Corporate Profile 47Billion Information Technology
HRD competition & strategy
1.
2. HRM is a process of bringing
people and organizations together so
that the goals of each other are met .
The role of HR manager is shifting from that
of a protector and screener to the role of a
planner and change agent.
The major purpose of HRM is to increase &
improve the productive contribution of
personnel to the organization in more
ethical, social, and administratively
responsible way.
3. GLOBALIZATION
Globalization is about the
creation of a borderless global
economy that allows unhindered
movement of
finance, products, services, informatio
n, and people.
4. DRIVERS OF GLOBALISATION
Technology and communications
Global competition
Changing customer and investor demands
Organizational structures
The supply chain
Ever-increasing product-market competition
5. ORGANIZATIONAL REQUIREMENTS
The development of global leaders
Adaptable and flexible organizational
structures
Managing supplier chains
Managing a diverse workforce
Updating core competencies and skills
Innovation
Knowledge management systems
6. HUMAN RESOURCE DEVELOPMENT
Human resource development (HRD)
encompasses a range of organizational
practices that focus on learning:
training, learning and development;
workplace learning; career development
and lifelong learning; organization
development; organizational knowledge
and learning.
7. HRD
HRM
HRIS
Training & Development
Organisational Development
Career Development
Organisation/Job design
Human Resource Planning
Performance Management system
Selection & Staffing
Compensation benefits
Employee assistance
Union/Labor relations
HR Research & Info sys
8. Learning – is about the acquisition of new
knowledge and how this changes the
individual in some way.
- Psychological – all learning takes
place inside a person’s mind
- Sociological – learning is influenced
by social context
Training – involves planned instruction in
a particular skill or practice and is intended to
result in changed behavior in the work place
leading to improved performance.
9. - Explicit knowledge – ‘know-what’
- Tacit knowledge – ‘know-how’
The goal of training is for employees to master
the knowledge, skill and behaviors to apply
them in day-to-day activities.
Development – broader than training and has
a longer term focus, is determined by both the
Organisational and the individual needs.
12. Training & development – should permit
individual learners to grow and develop
beyond the present needs of their job.
They also learn communication skills, team
building, strategic planning and
participative management.
Career development – includes committed,
systematic, professional advising, career
planning &paths, developmental appraisal
systems and results tracking.
13. Organisation development – should
permit individuals and their organisations
to move towards more collaborative,
development, flexible, delayed, customer
focused cultures. It should enhance
communication, work structures and
processes.
14. HRM practices help the organizations to
achieve competitive advantage. According to
the resource based view (RBV) of the firm
(Penrose 1995; Barney 1991),
Competitive Advantage can be developed
and sustained by creating value in a way that is
rare and difficult for competitors to imitate and
the quality the human resource within is
difficult to imitate.
15. “Strategic HRM is concerned
with all those activities affecting
the behaviour of individuals in
their effort to formulate the
strategic needs of the business.”
16. SHRM concerns with
•the creation of a linkage between the
overall strategic aims of business and the
human resource strategy and
implementation.
•the role human resource management
systems play in firm
performance, particularly focusing on the
alignment of human resources as a means
of gaining competitive advantage.
17. SHRM may bring a number of
benefits to the organization:
Contributes to the goal accomplishment
and the survival of the company,
Supports and successfully implements
business strategies of the company,
Create and maintain a competitive
advantage for the company,
Improves the responsiveness and
innovation potential of the company,
18. Increases the number of feasible
strategic options available to the company,
Participates in strategic planning and
influences the strategic direction of the
company as an equally entitled member of
top management,
Improves cooperation between the HRM
department and line managers.
19.
20. Market
Strategies
Technology Organisation
Impact on
structure
Impact on
climate
Impact on
HR
Globalisation
-Leaner structure
-Work Group
expansion
-Joint decision making
-Synergy
-Team work
-Stress on continuous
innovation
-Cross cultural
-Quick, vertical horizontal
& diagonal communication
-High in knowledge
-High on command
-High on need to
upgrade one’s skills
21. A strategy is a course of action
planned to be undertaken to
achieve desired goals.
