HRD Strategies: A comparison

Presented By Rohit Harit

Overview
Introduction to HRD strategies. Identification of two different organization with different environment and core technologies. Identification of similarities and differences. Conclusion.

HRD strategies.
What is HRD strategy? Major types of HRD strategies.

What is HRD strategy?

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.

Types of HRD strategies.

Communication strategy.
In today's scenario it is essential to educate and train employees about the change.

Accountability and ownership strategy

Employees accountability and ownership leads to higher productivity and customer

acceleration.

Types of HRD strategies.

Quality Strategy
Quality needs to be fostered in the employees through training and development.

Intrapreneurship Strategy
Every employee needs to be an independent entrepreneur, who can generate ideas and bring them to reality by using the existing resources and support of the org to create innovative and creative products and services.

Types of HRD strategies.

Culture building Strategy
Organizations

valuing its employees have a sustainable competitive edge over competitors because employees are highly charged, motivated and commitment to the org.

Systematic Training Strategy

The planning and organization of formal on-job

training and off-job training leads to improving vital employee characteristics, build and sustain appropriate work culture and brings in more professionalism in action

Types of HRD strategies.

Learning Strategy
Continuous learning and development environment promote self development of

employees , of self and by self.

Identification of organizations
Siemens. Nestle.

SIEMENS
Global electronics manufacturing firm. Global HQ based in Germany. Half a million employees. Siemens products touch all our lives, ranging from kitchen equipment to power generation and from traffic lights to hospital scanners.

Siemens:Environment
Emphasize on team work culture. Wants all of its employees to be truly involved in the business and to feel part of its success. Employees need to know how they fit into the business. With this in mind Siemens establishes clear expectations.

Siemens:Environment
Targets for individuals are related to targets for the whole business

Siemens:HRD strategy
Delivering the HRD strategy through employee engagement. Key pillar of Siemens strategy alongside performance and portfolio, operational excellence and corporate responsibility, is the way it manages, develops and motivates its employees.

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.

Nestle:Environment
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:Environment
Believe in people than in systems. Continuous improvement rather than drastic changes. Continuous training and development of people. Importance on professional development of employees.

Nestle:HRD strategy
Training. International Assignments.

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.

Identification: Similarities and Difference

Similarities. Differences.

Similarities
Both organizations focused on learning strategy. Both organizations wanted employees to be part of the business. Development of employees was the major strategy of both organizations.

Differences
SIEMENS
Team culture emphasis. Proper Target setting.

NESTLE
No such emphasis. Continuous training.

Employee engagement.
Talent management

Professional

emphasis. High performance emphasis.

development of employee. Emphasis on multiculture 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 its employees to manage such diversity properly. Siemens was more of quality oriented firm and thus, was concerned with individual excellence, coordinated with organizational development.

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