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PRODUCTIVITY MANAGEMENT

An Article Presentation on:

DEVELOPING HUMAN RESOURCES

Presented by:
Mr. Rauf A. Sheikh Mr. Mohammad Arif Saleem

Scheme of Presentation
1. Enhancing Productivity through the 2. 3. 4. 5. 6.

development of people The need for a human resource strategy Business-led human resource development Establishing HRD needs and priorities related to productivity Selecting, designing and costing HRD programs Assessing the impact of HRD on productivity

I. ENHANCING PRODUCTIVITY THROUGH THE DEVELOPMENT OF PEOPLE
³Human resources development means the skillful provision and organization of learning experiences in order that business goals can be achieved, so that through enhancing the skills, knowledge, competence, learning ability and enthusiasm of people at every level, there will be continuous organizational as well as individual growth.´

HRD beyond the narrow scopes of:
To develop To educate To train

PRODUCTIVITY IN HRD ³Productivity´ is about:
making the most efficient use of all resources and gaining the maximum added value from them. The focus is on output, and on output at every level:

Integration of Human Resource Strategy with Organizational Vision, and Philosophy about people
HRD must: 


be part of a wider strategy for the business, aimed at achieving steadily improving productivity and growth related to business goals. every organization must have a clear and realistic vision of the business, a belief in the value of its employees.

To do this:  

II. THE NEED FOR A HUMAN RESOURCE STRATEGY
major contribution to productivity and growth ³Productivity´ has different meanings in different situations, and productivity-linked HRD can be achieved in many different ways. Must be well integrated with a range of other human resource policies and practices,

The Relationship between corporate strategy and human resource strategy
HR strategy must focus on: how to attract, retain, reward and develop people who can best achieve the objective demanded by corporate strategy.

Key Components of HR Strategy
Selection Appraisal Reward Development They form the ³human resource cycle´ which give an appropriate organizational structure and culture, can help to achieve efficient and effective performance and growth at all levels of the organization and to sustain its primary culture.

Last word in this relationship
Human resource planners must have: a thorough knowledge of ³the business´ and its environment for a meaningful contribution in strategy making.

III. BUSINESS LED HRD
³Knowing the business of your organization´

HOW CAN YOU KNOW THIS BUSINESS

How can you know about the business of your organization
What business is your organization in? What is present vision and mission of your organization? What is your strategy? Are the structure and system of the organization appropriate and effective to achieve business objectives

How can you know about the business of your organization
Is the organization making the best use of the most appropriate technology What does the workforce cost Where are the areas of highest and lowest human productivity in the organization, and what are the reasons for these levels?

Sky is the limit in these questions and creativity is the ladder

Outcome of this Q & A
an organization has to be analyzed: as a system, operating within the context of an environment that presents a changing mix of opportunities, threats and challenges. The elements of the organization must themselves interact effectively, and so ³productivity´ in its widest sense is about getting the most out of those interactive elements.

Inability or lack of expertise to understand the business can be resulted into

No Bottom Line Impact of HRD

5 steps in producing business led development of people
1. 2.

3. 4. 5.

Relate investment in the development of people to the corporate mission and strategy. Produce/analyze a human resource strategy and establish objectives for human resources development. Formulate an HRD policy to meet those HRD objectives. Agree on specific, measurable and well-costed HRD plans that will make HRD policy operational . Establish mechanisms for monitoring, feedback and further relevant action.

IV. ESTABILSHING HRD NEEDS AND PRIORITIES RELATED TO PRODUCTIVITY
The most difficult task is: To identify and agreed on the ³GAPS´ in productivity that HRD intending to tackle and set their priorities

Process for identifying and prioritizing needs
1. Working Parties: 2. Collaborative Action 3. Quality Circles: 4. Use of Consultants

Activities required in collaboration b/t specialist and line managers
1. Identifying problem areas 2. Deciding on action to be taken 3. Agreeing on priorities for action

Identifying problem areas
1) Define the meaning of ³productivity´ in relation to each job. ³productivity tended to be differently defined from factory to factory.´ 2) Analyze productivity objectives and methods of measuring performance 3) Examine Problem areas 4) Agree on causes of gaps in performance and possible responses to them

Deciding on Action
First establish objectives of productivity and then see the changes required in present work force Actions can be: 
 

Training/staff development Expansion or contraction in workforce Negotiations of incentives for higher productivity

Deciding on Action © 



Job or equipment needs to be redesigned New working methods

Cost & benefit comparative study of all these

Agreeing on Priorities
Require agreement of the experts on 3 points: 
Most

relevant needs to key business objectives Most relevant needs to individual job and development goals What needs will receive recognition and rewards

Snap of this discussion
1. Identify problem areas with respect to 2. 3. 4.

5.

productivity I.e., GAPS in productivity Establish reasons for this GAP Decide which GAPS can be tackled by action related to the development of people Keeping in view future, analyze productivity objectives, identify changes required in workforce and agree on most relevant ones Agree on priorities for action

V. SELECTING, DESIGNING AND COSTING HRD PROG.
5 steps involved are: 1. Purpose 2. Program 3. Objectives 4. Design 5. Assessment

1. Purpose of Develop. Activit
To improve overall present productivity level To prepare the group concerned to achieve clearly defined higher levels of productivity when some change in operations technology or method introduced

Purpose of Develop. Activity
Purpose can be specific or generalized but Important thing is: 1. Purpose is established 2. Agreed at the top 3. Understanding and commitment at all levels 4. It leads to relevant learning objectives

Learners consideration in setting purpose of develop.
the size of the group, the characteristics and preferred ways of learning of the learners and their levels of skill, knowledge and attitudes compared to those they must reach by the end of the program

2. Development approach, assess costs and benefits
Four categories of development 1. Changing the structure and system 2. Changing the culture 3. Learning on and off the job 4. Continuous development Combination of methods sometimes most effective.

3. Learning Objectives & Measurement Methods
Must be specific in terms of skills acquired Aim should be improving output and minimizing cost and support productivity drive.

Learning Objectives & Measurement Methods ©
Agree on how to express the kind of productivity targets to be achieved 1. In quantifiable its easy to set and measure e.g. sales training, supervisor¶s training 2. In less quantifiable, competency based approaches are used e.g., customer relations

4. Program Design
Depends upon the nature of training Courses ± internal or external specialist Educational programs Learning on the job

1. 2. 3.

5. Monitoring and Assessment
More regular checks and final evaluation

VI. ASSESSING THE IMPACT OF HRD ON PRODUCTIVITY
Draw up HRD objectives which are measurable against final results Identify the cost of program Identify the short and long term benefits Agree on who is to monitor and assess the results of program

ASSESSING THE IMPACT OF HRD ON PRODUCTIVITY
Assess the outcomes of the program in relation to the purpose and objectives set for it at every level ± organizational, business unit and individual and use agreed measurement methods Ensure feedback on results is timely

LESSON OF PRESENTATION
1. Successful HRD is a continuous

process 2. HRD practioners must be professionals

THANKS & Q&A