functioning." (The China Training Center for senior civil Servants). McLean observes that in China there is no difference between HR, HRD and Personnel.

France: HRD covers all practices that contribute to enhance the contribution of people to the organizational objectives: competence development, satisfaction to the human requirements of organization development, training, internal career paths etc.  The term 'development social' is often used synonymous with HRD. 

Germany: There is no field defined as HRD. Personnel specialists in Management schools do some research.

Japan: The concept of HRD can be identified by three terms: Noryuku kathatu (development of individual abilities); Jinzai keisei (formulation of a mastery level of human resources through the work system and training), and Jinzai ikusei (fostering of development of human resources through management of human resource process. Individual development, career development and organization development are the three major components of HRD in Japan.

Korea: Most Korean staff treats it as equivalent to Training and Development. OD, CD and T&D are included sometimes.

United Kingdom: HRD is relatively a new concept which has yet to become fully established and accepted, whether within professional practice or as a focus of academic inquiry. Key elements include: Activities and processes which are intended to have impact on organizational and individual learning; planned interventions in individual and organizational learning; interventions that are intended to change organizational behavior; strategic, long term, cultural and organizational changes.

Singapore: In Singapore major public agencies describe HRD as the activities related to knowledge and skills development through organizational and community development through education, training and re-training, in a lifelong learning process for improving productivity at the personal, organizational and community levels.

Most popular among the definitions of HRD in the U.S. seems to be the one by Patricia McLagan of ASTD, as “the integrated use of training and development, organization development, and career development to improve individual, group and organizational effectiveness. (See Walton, 2001).

It is worth noting an observation made by Ruona (2000) “As a profession we have not done a very good job of working to identify who we are, what we stand for, and what we can do for those we serve." (p.2). (Quoted by McLean and McLean, p 1064)

Lee (2001) argued that the notion and practice is dynamic, ambiguous and ill determined and hence any attempt to define HRD may do dis-service to the development of those who wish to become HRD professionals. Lee concludes in this paper on “Refusal to define HRD, “Each of us, in our professional lives, carries some responsibility as we contribute to what HRD is becoming. We need to be aware that to attempt to define HRD is to serve political or social needs of the minute- to give the appearance of being in control. Instead I suggest we seek to establish, in a moral and inclusive way, what we would like HRD to become, in the knowledge that it will never be, but that we might influence its becoming" (p1078).

McLean and McLean (2001) have offered the following global definition of HRD after reviewing various definitions across the world:

“Human Resource Development is any process or activity that, either initially or over the long r-term, has the potential to develop adults’ work-based knowledge, expertise, productivity, and satisfaction, whether for personal or group/team gain, or for the benefit of an organization, community, nation, or, ultimately the whole humanity” (p1067).

 

Strategic HRD puts…" particular emphasis on the development of comprehensive, coordinated and dynamic approaches for major learning initiatives within and outside an organization to facilitate the achievement of all stake holder objectives in a competitive and turbulent environment.

 

It is not helpful given this perspective to think of HRD as subset of HRM, either in the structural or functional terms. As the strategic significance of organizational and individual learning as a source of competitive and cooperative advantage gains recognition, a strategic need arises for appropriately positioned " learning architects" with the distinctive competencies and consultancy skills to orchestrate learning initiatives on behalf of their clients. They need to be partners in the formulation of strategy as well as developers of "quality" people to deliver strategy" (Walton, 2001 p. 1082).

 

A similar view is reflected in the HRD Audit approach of Rao (1999) and in a recent article suggesting if HRD Managers should be retitled as Knowledge Managers or Chief Learning Officers (Rao, 2000)

 

A Mystic’s View of HR

In 2016 in a Leadership Conclave (Isha Insight) attended by one the authors (T. V. Rao) at Isha Foundation Jaggi Vasudev popularly known globally as “Sadhguru” said that “Human is not a Resource. He continued to say that resources are measurable and anything that is measured limits itself. Human is unlimited, and Humans are possibilities” (reproduced from personal interactions and your tube talks of Sadhguru). Sadhguru continued to say later that to reduce human beings to a  resource is a crime. (see various YouTube references on Human is Not a resource from Isha Foundation given at the end)

I was hit by this Mystics pronouncement that “Human is a Possibility”. Mystics are philosophers and conceptually they can say anything as it comes out of deeper reflection and thought and a different understanding of the world of our existence and many other phenomena. Sometimes to understand them requires a different perspective. But when I heard this from Sadhguru it has hit me as a good solution to my struggle. I have been struggling all these years to say that HRD specialists or HR as a function’s first focus is on “Human”’. Being human means understanding the unlimited talent (resource) one is born with. It means for HRD Facilitators “creating conditions for discovering the unlimited talent one is born with and at times even the limits to one’s growth and talent”.

