Strategic HRD
-Gurpreet Kaur
HRD STRATEGIES
HRD Strategies are 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
HRD & SHRD
Traditional HRD
Less response from the
stakeholders because
only use the simple
training and
development function
Provide individuals who
are lacking in knowledge
and skills with
structured opportunities
to receive the fruit of
deskilled organisational
experience
Differences
Response
Role of
Experience
Strategic HRD
Get more response and
attention from
stakeholders in
preparing the training
and development
methods
Advocates that
individual should
anticipate knowledge
and skills needed in the
future rather than react
after problem become
apparent
Major HRD Strategies
Communications Strategy:
In todays changing 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.
Quality Strategy:
Quality needs to be fostered in the employees
through training and development.
Major HRD Strategies
Cost Reduction Strategy:
Every employees contribution in savings is crucial as small
contributions from each employee can be pooled by organizations
to save substantial savings at the end of a given period and
enhance its competitive strategy.
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.
Culture Building strategy:
Orgs valuing its employees have a sustainable competitive edge
over competitors because employees are highly charged,
motivated and commitment to the org.
Major HRD Strategies
Systematic Training Strategy:
The planning and organization of formal onjob training and off-job training leads to
improving vital employee characteristics, build
and sustain appropriate work culture and
brings in more professionalism in action.
Learning Strategy:
Continuous development and learning
environments promote self development of
employees, of self and by self.
Designing HRD Strategies
Getting the Big Picture
Developing A Mission
Statement
Conduct Org SWOT Analysis
Conducting HR Analysis
Determining Critical People
Issues
Developing Consequence &
Solution
Implementation &
Evaluation of Action Plan
Getting Big
Picture:
Understanding of
business strategy to
highlight the key
deriving forces of the
business such asTechnology
Distribution
Competition
Markets
Designing HRD Strategies
Getting the Big Picture
Developing A Mission
Statement
Conduct Org SWOT Analysis
Conducting HR Analysis
Determining Critical People
Issues
Developing Consequence &
Solution
Implementation &
Evaluation of Action Plan
Developing a
Mission statement:
The mission
statement should
relate to people side
of the business. The
words or references
should not be
idealistic statementsit is the actual
process of thinking
through the issues in
a formal manner
Designing HRD Strategies
Getting the Big Picture
Conducting
SWOT analysis
of the
organization:
Developing A Mission
Statement
Conduct Org SWOT Analysis
Conducting HR Analysis
Determining Critical People
Issues
Developing Consequence &
Solution
Implementation &
Evaluation of Action Plan
Focus should be on internal strength
and weakness of the people side such
as current skills & capability and
research the external business and
market environment to highlight the
opportunities and threats.
Designing HRD Strategies
Getting the Big Picture
Conducting
detailed HR
Analysis:
Developing A Mission
Statement
Conduct Org SWOT Analysis
Conducting HR Analysis
Determining Critical People
Issues
Developing Consequence &
Solution
Implementation &
Evaluation of Action Plan
It concentrate on the organizations
culture, organizational structure, people
and COPS (Culture, org, people,
systems). Then gap analysis can be
undertaken by examining present
status and desired status.
Designing HRD Strategies
Getting the Big Picture
Determining
critical people
issues:
Developing A Mission
Statement
Conduct Org SWOT Analysis
Conducting HR Analysis
Determining Critical People
Issues
Developing Consequence &
Solution
Implementation &
Evaluation of Action Plan
The business strategy is reviewed and
examined against SWOT and COPS
analysis to identify the critical people
issues namely those issues that must
be addressed so as to have a key
impact on the delivery of business
strategy
Designing HRD Strategies
Getting the Big Picture
Developing
consequences
and solution:
Developing A Mission
Statement
Conduct Org SWOT Analysis
Conducting HR Analysis
Determining Critical People
Issues
Developing Consequence &
Solution
Implementation &
Evaluation of Action Plan
For each critical issue the options for
managerial action generated needs to
be highlighted, elaborated and created.
Then action plans around the critical
issues is to be developed with set
targets and dates for the
accomplishment of the key objectives.
