HRD Competencies HRD Competencies & its importance – • Competencies are set of behaviours, which encompass skills, knowledge, abilities

and attributes. Competencies need to be assessed at the organization and individual level. • Individual Competencies together reinforce organizational competencies. However, there always exist a possibility of major incongruence between individual competencies and organizational competencies. Manpower planning exercise helps us to analyse such gaps and develop a competency model. • A competency model is a map to display a set of competencies. It is future oriented and it helps to describe an ideal workforce. • A competency model when developed and documented helps in managerial decision-making, as it is well aligned with vision, mission, objectives, goals and strategies of an organization. It also helps the employees of an organization to understand the functional requirements and self- initiate the enrichment of their skills, knowledge, abilities and attributes. This would be independent of an organization- wide competency enrichment exercise. Process of Competency Mapping – The Competency mapping is always done in the defined job context following a set of approaches : • • • • Workforce Skills Analysis - It helps to describes skills required to carryout a function. However, this is a dynamic approach, as it is also considers nature of work changes in an organization. Job Analysis – It focuses tasks, responsibilities, knowledge and skill requirements, which are required for success job performance. Both the workforce skill analysis and job analysis are done from inputs collected from survey, interviews with managers as well as employees and benchmarking information with successful organizations. Supply and Demand Analysis – Supply analysis is done considering workforce demography trends and present workforce competencies e.g. occupation, grades, structure, race, origin, gender, education, training and similar other information. It therefore helps to understand the existing workforce status. Demand analysis on the other hand helps to identify workforce of the future in line with the vision, mission, objectives, goals and strategies of an organization. Critical inputs from demand analysis contribute to development of competency model for workforce of the future. Gap Analysis – With all above input reinforces, organization undertakes gap analysis to understand the difference between the workforce of today and the workforce of the future. After such identification of differences, organization needs to plan to address those. Solution Analysis – Addressing the identified gaps is possible through solution analysis. This is possible by taking into accounting both ongoing and planned changes in the workforce. Solution analysis also weighs different options to get the work done, either considering institutional or contractual employment. New

in the light of the new competency model. if it is otherwise. it is noticed that the organization are also incapable for renew of the skill of existing manpower. is to decide whether to downsize/ rightsize or to go for training. which is always the core skill.scale manpower redundancies in Indian organizations. if the organization has multiple units.set and associated with the job performance e. it has been noticed that technology can supplement the existing job process but cannot do away with basic job. They fear re. This gradually made the trade and occupation specific skill redundant. (iv) Ask them to leave. • The organizations are under compulsion for continuous technological upgradation. presumably due to overage (at least macro. which may be due to change in business strategy. in many cases. • Thus the HR strategy for right sizing manpower in Indian organizations mostly centre around the following path – (i) Identification of employees who are redundant. Shortfalls of Indian industries with respect to HRD Competencies and suggestions to overcome the same : • Inadequate competency mapping is the root cause of large. Banking Sector. i. in this phase. • However. • It is important to mention that the redundancy issue in Indian organizations is not always due to skill obsolescence.e. It is often for imminent organizational and re-deployment will not be cost effective. particularly during post.reform period) reveals that the organizations who availed such fund. the business skill. (iii) Redeploy them if they are agreeable.term or operational view. In the present time this has become the biggest challenge for e HR professionals and instead of addressing this issue from a long term or strategic perspective they are now forced to adopt a firefighting approach with a short. • Further. retraining and redeployment. to gain edge over the domestic and global players with respect to quality and price. redeployment and rightsizing.related skill. • The organizations mostly are reluctant to employees’ skill renewal through retraining. . After suitable competency mapping. (ii) Asking them to relocate.g. restructuring.• recruitment. all are done. relocating and downsizing. next course of action for an organization. training and retraining. utilized that for voluntary retirement for permanent separation rather than redeployment with skill renewal. • A report from National Renewal Fund (constituted especially to make fund on soft interest terms to take care of skill renewal for rightsizing manpower in Indian industries. however.level data revels this). rather offering VRS to the present employees and recruiting new incumbents will be more strategically appropriate.