My own view and struggle are that many resorted to use HR or HRD or renamed Personnel or T&D as HRD out of perhaps a genuine desire to start a new function with a new outlook and philosophy but over a period means have taken over the original intentions and have become  self-perpetuating. HRD or Human resource department and HR staff exist today in most countries to ensure compliance, evolved strategies to compete, achieve quarterly and even monthly targets sometimes at the cost of values and vision etc. HR has now become a strategic business partner. HR needs to be lifted to Board level and needs to be consulted for all strategic moves etcetera etcetera.  I have no issues with this if it lifts people working in an organization and treats them with respect. I found that as Sadhguru said, it has reduced employees or h Human Beings to a “resource” rather than lifting them up to be talented contributors and makers of organizations and even societies. The ‘Source” embedded in the term “resource” has been totally ignored.  

Though we have started the Center for HRD at XLRI in 1983, The National HRD Network in 1985 and the AHRD in 1990, they also seem to have washed away partially in the tsunami like global competition and competitiveness that hit India post liberalization in 1990s. Global competition and competitiveness was needed in a country like India to bring up the talent and make use of it. But the systems meant for discovering and nurturing talent or human capabilities eventually became mechanisms to be implemented for their own sake or for certification of ISO or PCMMM, they become systems driven procedure driven and human suffers. In my view this is what has happened in India and globally in the last decade or so. 1990 to 2000 was purposive and focused to become globally competitive. It has put a price on talent and encouraged people to discover and nurture their talent. Subsequently we may be losing the game by gross neglect of the very Human which is the source of all innovation, creative, and technological developments across the globe. Imagine the developments in Artificial Intelligence leading to robots doing all work including driving cars in heavy traffic, conducting surgeries, answering your telephone calls etc. Where have all these innovations, new products and new technologies come? Who are they serving? Are they being used to bring happiness, peace, health, education etc. or are they leading people to have more territorial disputes, create more terrorists, kill each other? If technology takes over humans by the very technology they created, and they become pawns, nothing will be left to save this world. In a small measure this phenomenon of “Means taking over ends and becoming ends in themselves “(a phenomena Psychologist Gordon Allport called as Functional Autonomy) seems to have taken over the HR world across the globe.

HR’s job has become that of HR system maintainers in recruitment, on-boarding, performance appraisal and management, training, career planning, feedback, and even OD work. What has become important is the capacity utilization of training centers, reducing Cost in training, compensation benchmarking, ranking in Employee Commitment surveys, attrition rates and their reduction etc. seem to have taken priority over creating happiness at work place, discovering new talent, utilization talent, nurturing talent etc. The original purpose of HRD function as that to creating commitment, competence and culture building seem to have gone to the background and maintaining tools that were created for satisfying a few have become the way of effective HRD.

 In sum, I was feeling that in India what started as HRD movement to enhance happiness at work through competence, commitment and culture building has gone to the background. We dropped the Development in HRD and made it Department. Slowly we dropped Human also and focused on resources. Now what is left in HRD is Resources Department. “That is why when I heard Sadhguru talk of “Human is not resource, Human is a Possibility”. It struck me like lightning thought and I have taken to it instantly. In fact, I readily agreed to assist in designing and even participating in conducting a HR conclave that focused on Human as a Possibility in the year that followed, and we are now going it for the fourth time HINR program (Human is not  Resource). I have also revisited the HRD Climate survey designed about 36 years ago at XLRI and is being used globally. I have revisited the same and modified it to refocus on Human possibilities. (See Appendix)

Implications for HR Systems:

Human as Possibilities: How does this change our outlook on HR Systems?

