CHANGING ROLE OF HRD IN MANAGEMENT OF ORGANISATION

INTRODUCTION
Changes have been a very constant part of HRD. HRD involves linking management and the development of human resources to an organisations strategic plan,goals and objectives. Assessing the capacity of an organisations human resources in six areas-HRD capacity,HRD planning,personnel policy and practices,HRD data,performance management and training

DEFINITION OF HRD
HRD is a process by which the employees of an organisation are helped to help themselves and develop the organisation.

HRD ROLES
1) Reorganization and restructuring, including downsizing, rightsizing, flattening the structure, outsourcing etc; 2) Managing mergers and acquisitions by changing HR policies, realigning and redrafting HR policies and practices; 3) Initiating and managing quality initiatives, including quality circles, small group activities, ISO certification etc.; 4) Conducting a variety of surveys, including climate surveys, employee satisfaction surveys, internal customer satisfaction surveys, and bench marking with competitors and others globally;

CONT.
5) Restructuring salary and reward systems through compensation surveys, introduction of stock options, performance-linked pay or pay-forperformance,compensation planning etc.; 6) Enhanced emphasis on recruitment or placement. With the recognition of the need for competent people, the new economy industries like the IT, Telecom,Financial services, Insurance, BPO organisations (call centres) have further increased their focus on recruitment and outsourcing of recruitment; 7) Introducing new technologies of training, including e-learning, on-line education, distance learning, off campus learning, web based learning and use of other technologies for learning;

CONT..
8) Starting of Corporate Universities and in-house training institutions and academies to encourage continuous education programmes and competency building; 9) Introduction of 360 Degree Feedback, including using it for leadership development, evolving leadership models that fit into the company culture and take care of the unique needs of the company, and exploring it as an individual as well as performance development tools, experimenting with 360 degree feedback by linking with reward systems; 10) Use of Assessment Centres or Development centres for identifying, developing and promoting talented individuals, starting of fast track systems, identification of high potential employees and designing retention strategies;

CONT
11) Increased emphasis on mentoring and coaching. In the early years of this decade the emphasis was more on training. Mentoring and coaching has been introduced specifically in India during this time only since then the organizations have been making shift to effective mentoring and coaching; 12) Emphasis on leadership and leadership development at all levels. Leadership function has seen transformation and now the leaders walk the talk, lead by example and surely are more humanly than the earlier counterparts. Ironically this change has been so far the best thing that has changed in the HRD; 13) Participation in strategic thinking, business planning, mergers, acquisitions etc. 14) Improving quality of work life. This has been brought into focus by the IT industry where the environment becomes a critical factor in effective functioning of knowledge workers.

EXPANDING THE ROLE OF HRD

Ways in which HRD can fulfil its champion role include: 1.Holding face-to-face meetings between human resource staff and individuals and groups of employees; 2.Supporting the work planning and performance review process; 3.Surveying employees;

CONT
4.Talking informally to employees in the workplace; 5.Bringing employees' concerns to senior management in a timely fashion; 6.Taking corrective action with supervisors and employees as needed; 7.Coaching or mentoring managers to help them to be more effective and sensitive leaders.

CONCLUSION
HRD as a change agent. Human resource development can play a key role in identifying and implementing processes for change and in preparing employees for change. Human resource activities that support change can include analysing competency, supporting reform processes, and redesigning systems to help an organisation meet new objectives, such as increasing organisational sustainability or reaching new target populations using existing staff.