Since people come from different backgrounds. industry and nation. • Technical Skills – HRD manager must posses’ in-depth and up to date knowledge and happenings in the field of HRD. technologies and customer expectations helps him to develop appropriate human resource development strategies and systems with an object of developing employee competencies for meeting the business strategy of the organization. Understanding of business process. but also to do justice to his consulting role. • Global mindset – HRD manager must broaden his mind set. He must have good knowledge about latest tools and techniques and must market HRD programmes to the top management in an articulate manner. • Consulting Skill – HRD is primarily the responsibility of the line managers. He must thoroughly understand the background of each issue before attempting to offer solution. • Interpersonal Skills – He must be articulate in dealing with people issues. diversity in workforce is increasing. Since he lacks line authority. therefore he must respect these diversities but also must be able to cope well with cultural differences so that ‘unity is diversity be achieved’. They can contribute in solving complex organizational problems and also administer some of the more complex solutions. values and beliefs. HRD has a shared responsibility in this regard. and think beyond a particular organization. He must help line managers in solving various HRD problems by offering his professional expertise. This is necessary not only to perform his duties and responsibilities well in the organization. The critical competencies of a HRD manager are list below – • Business Skill – He must understand the business of the organization. Good job knowledge is a pre –requisite to his professional credibility. . embodying divergent views. Organizations now recruit best professionals from the global HR market. He must be an employee champion with high degree of personal and professional credibility.Competencies of HRD Manager : HRD managers becoming increasingly more skilled and have a range of techniques and media to offer line managers. HRD manager has advisory role to play in matters of HRD programmes in the organization. Good interpersonal skills help to achieve the various goals and objectives of HRD programmes. • Leadership Skill – He must posses’ strategic leadership skills to align personal personal growth and development need with that of the organization so as to usher in organizational excellence. Therefore. therefore lot of persuasive and negotiation skills are required to function effectively. Due to globalization.

Honest & open minded 4. What is Quality Control – • Voluntary group of employees who work on similar tasks or share an area of responsibility. 8. • Self development. 6.Good time management. 7. Objective of Q. • They operate on the principle that employee participation in decision making and problem solving improves the quality of work. 8.Willingness to learn & excel.Accept new challenges. self confident. • They agree to meet on a regular basis to discuss & solve problems related to work.Technology savvy 2.Dedicated. HRD is a process which helps employees of an organization to improve their functional capabilities for their present and future roles within the organizational set up.Creative.Humble.Kind. 10. 10. 4. 6.Knowledge sharing attitude. 9.Excellent analytical ability.Approachable & co-operative 2. innovative & excellent problem solving aptitude. optimistic & cheerful.Effective communication skill. Thus without proper development of human resource it is difficult to maintain quality.Sincere. determined. Quality Circle is a technique for HRD. These are important for the sustenance of the organization in the matter of long term.The Competencies related to HRD manager may be listed as below : Behavioral 1. responsible & ambitious. 3.Energetic.Reliable.C. Human resource have a major role to play in quality management in an organization and they stand benefited in the long run with the success of an organization’s quality movement. 5. Technical & Professional 1. • Development of Team spirit.Good leadership qualities. . motivated. patient & prompt. where in the objective is to develop an environment for participative management and a motto for problem solving. Systematic in documentation. dynamic. – • Change in attitude. 9. trustworthy & mature 7. 5. HRD & Quality Circles “Quality is conformance to requirements or specifications”.Ready to accept mistakes.Continuously upgrading knowledge and skill. enthusiastic Frank & calm 3.

• Reducing defect ratio. • Members need to be empowered.C. • Decision made by consensus. How Q. Characteristics of Q. – • Inadequate training. works – • All members of a circle need to receive training. support. . • Improve quality. • Reducing customer complain. • Improve customer service. • Boost employee morale. encourage. guide. supervision and facilitate the inter acts of the circle. benefits organizations – • Increase productivity.e. • Circle Leader – Each circle has a leader who is also the member of the circle to provides training. • Reduce absenteeism. • Members need to have the support of senior management.Are the employees from the same work area so that they share a common understanding and knowledge of problem. • Q. • Reduce inventory level. • Improve housekeeping. • Not truly voluntary. which is made up of senior management staff to provide leadership i. How do Q. evaluate and reward the QC programme of the organization. • Reduce lead time. • Lack of management interest. are not really empowered to make decisions. • Circle members. • Improve safety. • Reduce wear & tear of tools.C. • Set rule & Priorities. • Use of organized approaches to problem solving. Functions of QC members – • Quality Circle includes a Steering Committee.C. • Unsure of purpose.• Improved organization culture. Problem with Q.• Volunteers. to direct.C. • Reduce wastage of material.C.