In the following table I have attempted to differentiate the various dimensions and systems of Human Resource practice from Human Possibility practice.                                  How is HINR different from Human as a Possibility
Dimension	Human is a Resource	Human is a possibility: A Source
Meaning and Orientation	Is a Department Is a Function Managed by Professionals With replicable structures, systems and processes and planned and measurable outcomes Reporting relations ships and accountabilities	Is a philosophy and a way of looking at people in their context meant to discover, nurture and utilize human talent or capabilities. It is also meant to discover new contexts for exploration by humans for their and others’ future lives Possibilities are possibilities and are not easily measurable Value and process dominated Every person take charge and organization facilitates exploration through culture and values
Purpose	Defined as pay for performance. Perform and collect money. Talent for money and money for talent	State the purpose. Give freedom and opportunity to redefine and reformulate new purpose. Discover new purpose and new avenues of fulfilment
Vision	Vision is for the owners and top management. Need not be shared. If shared it only for providing to meet aspirations Align all activities to grand vision of the owner or top management	Share vision Develop vision by assuming each persona as a source of vision Collective vision Vision is only to give direction at a given point of time. Encourage everyone as a visionary
Structure	Design structure based on the objectives and purposes. Normally directed by financial goals and company aspirations. Use existing and tested out structures	Let structures evolve. People can provide appraise structures if given flexibility, Structures are tools and should be kept flexible
Systems and processes	Plan systems and rigidly follow processes. Deadlines are important.  Benchmark with the best. Predictable, consistent and objective systems to be planned and followed	People and their emotions are more important. Capture what interests’ people and build processes around them. Values nd culture are more critical than rigid systems and processes. Discipline is valued but systems can be made flexible to suit individual potential and opportunities. Create your own benchmarks
Recruitment and placement	Competency based recruitment Recruit people using tests and other objective criteria	Interest is the first qualification. Self-selection enhances motivation Assist in making wise choices Indicate possibilities and recruit for purpose and with offer flexibility. Don’t rigidly hold to first placement. Give freedom to express and explore.
Induction	Induct into the organization, department, role and tasks and targets.	Induct into purpose, vision, values, culture. Induct to explore and experiment. Define boundaries but not limit explorations and experimentation
Performance management	Structure PMS: Performance planning, KRAs/KPAs/KPIs/Tasks/Targets etc. Balanced Score card and 3x 3Performacne Matrix Forced distribution Performance based incentives and pay Periodic reviews Objective appraisals Use scales, weightages, Behaviorally anchored rating scales	Subjectivity is a part of life. There is nothing like objectivity. It is in the mind of the perceiver. Enjoying what one does (work), choosing what one enjoys within the context, changing the nature of work keeping in mind always the purpose and vision and values is important. Organizations re platforms to explore, apply, discover and grow. Focus is important but exploring new possibilities. S discovering better ways of doing things and better things to do re also valued Don’t compare performance of one gain the other. Help perform oneself continuously.
Rewards	Claim your rewards and shift if your worth is not recognized or incentive sed Pay for competence	Work itself is req ward. Learn to enjoy work. Look for doing things you enjoy. Time is important and is limited. Wasting time is wasting talent. Not discovering talent is not having time.
Training or Learning	Targeted training. Planned training Budgeted training Measurable training impact	Learning is continuous Learning is a part of life. We are growing every day by learning Learn to recognize your learning.
Leadership bench and succession planning	Use assessment centers and 360 Feedback for identifying and developing successors Break down all hierarchies.	Provide various tools and opportunities for each person to discover his/her talent continuously. There is no hierarchy and there is no level. You create your own levels. Take charge of your learning and be your own HRD manager. Self-development and continuous renewal are part of life. Each person monitors his growth organizations can only provide contexts and some investments. Invest on yourself.
Employee engagement	Survey help organizations ensure that employees are engaged. Change policies and practices based on surveys	Survey should help people assess where they stand and sue it for self-improving, and growth. Engagement surveys are more for individual action than HRD interventions
Structuring of HR function or department	Hierarchical One per 100 employees President/ VP/GM/DGM/SRM Manager/Dy Manager, Officer/Assist officer etc.	Every person is his/her own HR manager Take charge of your HR Provide inputs to HR department to facilitate your exploration into yourself and meaningful contributions to your and organizations life No hierarchy Anyone with interest can be a HR manager Have separate teams to deal with legal and statutory compliance and not mix with People managers
Coaching and mentoring	Train coaches Offer coaching services Appoint coaches and make people accountable for investments on coaching	Self-coaching is the best coaching. Coaches can’t help you learn unless you re interest in learning. You re your own coach. Do have mentors of your choice at every point of time. Change them freely. Let wisdom flow from all sides.
Culture and values	OCTAPACE Values needed for organization Development	OCTAPACE Values are the essential values for Human Development. Strong belief that openness, collaboration, Trust and trustworthiness, Authenticity, Proaction, autonomy, confrontation and experimentation are also human possibility values

