Introduction to

HRD UNIT 3 HRD: PROCESSES AND METHODS

Objective

After completion of the unit, you should be able to:

• understand the conceptual framework of Human Resource development;

• understand various mechanisms and methods for HRD intervention;
• develop an understanding of outcomes of HRD process and its impact on
organization;
• understand different stages in HRD process; and
• learn the interlinkages of HRD processes and outcomes.

Structure

3.1 Introduction
3.2 The Concept of Human Resource Development Process
3.3 HRD Processes and HRD Climate Variables
3.4 Stages of HRD Framework
3.5 Inter-linkages of the HRD Processes and its Outcome on HRD as well
as on Organization
3.6 Case
3.7 Summary
3.8 Self-Assessment Questions
3.9 Further Readings/ References

3.1 INTRODUCTION
Human resource progression is continuous and dynamic in nature. All the
generations of the work force whether millennial, gen Z or Gen next the
development index in human competencies, attitudes, knowledge, skill and
speed of learning to adopt disruptive technology, are the parameters of
organizational success. The year 2020 has started with buzzing great
resignation drive the reasons of which according to Deloitte 2022 workforce
and increment trends phase one report suggests that out of major reasons,
15% is attributed to unhealthy work life balance and 10% is due to pay cuts
and no or low increments ; this is an alarming call to check that many
employees have started seeking passion in profession and unless
organizations are willing to strengthen the HRD Processes, the fall out shall
be huge as there are ample opportunities for start up and gig economy options
to multi level engagements in expert areas.

In the words of one of the founding fathers of HRD movement in India Dr T

V Rao, HRD has to be perpetually striving to improve and sharpen the human
38
capabilities for present and future needs and continuously encouraging HRD: Processes and
Methods
optimizing potential progressively. He clearly indicates that the organization
policies, culture and processes must be a cultivating ground for immense
power of “human is a possibility” (2017). ‘Refining human as possibility has
made a huge paradigm shift from considering human as a mere resource’ are
the words of renowned spiritual and management guru Jaggi Vasudev
speaking in leadership development program on inner engineering.

The organizations of today have immense challenge in managing the human

expectations along with stakeholders’ expectations and continuing the growth
to higher charts of profitability and returns on investment. The role of HR has
risen from mere a service or advisory function to a pivot of business
partnership and strategic leadership as a driving force for success. In the back
drop of many developments, the human resource development process has
the onus of defining the direction of not only the human potential
optimization but also to give organization a winning edge.

3.2 THE CONCEPT OF HUMAN RESOURCE

DEVELOPMENT PROCESS
In organizations, human resource development is a never-ending process.
Depending on the necessity, nature, and size of the business, the type of work
done or efforts made to develop human resources may differ. It is also
looking into the kind of change the organization is going through or the
nature of skills the organization wishes to build inside it on a regular basis in
the same organization. In order to improve staff competences, the business
devises a variety of interventions. When these processes are implemented in
the workplace, it results in more competent, contented, and devoted
employees who will help the company expand by offering their best efforts.
The efficiency of an organization is influenced by a variety of factors such as
the environment, technology, and rivals. However, if all other factors are
equal, an organization with competent, satisfied, dedicated, and dynamic
employees is more likely to succeed than one with poor scores on these HRD
outcome characteristics. In the same way, an organization with a superior
HRD climate and practices is more likely to be effective than one that does
not. This is due to the fact that a number of HRD processes working
simultaneously in an organization should generally result in HRD outcomes.

39
Introduction to
HRD 3.3 HRD PROCESSES AND HRD CLIMATE
VARIABLES

Figure 1: HRD Matrix

The above mentioned HRD matrix indicates various stages of HRD such as:

A. HRD mechanisms or sub-systems or instruments (in the previous unit,

we have already covered this in detail).
B. HRD processes and HRD climate variables (the following paragraphs)
C. HRD outcome variables

HRD processes are governed by the following variables.

