HUMAN RESOURCES

DEVELOPMENT FOR LONG TERM

PLANNING AND GROWTH

BY-
01 – PRITI AGGARWAL
02 – PURVI AGGARWAL
03 – SONL AJGAONKAR
04 – ALANA SHAH
FLOW OF THE
PRESENTATION
•Meaning of HRD

•HRD Strategy

•Designing of HRD Strategy

•Policies Concerning HRD Strategy

•Strategies Adopted

•Case Studies
-Siemens
- Nestle
 HUMAN RESOURCE
DEVELOPMENT

• Human Resource Development is the framework for

helping employees develop their personal and
organizational skills, knowledge, and abilities.
•
• It is the process of adding value to the individuals,
terms, organization as a human system.
•

• The focus of all aspects of HRD is on developing the

most superior workforce so that the organization and
individual employees can accomplish their work goals
in service to customers.
•
• Organizations : L&T, Voltas, BHEL, Good Earth
HRD CHALLENGES IN 21st
CENTURY
• Retained and developing talented people
•

• Improving organizational skills

•

• Developing leadership skills

•

• Achieving high performance

•

• Creating a Quality Work Environment

•

• Improving productivity
H R D STR ATEG Y
•HRD Strategy is a plan that
defines how the human
resources would be utilized
through the use of an
integrated array of training,
organizational development and
career development efforts to
achieve individual,
organizational objectives.
DESIGNING HRD
STRATEGY
DESIGNING HRD
STRATEGY
• Getting Big Picture :
• Understanding of business
strategy to highlight the key deriving
forces of the business such as-
•- Technology

•- Distribution

•- Competition

•- Markets

• Developing a Mission statement :

• - The mission statement should
relate to people side of the business.
•

•
•
•
• Conducting SWOT analysis of the
organization :
• - Focus should be on internal
strength and weakness of the people side
• - External business and market
environment to highlight the
opportunities and threats.
•

• Conducting a detailed HR Analysis :

• - It concentrate on the
organization’s culture, organizational
structure, people and COPS (Culture,
org, people, systems).
• - Gap analysis can be undertaken.
•

•
• Determining critical people
issues :
• The business strategy is
reviewed and examined against SWOT
and COPS analysis
•
• Developing consequences and
solution :
• - O ptions for managerial action
generated needs to be highlighted,
elaborated and created.
• - Action plans around the critical
issues is to be developed
•

• Implementation and evaluation

of the action plans :
• - To ensure that the objectives
set are mutually supportive so that
reward systems are integrated with
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POLICIES CONCERNING HRD STRATEGIES FOR LONG TERM
PLANNING & GROWTH
• Recruitment of right personnel: Well-qualified
and they must match with the respective
corporate values and philosophy of the
Companies.
• Development of personnel:
•

•
•
• Motivation System :
– Analysis of motives
– Incentive system could be either Monetary
and/or Non-monetary
– Uneven Motivation is given to encourage
intelligent, ambitious & efficient
personnel.
• Industrial Relations:
– Safeguard interests of workers & management
through mutual understanding.
– Avoid industrial conflicts & strikes.
– Formulation of grievance handling procedures
– Management's concern for worker's welfare.
•

–
• Personnel Mobility : Moving the personnel within
the organization or outside--- in the form of
promotion, demotion, transfer, separation &
deputation.
• Retaining Personnel :
– Coercive Policies
– promotional avenues, increasing financial
incentives over the period of time,
deferred payment of financial benefit in
the long-run, long-term stay bonus, where
benefits maybe forfeited if the employee
leaves prematurely
– ESOS( Employee Stock Option Scheme).
– ESPS ( Employee Stock Purchase Scheme).
– Persuasion – by CEO or top executives.
•

–
 PROACTIVE HRD STRATEGIES FOR
LONG TERM PLANNING AND GROWTH
• Counselling
• Coaching
• Quality circles
• Change management
• Values
• Participation and empowerment
• Management development
• Carreer planning and development
• Maximise productivity and efficiency
•
•
 Employee
counseling
•Employee counseling is a supportive process
conducted by a manager to help an employee defin
and work through personal problems or
organizational changes that affect
• job performance”
• Objective of Employee counseling
– as providing help and support
– improve communication and inter personal
skills
– advising the employees
– Helps in conflict resolution
– Provide effective feedback
 Coaching
• “ Coaching is a directive process conducted by
manager to train and orient an employee to
realities of work place and help the employee to
remove barriers to optimum work performance”
• Objectives of coaching
– To assist employees in the development of
skills
– To enable them to achieve their full
potential
– Help them regularly update their knowledge
– Monitor and improve the individuals
effectiveness
•
 Quality circles:

• A quality circle involves participation from a

small group of employees doing the same type of
work. They meet regularly to identify, analyze
and solve the problems that arise during the
course of their work and their association with
the organization

• The basic objectives of quality circles are to

develop and utilize human resources effectively,
to develop quality products, improve the quality
of work life and sharpen and utilize an
individual's creative abilities
 Career Development
• Career development is an ongoing process of
gaining knowledge and improving skills that will
help an individual
• to establish a career plan
• Role of HRD
• Recognition
• Create information and support
• Professional communicator about new career
• Promote work planning
• Promote learning through relationships
• Use of existing resources
•
•

•
 Management
Development
•Management Development is described as the
process from which managers learn and improve
their skills not only to benefit themselve
but also their employing organizations
•Management development includes:

• Structured informal learning : work-based

methods aimed at structuring the informal
learning which will always take place
• Formal training courses of various kinds :
from very specific courses on technic
aspects of jobs to courses on wider managemen
skills
•
Management Development
• Seibert, Kramand Hall suggest the followi
linkages should exist:
• The link between the business environment and
business strategy
• The link between business strategy and
organization’s management development
• The link between the management development
strategy and management development activiti
•
•
Change Management
•Change is the only constant
•Role of HRD to help cope up with change:

• Serve as strategic change committees

• Special attention to communication
• Facilitate awareness sessions
• Overall change strategy
•

•
 Cultural Diversity
• Culture can be defined as a set of shared
values, beliefs, norms and artifacts that are used
to interpret the environment and as a guide for
all kinds of behaviour
• Role of HRD :
• Communicate effectively with individuals from
diverse cultures
• Mentor individuals from different backgrounds
• Be sensitive to older employees within their
organization
• Build foundations for teamwork
• Deal with the varying perspectives of individuals
from diverse cultures
• Resolve conflicts by focusing on the common goal
•
 Employee Participation and
Empowerment
•
• Employee participation is defined as ‘a process of
employee involvement designed to provide
employees with the opportunity to influence and
where appropriate, take part in decision making
on matters which affect them’.
• Employee empowerment is a strategy and philosophy
that enables employees to make decisions about
their jobs. It helps employees own their work
and take responsibility for their results.
•
 Maximize Productivity and
Efficiency
Factors that maximize productivity and efficienc
•

• Motivation
• Setting goals
• Power of praise
• Profit sharing
• Promote from within
• Disciplinary guidelines in the workplace
• Office environment
•
•
•
 Siemens: Environment
• v •Emphasize on team work culture
•Wants all of its employees to be truly involve
in the business and to feel part of it
success
•Employees need to know how they fit into th
business
•With this in mind Siemens establishes clear
• expectations
•Targets for individuals are related to targets for
the whole business
•
•
 Siemens: HRD strategy
• People excellence the key strategy for Siemens.
– Achieving a high performance culture
– Increasing global talent pool
– Siemens leadership excellence program
 Nestle
• World's foremost Nutrition, Health and Wellness
Company
• Global HQ based in Switzerland
• 265000 employees
•
N e stle : E n viro n m e n t
• Success of a corporation is a reflection of the
professionalism, conduct and the responsible
attitude of its management and employees
• Rich Diversity; operates in many countries
• Respect for local laws, religions and beliefs
 Nestle:HRD
strategy
• Training
– Training by Nestle people only
– Each country has separate training center
– E-learning, Classroom sessions
– Rive-Riene: creating ‘agents of change’,aimed
at creating leaders
–
–
 Nestle:HRD strategy
• International Assignments:
– Exposure to multicultural values and
environments.
– Focuses on gradual and comfortable learning.
 Similarities between nestle &
Siemens
• Both organizations focused on learning strategy.
• Both organizations wanted employees to be part o
the business.
• Development of employees was the major strategy
both organizations.
•
 Differences
• SIEMENS •NESTLE
– Team culture –No such emphasis.
emphasis –Continuous
– Proper Target training.
setting. –Professional
– Employee engagement development of
– Talent management employee.
emphasis. –Emphasis on
– High performance multi-culture
emphasis. learning.
•
 Conclusion
• Both the organizations focused on employee
development , however one was
concerned with experiential learning the other
followed a systematic method.
• Nestle was towards leadership development because
it deals with different culture and requires it
employees to manage such diversity properly.
• Siemens was more of quality oriented firm and thu
was concerned with
individual excellence, coordinated with
organizational development.
•