A strategy, whether it is an HR strategy
or any other kind of management
strategy must have two key elements:
Strategic objectives
- things the strategy is supposed to
achieve, and
Plan of action
- the means by which it is proposed that
the objectives will be met.
22. LONG TERM OBJECTIVES OF
STRATEGY
Profitability
Productivity
Competitive position
Employee development
Employee relations
Technological leadership
Public responsibility
23. HRD is typically defined as a set of
measures and activities within the org, which are
focused on adjustment of knowledge, capabilities
and skills of employees to the future requirements
of the enterprise's business operation, and
activities, also by
attitudes, motivation, values, interests and
behaviour of the employees.
Development of employees is a continuous process
that includes formal education, working
experience, relationships with other people and
personal and skill evaluation. This enables the
employee to prepare for future jobs.
24. “Strategic HRD is when HRD
strategy, policies, plans and
practices are vertically & horizontally
aligned and learning is embedded in
Organisation‟s strategic process”
It indicates the desired course of action
planned by an organization to achieve
HRD goals or HRD outcomes.
32. SHRD
Practices
• Integration with
Org missions &
goals
• Top mgmt sp
• Env Scan
• Line mgr
commitment
• Existence of
complimentary
HRM practices
• Expanded
trainer role
• Recognition of
culture
• Emphasis on
evaluation
Organisational
learning
• Knowledge
acquisition
• Knowledge
distribution
• Interpretation
• Organisational
memory
HRD
outcomes
• Shaping Org
missions & goals
• Top mgmt ldrshp
• Env scanning by
HRD
• HRD
strategies, policies
& plans
• Strategic ptnrshp
with line mgmt
• Strategic ptnrshp
with HRM
• Trainers as Org
change consultants
• Ability to influence
corp culture
• Emphasis on indl
productivity &
participation
Inputs Process Output
33. Step 1 Analysis
of external &
internal
environments
Step 2
Identify
sources of
competitive
advantage
Step 3
Identify
HRD
strategic
choices
Step 4
Implement HRD
strategy through HRD
policies, plans &
practices
Step 5
Monitor &
evaluate the
HRD strategy
STRATEGIC PROCESS FOR HRD
34. Vision
(Visualizing the future)
Mission
(Goals & values)
Business Strategy
(plan & objectives that
integrate vision and mission)
External Analysis
- Economic forecast
- Market trends
- Technological changes
- Labour market
Internal Analysis
- Business processes
- Labour market
- Culture
- Key stakeholders
35. Analysis of external & internal environment is used
to corroborate existing sources of competitive
advantage and to identify potential new ones, that
includes,
- Innovating new products & services (Intel)
- Quality (Toyota)
- Branding (Coke)
- On-time delivery (FedEx)
- Customer service (Virgin Atlantic)
37. SUSTAINABLE COMPETITIVE
ADVANTAGE IS BASED ON
Assets and Skills
People and Culture
Processes and Systems
R&D capability
Manufacturing or Service
capability
38. Source of
competitive
advantage
Innovation Customer service
Capabilities Creativity &
problem solving
Empathy &
interpersonal skills
Training, learning &
development
R&D Sales, Customer
service & care
Career
development and
lifelong learning
In-house trg Colleagues
coaching
OD/ Organisational
knowledge &
learning
Informal learning,
knowledge creation
& sharing
processes
Empowered
learning & self-
managed
teamwork
39.
40. HRD STRATEGY CHOICES
Devolved informal
learning
Developing
awareness of
learning opportunities
Empowered
informal learning
Creating a learning
environment
Learning as
socialization
Delivering formal
training, learning and
development
interventions
Engineering
Creating and
controlling
communities-of-
practice and social
networks
Indirect
interventions
Direct
interventions
Human capital Social capital
41.
42. EVALUATION OF HRD STRATEGIES
Financial techniques,
- Cost benefit analysis
- Return on investment
Non-financial techniques,
-Balanced scorecard
In general,
•Financial measures
•Customer measures
•Internal business process measures
•Learning & growth measures
43. SHRD is important to an
organization that is interested in :
• Stabilising itself
• Growing
• Diversifying
• Renewing itself to become more
effective
• Improving its systems and services
• Change and becoming more dynamic
• Playing leadership role
44. NATIONAL HRD
is intended to provide a coherent set of
policies for the social and economic development of
a country. It encompasses a wide range of concerns
including: public health, environmental
protection, diversity, education, and vocational
training. The way in which national HRD is handled
varies from country to country.