• Role Clarity
• Awareness of Competencies Required for Job Performance
• Proactive Orientation
• Trust
• Collaboration and Team Work
• Authenticity

40 • Openness
• Risk-taking HRD: Processes and
Methods
• Value Generation
• Clarification of Norms and Standards
• Better Communication
• Fair Rewards
• Generation of Unbiased Data on Employees etc
Other Factors
• Personnel Policies
• Top Management style
• Investment on HRD
• Top Managements Commitment
• History
• Past Culture etc

1. Role Clarity

The degree to which employees understand their targets, tasks,

responsibilities, accountability, processes, expectations etc. at work is
referred to as role clarity. This clarity applies not only to their own
function, but also to the roles of their co-workers and its mutual inter-
dependence. Clarity is a prerequisite for productivity, and a lack of it can
lead to stress and confusion. Role clarity is critical for reducing negative
sentiments and improving personal effectiveness as well as the
organization's overall performance. Employees with clear roles are 53
percent more efficient and 27 percent more effective at work than those
with ambiguous roles. According to our findings, total work performance
improves by 25%. (Pijnacker, 2019)

However, having a clear grasp of roles has an impact on more than just
performance. It also builds trust among co-workers and raises the
likelihood of an employee staying with your company for a longer period
of time. To top it off, 75 percent of employees with strong role clarity are
much more enthusiastic about their work and have higher job satisfaction
than others.

2. Awareness of Competencies Required for Job Performance

Competencies can be a set of observable and measurable knowledge,

skills, abilities, as well as personal characteristics that leads to improved
employee performance and, in turn, organisational success. It is
necessary to define the various components of skills in order to
comprehend them.

41
Introduction to
HRD
It is critical to remember the following when applying competencies:

Competencies are utilised to raise the bar on employee performance

rather than establishing baseline performance levels. They give
employees step-by-step instructions on how to improve their abilities.
They are concerned with the culture and values of a company.
Competencies are connected to short- and long-term aims and goals,
reflecting the organization's strategy.

It concentrates on the process of achieving milestones rather than the

ultimate product itself. They fill the gap between performance
management and employee development in this way, and they're an
important part of personal development plans as well as it fills in the
gaps in an organization's skill set.

3. Proactive Orientation

Even in a new setting, proactive orientation entails anticipating, taking

action, and maintaining control. Organizations that are proactive plan for
and anticipate change. They like it and often instigate it because it allows
them to outperform their opponents. The majority of the disruptors in
today's corporate landscape are bold, proactive firms. The measures of
the term Proactive are taking initiative, planning ahead of time, and
taking preventive action. In terms of planning, organisations must be
proactive. They need to be prepared for the future.

Anticipating issues in advance to take advantage of this undertaking

conflict or responding to future requirements, in effect creating the
future, is what pro-action entails. RESULTS: Actions are taken and plans
are made in response to immediate issues.

4. Trust

At its most basic level, organisational trust is your employees' belief in

your company's conduct. This can include trust in management or
individual team members, but it also includes organisational aspects such
as:

• The company's goal

• The vision, mission and nature of thought leadership
• The ideology and culture of the company
• Autonomy and tolerance
• Avenues for growth
• Legal compliances
• Diversity, inclusion, and equality in the workplace
• Processes, ethics and fairness, equity and justice

42
 HRD: Processes and
5. Collaboration and Team Work
Methods

Teamwork and collaboration, when combined, can build a healthy work

culture and atmosphere in which employees can work together to achieve
goals using powerful skills and successful work. Collaborative teamwork
can boost innovation, job happiness, problem-solving abilities, and the
development of superior soft skills. In this post, we'll look at what
teamwork and collaboration are, how they differ from collaborative
teamwork, how to increase teamwork and collaboration, and the
advantages of doing both.

Working with one or more individuals with various skill sets to

accomplish anything, such as finishing a project, developing a common
concept, or completing a task, is referred to as collaboration.
Collaboration in the workplace refers to colleagues with different areas
of expertise working together on a common aim to achieve a goal or
produce results. Collaboration in the workplace is a set of taught abilities
that can boost productivity, solve problems, promote good relationships,
and foster cooperation.

