HRD The Indian saga

The Pioneers
Prof.Udai Pareek

&

Prof. T.V.Rao.

The context
Review exercise of performance appraisal system
for Larson & Toubro in 1974.

The outcome
A new integrated system called Human resource
development was developed for the first time in
India.

Chronology
thereafter
1976
Establishmentof
of events
HRD dept in
SBI and its
associates.
1978 Establishment of HRD dept. in Bharat Earth
Movers, Bangalore
1979 First HRD workshop was conducted at IIM
Ahmedabad to spread the message of HRD.
1980 onwards Several workshops were conducted
to develop HRD facilitators both at IIM A, and Indian
Society for Applied behavioural sciences. Wherein
IIM A concentrated on the conceptual part and ISABS
on the experimentation part.

Contd
1983 L&T started HRD chair professorship at
XLRI Jamshedpur and Prof.T.V.Rao moved to
XLRI to develop a Centre for HRD there.
1985 National HRD Network was
conceptualized and conceived at a National
seminar conducted by Center for HRD,XLRI
Jamshedpur and dept of HRD L&T.
1990 NHRDN gave birth to Academy of HRD
at Ahmadabad.

HRD approaches practised in

India
Man-centered approach
Reciprocal approach
Selective approach

Man-centered approach
Mostly found in family managed organisations.
Development of people is the primary
responsibility for the management.
Promoting trust, open communication, interpersonal relationship and employee welfare gets
priority.
management employee relationship is
generally informal.
Visibility of the leader.
Autonomy to the decision makers.

Reciprocal approach
HRD is the most important asset for
improving and sustaining organisational
performance.
Job redesign, counseling, job rotation,
training.
Growth of the organisation becomes an
integral part of HRD.
Individuals are encouraged to realise their
needs for learning and development and
organisation works towards the fulfillment of
such needs.
Individual aspirations are mapped in line
with the organisational goal.

Selective approach
Also termed as succession planning.
Involves identifying promising employees and
preparing them for leadership positions and roles.
The process includes assignments, placement
in select positions and training.
Identifying promising persons becomes a very
critical aspect of this approach.
Apply to senior and middle management and
not for the entire employee base.

The way ahead

Eliminating the skill gap.

Competing with global economies.
Meeting life long individual learning.
facilitating organisational learning.

Early birds of HRD in India

Larson & Toubro

State Bank of India
Bank of Baroda
Voltas
Indian Oil Corporation
Steel Authority of India Limited.

I believe that more organizations are now

concerned with HRD than they were a few
years ago. I
think the difficulty is in translating the concept
of HRD
into a concrete plan of action. We need indepth studies
and a great deal of experimentation to evolve
an appropriate strategy for action.
Dr. Ishwar
Dayal
(Ex-professor of OB at