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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 of events thereafter
1976 – Establishment of 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.

continued…
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, inter-personal
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 in-depth studies
and a great deal of experimentation to evolve an
appropriate strategy for action.”

Dr. Ishwar Dayal


(Ex-professor of OB at IIMA,IIMC and
ex-Director of IIM Lucknow)

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