6. Authenticity

Authenticity has been identified as a significant asset for professional

and personal success. The growing body of research on authenticity has
discovered a slew of advantages, including improved well-being and life
satisfaction. Authenticity, in other words, "feels wonderful." As a result,
many companies urge employees to bring their whole selves to work in
order to boost productivity, creativity, and effectiveness.

A recent study showed that 72% of people said they are authentic at
work and a full 75% that they wanted the coworkers to be authentic and
display their true selves. However, a small subset of employees (10%)
was skeptical. They believed that showing who they really are could be
detrimental and make the workplace environment worse. (Guillén, 2021)

7. Openness

Openness is crucial because it speaks to what people want and expect

from an organisation if they are to experience a feeling of ownership and
emotional attachment. Openness entails providing information so that
employees are aware of what is going on and, more importantly, feel
heard. But it also involves being open to diverse ways of working
different methods, different viewpoints, and, most importantly, feedback
and expecting it. It denotes a willingness to adapt to new situations.
Leaders are successful when people follow them when employees have
the information, they need to execute their jobs and a clear sense of
where the organisation is headed and when people have a feeling of pride
in and ownership over an issue or team, whether in business, politics, or
entertainment(Openness at Work, 2018).
43
Introduction to
HRD
8. Risk-taking

Throughout the day, managers are faced with making decisions. Some
decisions are simple and straightforward, while others are complex and
hazardous. Some people enjoy taking risks, while others prefer stability
and avoid taking any risks at all. A risk taker is someone who puts
everything on the line in the hopes of succeeding, or who accepts a
higher chance of losing money in their decisions and tolerates
uncertainty.

Taking chances entails putting your and your employees' best qualities to
work for your company's growth. You must design a cultural formula
that everyone must follow, according to your vision. Break down your
company's sections and construct risk-taking lines when it comes to
difficult decisions and leaps of faith. Because this is a continuous
process, you may need to change it on a case-by-case and person-by-
person basis. For example, a firm has a risk-taking culture when its
employees are aware of the risks involved in each circumstance and take
measured chances. They may reap the benefits of taking risks in business
if they regularly make right decisions and represent the risk-taking
culture you have fostered in them over time.(The Truth About Taking
Risks: 7 Advantages Of Risk-Taking In A Business, 2017)

9. Value Generation

Putting people first is one of the main success criteria of high-performing

organisations. HR professionals nowadays are faced with the task of
developing efficient and effective, simple yet strong solutions for the
human side of the business. However, determining the specific
contribution of the HR function in achieving these goals remains
difficult. The first step in developing an effective HR strategy is to define
value and comprehend how it is created in the business. This necessitates
a thorough awareness of the whole business environment as well as the
organization's overarching business plan. Once a strategic direction has
been established, the organization's HR policies, programmes, and
practises must be reviewed to ensure that they are in line with the HR
strategy. Converting HR strategies and initiatives into measurable
business value necessitates the use of the right delivery method, a solid
foundation of HR capabilities and infrastructure, and the establishment
of business-driven performance measures to track whether the expected
outcomes are being achieved (Creating value through HR).

10. Clarification of Norms and Standards

Norms are the established rules of conduct determined by culture. Norms

are standards, and beliefs that help to maintain social order, guide
individuals, and determine what is proper and wrong, as well as what is
positive and negative. For optimal team performance, it's necessary to
define responsibilities and objectives. If you're a team leader, don't
44
 expect people to follow you unless you make it clear what you expect HRD: Processes and
Methods
from them. The communication of plans, policies, and role expectations
is known as clarifying. Clarifying behaviour has the goal of guiding and
coordinating work activity and ensuring that everyone knows what to do
and how to perform it. Each subordinate must understand what duties,
functions, and activities are required in the position and what results are
expected in order for the team to perform well. Even a highly talented
and motivated subordinate may struggle to reach high levels of
performance if they are unclear about their roles and priorities.

11. Better Communication

Any organization's administration requires effective communication.