 

Human Possibilities Department (HPD)

I like to propose a new Human Possibilities Department or alternately a Human Possibilities Leader (HPL) or Facilitator (HPF) to be appointed in each organization or a Government department or NGO or Institution. It is based on the following premises:

1.      Human beings are born with unlimited talent and their potential need to be explored, used and developed every day. Everyone should take charge of his/her own discovery and development. HPD like HRD is primarily the job of every employee person. No one else will develop you and others can only create a climate or a platform or a facilitation mechanism to help you explore your talent and possibilities. You are the explorer, creator, designer and implementor of possibilities. Human being is the source of all ideas, innovations and actions.

2.      Organizations as entities can create and facilitate exploration of human talent and its application for creating new business opportunities, solve problems, issues, enhance productivity, markets, profits, sales, quality of service, reduction of costs  etc. and take their organization and people working for it forward. This can be done through creation of happiness at work and treating human beings as possibilities

3.      There could be dedicated facilitators of this process and they can be put in a department merely to facilitate and honor the current forms and structures of the organization. The concept of department is merely to integrate into the system and save transactional energies that facilitate the work of the HPD

4.      To begin with each entity or organization could have a Human Possibility Leader (HPL) or Facilitator (HPF) who is a spiritual leader for the organization with the primary purpose of helping people to re-engineer themselves through various interventions like “inner engineering”,  ‘feedback” (see the eight forms of Feedback for development by the author in YouTube) and yogic exercises. Large organizations could have several such leaders grouped into the HPD and the budgets provided for facilitation. Innovative organizations need not have HPDs but create mechanism to facilitate Human possibility exploration by creating a self-exploration mindset among its stake holders.

5.       HPD departments in large organizations could undertake various forms of research to explore human potential, document incidents, cases and stories, gather information across the world and use it to stimulate explorations of human talent and possibilities. They should constantly use this research and documentation for lifting the energies of the employees to explore more possibilities and help create peace and love in their won surroundings and the world at large.

6.      HPD and HPLs or HP Facilitators are not designers or influencers of the existing HR systems like recruitment to retirement and should keep away from getting drawn into their administration. Any change that comes through spiritual upliftment of the employees should happen automatically and not directed by the HPD or HPL. HPLs and HPFs are hierarchy less and are not to be involved in any positions or other structures while their advice may be sought from time to time by any interested set of people. HPDs, HPLs and HPFs will also do community work and facilitate any work around the place of location through guidance and spiritual upliftment.

A few issues that arise out of implementing these proposals are given below:

Main Purpose: To create happiness and bliss in the lives of people and particularly at workplace through various spiritual processes that inculcate right thoughts, feelings and actions that help humans see meaning in life and live like humans.

Relationship with existing HRD Departments: HPD or HPL or HPFs are creations to facilitate Human Possibilities exploration. Their primary purpose is to create “Bliss” or “Happiness “at workplace, as people give their best when they are in a state of happiness. The current systems and processes that exist to direct human effort and energies to accomplish organizational, departmental, and role related tasks and goals should continue and at best with an enhanced human orientation where possible. HPD does not in any way interfere with HRD and it is only meant to enhance its impact through helping people find meaning in what they doo and enjoy what they do. HPD is thus helps to take HRD to be more evolved function.

Tools and Systems of HPD: These need to be evolved and explored. At present Inner engineering, Vipassana, Meditation in its various forms, Yogic sciences, Human Process Laboratories and various methods like self-renewal exercises, seminars, inspirational talks, coaching, mentoring etc. that are useful inputs. Many organizations are already using these methods.

Structuring of the HPD:  Structures are also limitations. Ideally there could be no structure. However minimum structure is provided for legitimization through budgets and role clarity. This could range from a one-person department to a team engaged. These could be volunteering whose livelihood is taken care of by the organization without fitting them necessarily into any hierarchy. The team itself is hierarchy less and works for all employees without discrimination. The HPF or HPD or HPL should be independent of any other department while he/she may closely work with some departments like HRD and the CEOs office. Full autonomy and independence are given to them as spiritual leaders. Their help and assistance could be sought by any department or people. If the organization has the capacity and innovativeness to keep a loosely hanging structure, it can do so.

