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Human resource development.

Human Resource Development

HRD Department is most actively involved in policy creation it is their responsibility to propose and draft new policies or policy revisions to cover recurring problems or to prevent anticipated problems. Traditionally organization policies from personnel, labour relations and management practices developed years earlier in responses to specific problems, when policies emerge in this manner they may not always be consistent with changing business conditions, market strategy, expectations of work force and technology.

It is widely accepted that all business organizations possess five basic resources that they employ to achieve their desires objectives:

1. Financial Resources: Include cash

flow, debit capacity, net equity,

availability of new capital etc. 2. Physical Resources: Manufacturing

facilities and equipment, inventories

and land. 3. Technological Resources: Technical

knowledge and know how. 4. Human Resources: Such as

Managers, Engineers, Supervisors, Sales

Personnel, Technician and Workmen.

It appears that since the start of industrial Revolution entrepreneurs and managers have focused their energies and capital primarily on the development of the first three type of Resources. But within this decade personnel function, in its new incarnation as human resource development is rapidly emerging as the new corporate hero with increased organizational responsibility. The undeniable importance of human resources has been intensified due to recent pressures, some of these pressures are summarized as follows:

* Increasing international competitions. * More concern of employees with

career and life satisfaction. * Increasing customer preference for

quality. * More concern of management on

employee commitment and creativity

to improve quality and productivity. * Increasing complexity and size of

organizations.

Personnel Management in its new role as Human Resource Development (HRD) has following main functions to look after.

Policy Initiation & Formulation

HRD Department is most actively involved in policy creation it is their responsibility to propose and draft new policies or policy revisions to cover recurring problems or to prevent anticipated problems. Traditionally organization policies from personnel, labour relations and management practices developed years earlier in responses to specific problems, when policies emerge in this manner they may not always be consistent with changing business conditions, market strategy, expectations of work force and technology. In designing Human Resource Policies or practices the following are the criteria:

1. The policy or practice should enhance

the effectiveness and performance of

the organization. 2. The policy and practice should

enhance the economic and

psychological well being of employees.

Organisation Development

HRD's Role as a Change Agent: Innovations in the applied behavioral sciences - for example the use of semi-autonomous work groups, participative and team forms of job enrichment and quality and productivity improvement efforts are all emerging as new challenging role of HRD department. Organizational development is a choice between becoming effective manager of applied behavioral science or being considered administrators of the status quo. This function of HRD can help the organization meet the challenges of a rapidly changing world.

Personnel Training and Development: The human assets of an organization can appreciate rather than depreciate over a period of time if the organization provides the environment and resources for such appreciation to occur. HRD Department function is to provide formal programmes which are designed to accelerate the acquisition of participants management concepts and skills so they can perform more effectively on their current or future jobs. 1. Determine training needs and

objectives. 2. Develop training criteria. 3. Choose trainer. 4. Develop training materials. 5. Planning and implementing the

programmes. 6. Evaluating the training.

Career Planning and Development: People have always had careers, but only recently has serious attention been directed to the way careers develop. Following are some HRD activities which will help in career planning. * Computerize inventory of backgrounds

and skills to help identify replacements. * Succession planning or replacement

charts at all levels of management. * Job posting and career counselling. * Plan job moves for high potential

employees to place them in a particular

target job. * Rotate employees through various

departments to prepare them for upper

management positions. * Informal counselling sessions with

employees about career plans.

Performance Appraisals: Develop performance appraisals that suit the organization's overall objective and can have the following benefits:

* Improves Employees performances. * Highlights the need for employee

development. * Facilities mutual understanding

between the manager and subordinate. * Helps in letting the employee know his

weaknesses so that he can improve. * Should aid in decision making for

promotions transfers, layoffs. * Help in making salary increment

decisions. After developing the appraisals

HRD is to ensure that system is

followed and is giving desired benefits.

Help managers write up appraisals and helps them set goals for individual employee and remove any problems that come up and are hindering the above benefits of performance appraisals.

Recruitment, Selection and Promotion: HRD function is to co-ordinate with requesting department and chalk out the recruitment plan answering questions like what job is to be filled? What does that job require in terms of employee education, experience, skills, abilities and personnel characteristics etc. After the recruitment plan is complete selection process starts by testing. Preliminary interviewing and final interview with salary fixation according to candidates qualifications and company pay scales. HRD function is also to ensure that right kind of people are promoted and hired by specifying qualification and experience requirements for each job. Unless these functions are given due importance and they are handled well poor selection, and promotion decisions will be made.

Personnel Planning: The objective of Personnel Planning is to ensure that the right number and right kind of people become available at the right time and the right place so that organizational need can be met. HRD function is to draw up charts showing future personnel needs and plans to fill them. Managers busy pursuing profitability, cost of efficiency objectives tend to give personnel planning a low priority. When personnel problems crop up their importance is recognized. The first step in personnel planning is to tie all personnel planning objectives closely into the profitability, cost and other objectives of the organization.

The second step is to design personnel planning plans and programmes that whenever possible, can be seen as contribution to the overall goals.

Salary Revisions and Compensation Package: In order to keep salary competitive with the market so that company can recruit competent people a consistent effort is required to survey the market and keep the salaries in line with it.

Internal Consultant: Conflicts between departments and within a department sap productive energies of people which they otherwise can use for company's growth. HRD's function is to minimize these conflicts voluntarily and on reuqest by acting as an internal consultant.

Work Systems and Job Design: Look after such matters as job structuring, organization charts. Design jobs considering job rotation enrichment and enlargement.

PHOTO : Mr. Sardar Khalid delivering lecture in Training Institute of General Tyre & Rubber Co., while Mr. Farooq Omer, Manager Human Resource Development is in chair.

Sardar Khalid Mahmood, Executive Human Resource Development & Strategic Planning in the General Tyre and Rubber Company of Pakistan Limited. He obtained B.S. in Industrial Engineering and MAIIE degrees from United States of America. Before joining General Tyre he served in habib Group as an Industrial Engineer. Sardar Khalid attended a number of courses and seminars in Pakistan. He is a well known figure in Administration circles and is widely travelled.
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Copyright 1991 Gale, Cengage Learning. All rights reserved.

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Title Annotation:Special Issue: Industrial Relations in Pakistan '91
Author:Mahmood, Sardar Khalid
Publication:Economic Review
Date:May 1, 1991
Words:1200
Previous Article:Labour welfare schemes.
Next Article:The success and failure of social security in Pakistan.
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