HRD Process

HRD is a continuous process and not merely a set of planning, and setting of mechanisms, instruments, techniques, etc. The mechanism and techniques such as performance appraisal, counselling, innovations in organisational development, etc., are meant to initiate, facilitate and promote the process of implementation. These mechanisms, instruments, and techniques need to be constantly reviewed for their effectiveness. The organisation can facilitate this process of development by the conscious application of ideas described in the earlier section.

Every work-related issue should be examined at periodic intervals and at every level managerial as well as operational Task analysis, quality of work life that includes work place democracy, autonomous work groups, active participation, etc., productivity ( oriented activities, and quality assurance of the products and services are some aspects that would demand considerable attention.

A healthy atmosphere contributes to success and growth of an organisation. Activities, methods and techniques will have to be reviewed constantly to improve the impact and effectiveness of the organisation.. This is done through organisation development which is concerned with the development of competency through effective teams to diagnose problems and initiate the process of collaborative work to deal with them. Process competence is improved, aiming to monitor and maintain sound: organisational health, assisting non-performing units, helping healthy units and departments in self-renewal, conflict management, creation of strong teams, etc.

Organisational learning is a process of obtaining new skills through involvement, thereby picking up valuable experience. This is a sure way of adding value to every function In the organisation. This is very greatly helped by a research wing in the organisation which would collect data on different issues, analyse such data, interpret, evaluate and apply positive results to solve problems.

To sum up, discussions on strategic and operational planning, mechanisms, instruments, techniques and all other ideas are to be taken in their integration and not in isolation, although for the sake of presentation here they have been broken up into sections and sub-sections. Concepts such as appraisal, career orientation, training, work analysis, organisational and work culture. self-renewal, etc. are to be superimposed on organisational planning and operational analysis and planning.

Usually it is the top management that is responsible for a well defined programme, for evolving strategies and for achieving targetted goals and objectives, but it is persons operating at lower levels of management who have the responsibility of implementation.