Whether the goal is to inform employees about new policies, prepare for
a weather disaster, maintain organisational safety, or listen to employee
attitudes, good communication is a critical component of efficient
management. Organizations must have complete policies and methods
for communicating with their constituents, employees, and stakeholders,
as well as the general public, in order to be successful. The majority of
HR experts and company leaders feel that aligning corporate
communication with business strategy is critical for efficient and
consistent operations. Organizations may guarantee that they:
Communicate consistent messages using a structured and thorough
communication strategy.

12. Fair Rewards

The perceived fairness (or lack thereof) of employee awards is frequently

at the base of why people leave firms. The concept of fairness also
impacts whether or not an individual will go above and above to meet
company goals or even his or her own employment ambitions. As a
result, it's critical for businesses to ensure that their employee benefits
are based on fairness principles. Employee perceptions of fairness and
equitable treatment, according to research, are a key driver of retention,
engagement, and performance. Unfair treatment is, in fact, destructive.
Even the perception of unfair treatment can have disastrous
consequences for a company since it:

• Creates an atmosphere of suspicion and hatred.

• Erodes' performance and personnel dedication to the company
• Increases the amount of time spent doing things that aren't
productive.
• Reduces employee motivation to support one another; increases
unionisation; and increases voluntary turnover and absenteeism.

13. Generation of Unbiased Data on Employees etc

Because of the widespread use of automated decision-making and

artificial intelligence, there is a rising awareness of the danger of 45
Introduction to unintended and perhaps illegal discrimination around the world (AI).
HRD
Structured data is required to run machine learning applications, data
science, software engineering, and testing. Despite the advantages
provided by these technologies, there is rising concern about the
potential implications of reckless AI and machine learning
judgments.(Baldin, 2021)

Other Factors

• Personnel Policies
• Top Management style
• Investment on HRD
• Top Managements Commitment
• History
• Past Culture etc

Organizational effectiveness is more closely related to HRD outcomes

than process characteristics. Better communication, role clarity,
performance planning, trust, collaboration, and openness, for example,
are more distantly related to organisational effectiveness than factors
such as having competent, dynamic, satisfied, and devoted people.

If HRD outputs are not present at a suitable level in an organisation, the

adequacy of the HRD processes in the organisation is called into
question. Due to the involvement of various other variables in
determining productivity, the correlations between organisational success
and HRD outcomes are difficult to demonstrate. Chief Executives, unit
heads, line managers, and HRD managers who are interested in HRD
must support HRD processes and culture in their companies as a matter
of 'faith' or 'philosophy,' rather than looking for demonstrable results in
terms of organisational success. There is a different type of relationship
that requires attentiveness. This is how HRD mechanisms and HRD
processes are related.

The creation of a desirable human resource development climate or

process is facilitated by a human resource development mechanism,
subsystem, or instrument. HRD (Human Resource Development)
processes help organizations establish HRD (Human Resource
Development) cultures. Human resource development climate, in the
words of T.V Rao, "is the perspective." Human resource development
specialists use the term' OCTAPACE" to express the key characteristics
of human resource development climate. The following diagram depicts
the key characteristics of human resource development culture:

46
 HRD: Processes and
Methods

Figure 2: OCTAPACE

Activity 1
Based on the above mentioned variables present and imaginary scenario
based caselet in your own words.
…………………………………………………………………………………
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3.4 STAGES OF HRD FRAMEWORK

The Human Resource Development or HRD gives a framework to the agents
of the association to help in the improvement of their master and individual
capacities. Close by this, it bases on the calling improvement of the specialist
and the various leveled progression for the most part. In the meantime, HRD
is perhaps the most essential factors a firm practice to overhaul the efficiency
of the workforce. According to Tressa Shepard in her scholarly article
Ultimate guide to HRD ( 2020), HRD has to work to improve the work force
by addressing all domains of learning, i.e. Cognitive (Informational/
Intellectual), Psycho-motor (action/skill) and affective (emotional/values/
attitudinal).

The HRD Process as quoted by Faeq Hamad Abed Mahidy in his scholarly
article on Research Gate, The HRD process includes four steps: Assessment,
Design, Implementation and Evaluation (ADIE).