Designing HRD Strategies
Getting the Big Picture
Developing
consequences
and solution:
Developing A Mission
Statement
Conduct Org SWOT Analysis
Conducting HR Analysis
Determining Critical People
Issues
Developing Consequence &
Solution
Implementation &
Evaluation of Action Plan
For each critical issue the options for
managerial action generated needs to
be highlighted, elaborated and created.
Then action plans around the critical
issues is to be developed with set
targets and dates for the
accomplishment of the key objectives.
Designing HRD Strategies
Getting the Big Picture
Implementatio
n and
evaluation of
the action
plans:
Developing A Mission
Statement
Conduct Org SWOT Analysis
Conducting HR Analysis
Determining Critical People
Issues
Developing Consequence &
Solution
Implementation &
Evaluation of Action Plan
The ultimate purpose of developing a
human resource development strategy
is to ensure that the objectives set are
mutually supportive so that reward sys
are integrated with employee training
and career development.
Strategic Dimensions of HRD
Quantitativ
e Approach
Qualitative
Approach
Resource Investment
in HRD
Total Expenditure on
Training
Ratio of total
Expenditure on training
to total payroll
Employee exposure to
HRD
Presence of Training
Hours of Training
Employee receive
Proportion of
employees trained
Management
Perceived Benefits of
Support for HRD
HRD
Perceptions of
Perceived effectiveness
management
of training
involvement and
Perceived benefits of
support
Training
Support for training by
Perceived importance
Manageme
senior Management
and valueEmployee
of training
nt
Perspective
Perspective
Four Dimensions of
SHRD
Managing Diversity at work place
How Well Do You Manage Diversity in Your Unit?
Do you test your assumptions before acting on them?
Do you believe there is only one right way of doing things, or that
there are a number of valid ways that accomplish the same goal? Do
you convey that to staff?
Do you have honest relationships with each staff member you
supervise? Are you comfortable with each of them? Do you know what
motivates them, what their goals are, how they like to be recognized?
Are you able to give negative feedback to someone who is culturally
different from you?
When you have open positions, do you insist on a diverse screening
committee and make additional outreach efforts to ensure that a
diverse pool of candidates has applied?
When you hire a new employee, do you not only explain job
responsibilities and expectations clearly, but orient the person to the
campus and department culture and unwritten rules?
Managing Diversity at work place
Do you rigorously examine your unit's existing policies, practices,
and procedures to ensure that they do not differentially impact
different groups? When they do, do you change them?
Are you willing to listen to constructive feedback from your staff
about ways to improve the work environment? Do you implement
staff suggestions and acknowledge their contribution?
Do you take immediate action with people you supervise when
they behave in ways that show disrespect for others in the
workplace, such as ethnic jokes and offensive terms?
Do you make good faith efforts to meet your affirmative action
goals?
Do you have a good understanding of institutional isms such as
racism and sexism and how they manifest themselves in the
workplace?
Do you ensure that assignments and opportunities for
advancement are accessible to everyone?
Managing Diversity at work place
If you were able to answer yes to more than
half the questions, you are on the right track
to managing diversity well.
Strategies
for Managing Diversity at work place
Specify the need for skills to work effectively in a diverse
environment in the job, for example: "demonstrated ability to work
effectively in a diverse work environment."
Make sure that good faith efforts are made to recruit a diverse
applicant pool, particularly underutilized minorities and women.
Focus on the job requirements in the interview, and assess
experience but also consider
transferable skills and demonstrated competencies, such as
analytical, organizational, communication, coordination. Prior
experience has not necessarily mean effectiveness or success on the
job.
Use a panel interview format. Ensure that the committee is diverse,
unit affiliation, job classification, length of service, variety of life
experiences, etc. to represent different perspectives and to eliminate
bias from the selection process. Run questions and process by them
to ensure there is no unintentional cultural or institutional bias.
Strategies
for Managing Diversity at work place
Ensure that appropriate accommodations are
made for disabled applicants.
Know your own cultural biases. What
stereotypes do you have of people from
different groups and how well they may
perform on the job? What communication
styles do you prefer? Sometimes what we
consider to be appropriate or desirable
qualities in a candidate may reflect more
about our personal preferences thanabout
the skills needed to perform the job.