OCTAPACE Culture and Values: These values and culture have been found to be the most critical in promoting exploration of human possibilities. Openness, Proaction, Autonomy and Experimentation enhance exploration of human talent and make possibilities happen. Trust, collaboration, authenticity, and confrontation minimize transaction costs and enhance respect for each other and as humans. The HRD Prayer described by the author in his book on HRD Missionary could as well become the HPD prayer.

Appendix 1

Human Possibilities Climate Survey

(modified for “Humans as Possibilities” than Resources” from HRD Score Card 2500 by T. V. Rao: Sage Publications: New Delhi 2008 Originally developed by T. V Rao and Fr. E. Abraham at XLRI, Jamshedpur)

Instructions

Several statements are given here describing the Human Possibilities Climate (earlier called as HRD Climate) of an organization. Please give your assessment of the Human Possibilities climate in your organization by rating your organization on each statement using the five-point scale. A rating of 4 indicates that the statement is almost always true with your organization; a rating of 3 indicates that the statement is mostly true; a rating of 2 indicates that the statement is sometimes true; a rating of 1 indicates that the statement is rarely true and a rating of 0 indicates that the statement is not at all true about your organization.

----1.                    The top management of this organization goes out of its way to make sure that employees enjoy their work.

----2.                    The top management believes that it is people (employees) who create new possibilities (products, services, markets, innovations, solving issues etc.), and that they must be respected and treated with respect.

----3.                    Development of every junior is seen as an important part of their job by the senior managers/officers/employees here.

----4.                    The HR or people management policies in this organization facilitate learning and employee development

----5.                    The top management is willing to invest a considerable part of their time, and other resources to ensure the development of employees.

----6.                    Senior officers/executives in this organization take an active interest in their juniors and help them learn their job.

----7.                    People lacking competence in doing their jobs are helped to acquire competence rather than being left unattended.

----8.                    Managers in this organization believe that employee behavior can be changed, and that people can be developed at any stage of their life.

----9.                    People in this organization are helpful to each other.

----10.                Employees in this organization are very informal, and do not hesitate to discuss their personal problems with their supervisors.

----11.                The psychological climate in this organization is very conducive to any employee interested in developing self, by acquiring new knowledge and skills and exploring new possibilities.

----12.                Seniors guide their juniors and prepare them for future responsibilities/roles that they are likely to take up and explore new possibilities.

----13.                The top management of this organization makes efforts to identify and utilize the talent and potential of the employees and treat them as possibilities for future.

----14.                There are mechanisms in this organization to recognize and reward any good work done, or any contribution made by employees.

----15.                When an employee does good work, his supervising officers take special care to appreciate it.

----16.                Performance review and assessments in our organization are based optimism, hope, and faith on the employees and what they can accomplish rather than fear and pressure.

----17.                People in this organization do not operate with biases or restricted views or preconceived impressions of each other.

----18.                Employees are encouraged to experiment with new methods, processes and try out creative ideas.

----19.                When any employee makes a mistake, his supervisors treat it with understanding and help him/her to learn from such mistakes rather than punishing him/her or discouraging him.

----20.                Weaknesses of employees are communicated to them in a positive way to build them and not in a threatening way.

----21.                When behavior feedback is given to employees, they take it seriously and use it for development and exploring new w or different ways of doing things.

----22.                Employees in this organization take pains to find out their strengths and weaknesses from their supervising officers or colleagues.

----23.                When employees are sponsored for training, or given learning opportunities they take it seriously, and try to learn from the programs or activities.

----24.                Employees returning from training programs are given opportunities to try out what they have learnt.

----25.                People trust each other in this organization.

----26.                Employees are not afraid to express or discuss their views or feelings with their superiors or juniors.

----27.                Employees are encouraged to take initiative and do things on their own without having to wait for instructions from supervisors.

----28.                Delegation of authority to encourage juniors to develop handling higher responsibilities is quite common in this organization.

----29.                When seniors delegate authority to juniors, the juniors use it as an opportunity for development.

----30.                Team spirit is of high order in this organization and we work here with family spirit.

----31.                When problems arise, people discuss these problems openly and try to solve them rather than keep accusing each other behind their back.

