The matrix of HRD uncovered!

By Niroshan Silva

‘Are we living the true spirit of HRD or are we slaves to activities within the HRD function?’ The ethos and function of HRD takes into account emerging quality patterns, anthropological diversity, technology, and cultural changes of business and translates them into behavioural development projects.

HRD invests in people as they believe in the human capacity of an individual. For example, it understands the word “entrepreneurship” that has many definitions – yet not all agreeing to a single methodology of reaching there.

Therefore, in this evolving world, harnessing the potential of an individual, while maintaining work life balance, would pose to be one of the challenges of the HRD strategists of the future.

So if HRD is far more than a predominant act of training and development, what does it encompass? Technically it would include activities such as performance planning, performance analysis and review, performance development and individual counselling, potential assessment systems career planning and path management, job rotation and job enrichment, job design and evaluation, IT applications to HR issues, employee welfare activities, reward systems and equity, quality circles and team building activities, organisation developmental interventions, managing the internal tools of managing people (performance appraisal), training and the like.

But as time and businesses evolve the more important factor to remember is that HRD is about enhancing competencies, the commitment of the employees and helping to shape the culture of the business to be that of a positive transcending nature.

Evaluation of the human psyche/industrial psychology and mediation to improve job satisfaction has been an art and science since the mid 1920s. Yet, many negate its value and rather play development games as and when the fads roll out. For example, this year is about talent management, yet the organisation may not have invested time to think about a succession plan, or in other words might not have had time to connect the dots to the bigger picture.

A few questions to put your HRD practices into perspective:

Does the company’s HRD plan co-relate to the strategic intent of the business and is it a part of the business strategy for the ensuing year? For example, to have 90% of the promotions next year internally sourced and reduce recruitment costs by 50% (high labour turnover company) or to open five branches and have the right staffing ready for the boom?

Does the organisation have a career path/career planning process? If yes – do people know of it and accept it?

Do you invest in training days or the training process? For example, who are the assigned champions that would monitor group activities? Are the bosses who send their staff accountable to make sure that the training mitigated the issue or enhanced the capacity?

How many OD tools has one utilised to audit the organisation (potential appraisal, individual growth SAFI tools, job satisfaction index, SRA attitude surveys, faith in people scale and the like)?

Is the job design and job role challenged frequently?

Is the reward system considered meaningful and equitable?

As the world economy faces challenges, companies need to revisit their business plans, seek new ways of doing things, eliminate waste, become more environmentally conscious, make satisfying customers a priority and help the employees live satisfying lives. As tall as that order may sound, in its absence continuity of the business would be challenged.

Many businesses have adopted the above principles in different ways. These organisations have rewritten the rules books of HRD and have successfully engaged hybrid indigenous methodologies to manage their teams. For example, one organisation might implement a physical chart of its employees and maintain it with an exercise and diet regime. The result: This 1,250 employee organisation accounts for 19 sick working days per year and an absenteeism rate of 1.2% per year.

Another institution might thrive in creating cottage business for the families of its employees. This 900 employee institution supports cottage industries by buying food right through to outsourcing its printing. The company might not know that they are working on ‘employee engagement’; they just take pride in doing it. This company has an efficiency rate of 92% as per the machine specs.

As much as the knowledge of it all might slip through our fingers, this article is a tribute to the HRD experts who help local business on a daily basis. It is written in hope that the business leaders of the nation would see the function HRD as a vital role in the continuity of business itself and help the true matrix of HRD prevail.

(Niroshan Silva – B.Bus (Mgt) (HRM), MBA, MHRP, MITD Master NLP Practitioner – is Past President, AHRP)