<p>For being drubbed both for what human resource (HR) professionals do and don’t do, the reasons are not very far to seek. They initiate transformation of their competency by entrenching pragmatic techniques in their academic dynamics for successful reflexes in industrial practice. <br /><br /></p>.<p>To measure adequately on professional track, the entire range of the basic preparation, pedagogic guidance, collateral support and individual approach has to be definitely reset. The rudimentary requirements remain regretfully unattended to.<br /><br />All concerned are to redraw their roles and responsibilities lest it suddenly dawns on them that the party is over. The teaching institutions, particularly autonomous institutes and varsities, own gargantuan scope to expand all-encompassing curricula, deepen selection process compulsorily comprising written test, group discussion and psychometric analysis apart from viva voce for candidates of choice, not by chance, for HR. <br /><br />They must revisit academic tools including dedicated pedagogic services, introduce short-term studies of industry-sensitive organisational development (OD) issues, promote field reports on industrial relations/ HRD case studies, organise plenary confabulations in the class with the findings of such accounts, involve industry experts to enumerate decisive views, associate union leaders for combined assessment of students’ progress and convene symposia of focused parleys with the legalistic moderation of government statutory authorities for brightening the evolutions of learning of the young minds. <br /><br />The students must be prevented from getting into the coils of input duplication, peer-sharing, ghost-writing, plagiarising programme reports and dissertations. Continuous sensing of organisational changes, business curves, domestic trends on policy designs and legal architecture and global commercial conversions, going beyond academic examinations, with the guidance of forums/ clinics of specialists will pull out recalibrated knowledge, identify genuine issues and hold perceptive bank of solutions for today’s needs. <br /><br />Strict institutional governance and instilled discipline among budding professionals are vital to shape their aspiring psyches and withstand the tough stipulations of the industry cruising in uncertain conditions of markets which lead to changing entrepreneurial interests, investments, products, services and employment.<br /><br />The growing potential of internet, IoT, machine learning, artificial intelligence, robotics etc, demand exceptionally superior knowledge/skills/ expertise in HR management for repurposing specialised capacity in the structures of interpersonal equations amongst employees and in industrial relations. <br /><br />HR professionals<br /><br />The learned faculty must also impart institutional education and new developments in HR province in the industry to the students with interaction, participation and advice of HR professionals over the calculus of credit framework for pushing perimeter of nous of students. <br /><br />They are to be driven to lasting thirst for skill development, not hounded, led to critical reviews, not struck down and enabled to face challenges, not crushed permeating down protective spirit tectonically to identify with their intellectual cause and growth. <br /><br />Empathetic faculty members encourage studious curiosity of students to commandeer the current complexities and unwarranted interdependencies of human resource management being wrought by ideological misconceptions and political slants to impartially keep a weather eye on them.<br /><br />Mythopoeic claims for compromising professional principles and functional standards in HR management for career growth must be disapprovingly cast off. Learners must be taught not to subject their decision-making processes to anthropomorphism or to marginalisation and dehumanisation of personnel. <br /><br />Equally, HR functionaries in industry are to receptively treat students and avidly mentor at large instead of relegating them to case-clerks. They have to regulate outlook, share experience, extend silent participation in discussions, negotiations and private meetings, seek feedback, simplify labour law applications, notify MoUs and settlements and make them steadily acquainted with the virtual and physical platforms of HR for cutting-edge competence as they cannot be upgraded so easily as software.<br /><br />All the constituents of rarefied HR management must stick it out without snugging as a bug in a rug to face the rapidly upcoming new normal in industry and disengage catching vulnerabilities of HR domain for advancing its matching efficacy for operational excellence. <br /></p>
<p>For being drubbed both for what human resource (HR) professionals do and don’t do, the reasons are not very far to seek. They initiate transformation of their competency by entrenching pragmatic techniques in their academic dynamics for successful reflexes in industrial practice. <br /><br /></p>.<p>To measure adequately on professional track, the entire range of the basic preparation, pedagogic guidance, collateral support and individual approach has to be definitely reset. The rudimentary requirements remain regretfully unattended to.<br /><br />All concerned are to redraw their roles and responsibilities lest it suddenly dawns on them that the party is over. The teaching institutions, particularly autonomous institutes and varsities, own gargantuan scope to expand all-encompassing curricula, deepen selection process compulsorily comprising written test, group discussion and psychometric analysis apart from viva voce for candidates of choice, not by chance, for HR. <br /><br />They must revisit academic tools including dedicated pedagogic services, introduce short-term studies of industry-sensitive organisational development (OD) issues, promote field reports on industrial relations/ HRD case studies, organise plenary confabulations in the class with the findings of such accounts, involve industry experts to enumerate decisive views, associate union leaders for combined assessment of students’ progress and convene symposia of focused parleys with the legalistic moderation of government statutory authorities for brightening the evolutions of learning of the young minds. <br /><br />The students must be prevented from getting into the coils of input duplication, peer-sharing, ghost-writing, plagiarising programme reports and dissertations. Continuous sensing of organisational changes, business curves, domestic trends on policy designs and legal architecture and global commercial conversions, going beyond academic examinations, with the guidance of forums/ clinics of specialists will pull out recalibrated knowledge, identify genuine issues and hold perceptive bank of solutions for today’s needs. <br /><br />Strict institutional governance and instilled discipline among budding professionals are vital to shape their aspiring psyches and withstand the tough stipulations of the industry cruising in uncertain conditions of markets which lead to changing entrepreneurial interests, investments, products, services and employment.<br /><br />The growing potential of internet, IoT, machine learning, artificial intelligence, robotics etc, demand exceptionally superior knowledge/skills/ expertise in HR management for repurposing specialised capacity in the structures of interpersonal equations amongst employees and in industrial relations. <br /><br />HR professionals<br /><br />The learned faculty must also impart institutional education and new developments in HR province in the industry to the students with interaction, participation and advice of HR professionals over the calculus of credit framework for pushing perimeter of nous of students. <br /><br />They are to be driven to lasting thirst for skill development, not hounded, led to critical reviews, not struck down and enabled to face challenges, not crushed permeating down protective spirit tectonically to identify with their intellectual cause and growth. <br /><br />Empathetic faculty members encourage studious curiosity of students to commandeer the current complexities and unwarranted interdependencies of human resource management being wrought by ideological misconceptions and political slants to impartially keep a weather eye on them.<br /><br />Mythopoeic claims for compromising professional principles and functional standards in HR management for career growth must be disapprovingly cast off. Learners must be taught not to subject their decision-making processes to anthropomorphism or to marginalisation and dehumanisation of personnel. <br /><br />Equally, HR functionaries in industry are to receptively treat students and avidly mentor at large instead of relegating them to case-clerks. They have to regulate outlook, share experience, extend silent participation in discussions, negotiations and private meetings, seek feedback, simplify labour law applications, notify MoUs and settlements and make them steadily acquainted with the virtual and physical platforms of HR for cutting-edge competence as they cannot be upgraded so easily as software.<br /><br />All the constituents of rarefied HR management must stick it out without snugging as a bug in a rug to face the rapidly upcoming new normal in industry and disengage catching vulnerabilities of HR domain for advancing its matching efficacy for operational excellence. <br /></p>