Centralized
Transitional
Government initiated
Decentralized/ free-market
Small-nation
45. STRATEGIC HRD SYSTEM
Strategic HRD Practices:- also includes
(a) Compensation:- Compensation levels determine
employee’s life-style, status, self-worth & attitudes
towards the organization.
The main objective of compensation system
include:-
- Cost efficiency
- Legal Compliance
- Attraction & retention of employees
- Motivating employee performance
(b) Working condition & family welfare:- these
are responsible for the performance of the job.
47. • Strategy
• Process
• Training
Hiring &
selection
• Management traineeOn-boarding
• Process
• Trends
• Training
Performance
evaluation
• Strategic planning
• Implementation
• Trainer considerations
Learning
organisation
48. • Career path
• Design
• Support
Career
planning
• Process for identifying future leader
Succession
planning
• Align rewards with performance
Recognition
& awards
• Job scope
• Implementation
• Experience
Organisation
& roles
49.
50. HRD Mechanism
• Performance appraisal
• Review discussions
• Feedback/Counselling Session
• Role Analysis
• Training
• Communication policies
• Job Rotation
• OD Exercises
• Rewards
• Job-enrichment programmes
HRD processes
• Role Clarity
• Awareness of Competencies
required for Job-performance
• Proactive orientation
• Collaboration &Team work
• Value generation
• Clarification of norms and
standards
• Increased communication
• More objective rewards
51. HRD outcomes
• More Competent People
• Better Developed Roles
• Higher Work-commitment
• More Problem Solving
• Higher Job-satisfaction
• Better Organizational
Health
• More Team-work Synergy
and Respect for Each
Other
Organisational effectiveness
dimension
• Higher Productivity
• Growth and Diversification
• Cost Reduction
• More Profits
• Better Image
• Other factors
• Personnel Policies
• Investments on HRD
• Top Management’s Commitments
• Environment
• Technology
• Resource Availability
• Nature of Business etc.
52. THE IMPACT OF SHRD ON ORGANIZATIONAL
PERFORMANCE
1. Attracting,
developing and
retaining high-
quality
people
Matches people to the
strategic and operational
needs of the organization.
2. Talent
management
Wins ‘war for talent’ by ensuring
that the talented and well-
motivated people required by
the organization to meet present
and future needs are available.
53. 3. Working
environment – core
values, leadership,
work– life balance,
managing diversity,
secure employment
Develops a clear vision
and a set of integrated
values. Makes the
organization „a
great place to work‟.
4. Job and work design Provides individuals with
stimulating, gives them the
autonomy and flexibility to
perform their jobs well, also
enhances job satisfaction
and flexibility that
encourages high
performance and
productivity
54. 5. Learning and
development
Enlarges the skill base and
develops the levels of
competence, encourages
discretionary learning, which
happens when individuals
actively seek to acquire the
knowledge and skills that
promote the organization‟s
objectives.
6. Managing
knowledge and
intellectual
capital
Focuses on organizational and
individual learning and on
providing learning opportunities
to share knowledge in a
systematic way.
55. 7. Increasing
motivation,
commitment
and role
engagement
Encourages people to identify
themselves with and act upon the core
values of the organization and
willingly to contribute to the
achievement of organizational goals.
Develops a climate of cooperation and
trust, clarifying the psychological
contract.
8. High-
performance
management
Develops a performance culture
that encourages high performance
in such areas as productivity,
quality, levels of customer service,
growth, profits and ultimately, the
delivery of increased shareholder
value.
57. BARRIERS OF STRATEGIC HRD
Lack of incentives for Organisations to
invest in HRD activities.
Lack of incentives for individuals to
invest in their own development
Lack of a well formulated business strategy
Continued dominance of short term
financial results
Lack of strategic understanding
Prevailing Organisation culture