----32.                Career opportunities and future possibilities for talent utilization and growth are pointed out to juniors by senior officers in the organization.

----33.                The organization’s plans and projects are shared with seniors to help them develop their juniors and prepare them for future.

----34.                This organization ensures employee welfare to such an extent that the employees can save a lot of their mental energy for various activities and work purposes.

----35.                Job rotation in this organization facilitates employee development and exploration of new talent and possibilities.

----36.                When resources are strained financially or other ways the top management takes a positive view of employees and takes them along to solve issues by exploring new possibilities than adopt a “use and throw” attitude.

 

Please assess your HR Team or Staff or Formally Designated HR Facilitators or Role Holders using the five-point scale as earlier.

----1.      HR staff treat employees with dignity and respect and treat them as positively than merely as numbers and tools for achieving short term targets.

----2.      HR staff set personal example by high standards of their own behavior and practice what they preach

----3.      The HR staff can be relied to carry out their promises

----4.      The HR staff are sensitive to the potential of people and the problems they face is using and exploring new possibilities

----5.      The HR staff go out of way to facilitate exploration of talent in new areas and creation of new opportunities and new avenues for expression of talent

----6.      The HR staff are very sensitive to the issues the society faces today (water, energy, employment, skills, poverty, health, education etc.)  and facilitate CSR activities in all possible ways.

----7.      HR staff have a deep understanding of our business (products and services, customers, key drivers of business, competitive challenges and strategy of the business unit

----8.      HR staff play an important role in the strategic planning and decisions.

----9.      HR staff participate actively in the weekly, monthly and quarterly meetings and review of business units

----10.   HR staff understand what drives customers to choose the organization as their service provider

----11.   HR Partners and team are highly respected, treated as significant and positioned at high level in the organization.

----12.   HR team is very supportive to all functions and take time to understand their needs and assist them

----13.   HR Partners, as a part of their development process, rotate into the business units playing line function roles

----14.   HR Partners, as a part of their development process, accompany sales people on customer calls

----15.   HR team is learning from various sources including employees, other organizations, HR forums, academic institutions, books, articles, visitors, seminars etc.

----16.   Our HR team conducts perioding reviews of themselves for self-renewal and rejuvenation

----17.   Our HR team walks the talk and implements al that they expect others to practice.

----18.   Our HR team can be relied highly to carry out what they promise or commit verbally and informally

----19.   Our HR team exhibits a good degree of empathy.

----20.   Our HR team evolves systems and practices that reflect a philosophy that “Humans are Possibilities rather than merely resources”.

Administration

The questionnaire uses a five-point scale. It could be administered to all employees (especially supervisory and managerial staff), and a HRD climate profile can be drawn up. Annual surveys of HRD climate could be conducted and profiles maintained for review, reflection and action

 

 

References

McLean, Gary N and McLean, L. D. (2001) If we can’t define HRD in one Country, how can we define in an International Context?” in Oscar A Alioga (ed) 2001. Academy of Human Resources Development, 2001, Conference Proceedings, February 28- March 4, 2001, Oklahoma

Nadler, Leonard, (1970) Developing Human Resources, Gulf Publishing

Nadler, Leonard (1984) Handbook of HRD, New York: John Wiley and Sons

Pareek, Udai and Rao, T. V.  (2008) From a sapling to the Forest: The saga of the Development of HRD in India, Human Resources development International, volume 11, No 5, November 2008, 555-564.

Rao, T. V. (2003) Future of HRD. New Delhi: Macmillan

Ruona, W. E. A. (2000) Should we define the Profession of HRD? Views of Leading Scholars; in K. P. Kuchinke, (2000) Academy of Human Resources Development 2000 Conference Proceedings, Baton

YouTube references

Most Isha Foundation videos deal with Human Possibilities

https://www.youtube.com/watch?v=12FMYOgn50k

https://www.youtube.com/watch?v=wTSU8wqJ1gg&t=57s

https://www.youtube.com/watch?v=CknHzeX5jX0&t=11s

https://www.youtube.com/watch?v=dmdlz_TeitI

https://www.youtube.com/watch?v=LYZGS2gCmqw

T V Rao’s talks related to HPD:

https://www.youtube.com/watch?v=iUyBHhyGMBk&t=5s

https://www.youtube.com/watch?v=vAuHCKoEZyE

https://www.youtube.com/watch?v=8RnnfJG2XkQ&t=3s