• Finding solutions & making recommendations – Once the situation has been analyzed and all data are ready. QC tools such as pareto chart. coaches and advises members and helps them through difficulties. check sheet. It is important to set a target so that the objective to be achieved is clear to all. This requires having a deep understanding of the problem in question. • Setting target – Once a problem has been identified. histogram. various alternative solutions can be found through brainstorming and best solution must be chosen. • Analyzing the present situation of the problem – To get a focal point. • Deciding on work schedule – For problem solving to be carried out. before doing that permission of the required authority should be obtained. However. plans for implementation is drawn out and executed positively. He trains. it is important that everyone must think and put in their effort. • Stepping up the improvement activity – Using the ideas which are accepted. control chart. fish bone diagram. can then be used as weapon to thoroughly analyze the data. flowchart. Steps involve in QC process • Selecting a problem to tackle – The problem is to be identified in order to tackle it in the QC. the level of results expected is to be decided.• Facilitator – He is not a member of the circle and a link between the circle and the organization. all possible sources should be tapped to collect relevant information and data. The basis for good teamwork is an appropriate allocation of the workload with everyone sharing a common goal – problem sharing. . scatter. • Checking & following up on the improvement results – It is essential to check the improvement results and maintain the process to ensure success of QC.

He the said “We have a difficult task ahead for this year. This continued for the rest of the year.K. . Ghosh was under tremendous pressure from the management to improve the performance of his team. This fear was further aggravated by the fact that the productivity levels of the employees in the company had been falling. The team was surprised to see that they have achieved their targets. The team aimed to increase organizational profits by 18% over the next six months. Ghosh informed his team members about a meeting that he planned to hold next day. Ghosh had a formidable sales target to achieve and wondered how he would be able to meet those seemingly impossible goal. The team then collectively identified the areas of improvement and decided upon the measures they would take to overcome their deficiencies. and your participation and involvement is essential to achieve the goals”. the team met again and reviewed their progress. therefore. The meeting then progressed on to setting of individual targets for each member as. They sketched out a plan to achieve the target set for the team and decided they would meet once every two months to monitor the progress. Specific goals. Ghosh gave a feedback on the performance of each member.Case Study The marketing manager of AMK Enterprises. He also had a deal with the decreasing levels of employee morale in his 24 member team. Two months later. He then drafted a plan of action that he intended to discuss with his team.Ghosh (Ghosh). The next day. A. it was felt that this would help in accomplishing the organizational goals. As a first step. stepped out of the conference hall in a pensive mood after an important meeting called by the CEo. The final review meeting was held just before the yearly corporate meeting attended by the top management. set & agreed upon by all the team members. Ghosh began the meeting by informing the members about the corporate meeting he had attended. The meeting was attended by the heads of various departments in the company and was convened to discuss the targets for the coming assessment year. Then he invited suggestions from the members regarding the role to be played by each of them.

Development and Education. and this in turn.K. c)What are the primary responsibilities of a HRD manager? d) How the question of HRD helps an organization long term sustenance? e)Should the Human Resource Manager consider HRD as essential for the future manpower planning? Illustrate with justification. Besides. f) What is HRD audit? .Ghosh followed the practice of management by objectives (MBO) while setting goals for his team members. the employees were also motivated as the management gave adequate recognition to their involvement and participation in achieving team goals.Thus effective planning and control mechanisms helped the team achieve their short term goals. This further motivated the team members as they had better opportunities to prove their problem solving skills.Explain briefly the process of MBO and the various advantages of implementing MBO in organizations Answer any foura)How do you differentiate HRD with Organizational Development? b)Illustrate the terms Training. 2. the outstanding performance of the sales team helped the organization achieve its objectives in the long run. Discuss the various phases of the MBO process that helped his team achieve its goal.Mr. S. The target to be achieving by the team was highly challenging. 1. help in the achievement of the organizational objectives. Thus.