Strategic HRD

BY
PROF RAVI KANT
• Strategic HRD:- Integration of HRD policy with the
Corporate policy
• Linkages can be brought about in THREE ways
• Reactive model:- Corporate policy drives HRD policy.
• Proactive model:- HRD policy drives corporate policy
• Concurrent model:- Simultaneous action for design
and implementation of both HRD and Corporate
policies.
• Strategic human resource development should
be aligned to the life cycle stage of an org.
There are FOUR stages in the life cycle of
every org with different HRD needs at each
stage. One HRD programme does not work in
every stage.
 EMBRYONIC STAGE
• High level of cohesion
• Outside help not valued
• Lack of procedures and
planning systems
• Politics play an
important role
• Implications for HRD
• Owner may not perceive
need for HRD
• Limited management
expertise and succession
problems
• Changes may be
unplanned/ adhoc
• HRD may have to market
its services aggressively
 GROWTH STAGE
• Large variety of cultural
changes
• Levels of cohesion
declines
• Conflicts arise in the org
• Need for people to
accept new ways of
thinking
• Line/staff differences
• Implications for HRD
• Initiation of Career
development activities
• Inducting new recruits
• Management development
activities
• Development of high
performing teams
• Maint of cultural values and
beliefs.
• Dealing with ambiguities
 MATURITY STAGE • Implications for HRD
• Institutionalization of • HRD function should be
values and beliefs well established
• Evolutionary rather • Maint of HRD activities
than revolutionary may be more
changes appropriate
• Inertia may emerge in • Lack of career
the org. opportunities may
require novel HRD
approaches
 DECLINE STAGE • Implications for HRD
• Culture may act as a • Management of Change
defence against hostile • Reassure employees
environment that problems are being
• Major decisions may tackled
have to be taken • Organizing problem
• Readjustment necessary centered project/ task
activities.
• HRD design must always follow HRD objectives
• THREE types of HRD design:-
Ulrich and Lake approach:- Management of
strategic human resource through alignment with
business strategy, reengineering of org processes.
Young and Berman approach:-
• HR functions should be business driven rather
than function driven
• Impact driven rather than activity driven
• Must focus on the entire HR systems instead of
individual HR practices
• Friedman's approach:- FIVE stages in the
management of human capital ie clarification
stage, assessment stage, design, implementation
and monitoring stages. Mgmt of human capital
should be evaluated in recruitment, retention,
rewards and performance, trg and org structure.
• Pareek and Rao :-Integrated HRD design . 14
principles to be kept in mind
• HRD systems should help the company
increase enabling capabilities eg development
of HR in all respects.
• HRD systems should help individuals recognize
their potential .
• HRD systems should facilitate decentralization
• HRD systems should facilitate participative
decision making
• Should attempt to balance the current org
culture with changing culture.
• Should ensure responsibility for the function
• Should build upon feedback and
reinforcement mechanisms.
• Should maint a balance between external and
• External and internal help
• Should provide a continuous review and renewal
of the function.

• Emphasis is on the creation of a separate HRD

dept with full staff
• Envisages the setting up of HRD sub systems
• Emphasizes building linkages: between various
sub systems
THANKS