HRD policy, crucial for organisation

HRD policy, crucial for organisation

Of all the dimensions of Human Resource Management, learning process assumes greater importance, embellishing the facet of Human Resource Development (HRD), particularly involving the rigorous attitude of shedding the coils of inappropriate viewpoint resting on obdurate practices, to enable the employees to sharpen their skills and acquire multifunctional abilities to accomplish the organisational objectives.

The thirst for the dynamics of the globalised economy cannot be slaked by symbolic arrangement of token lectures and talks on tertiary factors and unproductive matters.

The HRD professionals themselves have to progressively unlearn to come out of this rigmarole.

They are to emerge out of the self-imprisonment of proffering merely staff functionality to effectively elicit newer employee performance as being envisaged by the management and pronounced by production and service wings, vis-à-vis the full panoply of restraints on the business corridor, nay, survival stage.               

Each employee will have unique potential and the HRD specialists will have to bring them onto the platform of performance organising continuous and judicious training programmes.

These engagements are to range from interaction with domain experts to participation in symposia of exceptionally talented leaders, involvement in focused modules to acquaintance with benchmarked systems and placement in simulated situations in addition to knowledge dissemination, vide revisited manuals and in-house journals in general to sustain awareness management.

Devising training components will have to go beyond the recommendations of the line managers, being cohesively coordinated with team leaders in the business and anchored on special observation of the obtaining trends in the product portfolio and service scenario which heavily hinge on the technological edge and service delivery of the markets and the competitors.

This will help in proactively designing the state-of-the-art training schedules and deploying modern modules to bring forth employees’ latent potentialities, smarten up talents and structure new skill-sets to manage the shifting technology, manufacture contemporary products and tender broadened services towards customer delight.

The norm of maximisation of employee efficiency must take cognisance of the attitude, background, educational level, work-culture and receptiveness of the employees to calibrate their performance to suit the organisational intentions.

However, sentimental validation of outmoded policies and application of obsolete skills must go out of  the organisational window engaging inter-disciplinary approach and compulsory job rotation through HRD interventions to open the door to creativity.

Span of control, assigned tasks, responsibility confines, lapses in process, inadequacies in extant training outlook and organisational propensity for retraining will indicate the dark spots for painting with unlearning and facilitate the scope for increasing the velocity of learning altogether.

The Trade Union leaders and  Association/s of covenant cadres are to be sensitised with dedicated sessions by HRD officials and afforded with visits to the  benchmark facilities to help them transform the workmen and white-collars respectively, to coordinate with the business needs and strategies to avoid ill-informed resistance which creeps at every stage of development.
 
Enrich job profile
It is the ineluctable accountability of HRD officers to instill right spirit as business dictates, stimulate interest in renewed jobs to dovetail with set targets and inspire high morale for hyperactivity among employees by continuously altering the organisational temperament to the advantage of overall evolutionary improvement with intelligent scheduling of apt courses.

Knowledge, action and dedication are not alternative verticals for organisational growth. HRD centre must be the rallying point to seamlessly integrate them utilising debriefing sessions and responsive exercises.

The taskmasters and team makers are to be put on crash courses laden with quicker and elegant techniques for astute learning, and others are to be initially inculcated with such predilection undergoing orientation modules and subsequently be switched over to the main itinerary.

The attempts among employees to skip training sessions should be seriously viewed and dealt with. The HRD pursuits must uplift knowledge, enrich job profile and warrant talents of the workforce to confidently outwit difficulties and adeptly commit to the tasks. Skill gap and talent deficit must be bridged with appropriate allocation of funds for training calendar.

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