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
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:
- 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.
- HRD systems should help individuals to recognize their potential and help them to contribute their best
various organizational roles they are expected to perform.
- HRD systems should help maximize
individual autonomy through increased responsibility.
- HRD systems should facilitate decentralization through
delegation and shared responsibility.
- HRD systems should facilitate participative decision making
- HRD system should attempt to balance the current organizational culture along with changing
the culture.
- 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
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
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
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
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
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