47
Introduction to
HRD

Figure 3: HRD Process (ADIE)

The following is the expounded depiction of each HRD Framework Stage:

1. Assessment

The Assessment in the HRD Framework remembers centering for the

need, understanding and reviewing the show of the delegates, work tasks
and progressive environment. In particular, the need to perceive the
opening between current capacities and capacities expected for the
making of a particular endeavor is to learn. This is the really most stage
out of four periods of HRD framework.

• Need Assessment

The affiliation targets and pattern of showing up at those goals choose

through the Need Assessment. It expresses the opening between current
capacities in the association and the skill expected for better execution. A
need describes as either an absence of current or by and large one more
test that solicitation changes in the affiliation. Conspicuous evidence of
the essential includes surveying the individual, work tasks, environment
and tendencies. There are many Quantitative and Qualitative methods by
which the need assessments can be performed within organization.

• Gap Analysis

The Gap Analysis incorporates differentiating the certifiable execution

and the best display. The transcendent development is to assess the
various leveled show and that of the workforce of the association. It has
two segments, to be explicit; current situation and expected development
situation. The differentiation between these two is the veritable whole
assessment that will recognize the prerequisites, reason, and targets. Gap
48
 Analysis is done for the following focusing on current and future needs HRD: Processes and
Methods
of capability matrices:

o Organization Analysis
o Task Analysis
o Person Analysis

2. Design

The preparation of convincing HRD program contains the joining of

methodologies and goals of the firm with the HRD cycle. It incorporates
arranging the HRD program incorporating interventions like learning and
development, OD interventions and various course/curriculum design
which can shape the progress based on needs identified in step one.
These are carefully planned and strategized interventions that need a
diligent systematic execution to bring best results and improvements.
The following is an example of how can various phases of objectives
pave way for designing an learning and development initiative:

o Portray objective- Clear goal and ultimate expectations need to be

identified as early as possible. Articulating the objectives to be
understood by everyone in uniform way is important.

o Cultivate Lesson-plan – It is a step structuring and a point-by-

point portrayal or the blue print of details of course, coverage, time,
activities etc. of the intervention.

o Make/Acquire Material – Course material is a basic reading and

support document for all participants including work sheets, pre
readings, and additional resources which can be either tailor made or
can be acquired from experts/ consultants.

o Select Trainer/Leader - The assurance of the perfect guide or

trailblazer is major for work on the capacities of employees. It might
be anyone from internal sources or a specialist who can best deliver
the expected learning.

o Picking Methods and Techniques – Depending upon learner, level,

course, content and other deliverables, it is important to pick
scientifically a right methodology for the intervention. These can be
a blend of on or off the job or even online or a virtual methods.

o Plan the Program/Intervention – All the resources, materials,

schedules, participants, nominations, logistics etc are given a final
shape/structure

3. Implementation

The execution incorporates the productive transport of the examination

and arrangement stage as strong HRD undertakings or mediations. The
plans or response ought to be executed using the most fitting and 49
Introduction to trustworthy methodologies. The execution of HRD program is done by
HRD
passing most fitting informative courses concurring on to the necessities
of the firm and as such laying out a helpful learning environment for on-
going improvement in the delegates. Thusly, it enables the workforce to
perform gainfully towards association goals and targets. Despite the
more than two, this moreover expects a critical part in four phases of
HRD framework.

• Procedures for conveying the planning-

Whenever the arrangement needs and goals picked, the execution of the
readiness program will begin. The inspiration driving giving planning
prompts choosing the procedures for giving strong HRD mediations. The
substance of the readiness program is of prime importance. It ought to
empower delegate responsibility and thusly to additionally foster
effectiveness by making them obtain new capacities or cleaning their
understanding.

Following are the techniques for the arrangement program:

o Hands on Training (OJT) this procedure prompts the specialist to

get to know the gig by truly performing it. The sorts of OJT are Job
Instruction Training (JIT), Job Rotation, Coaching, and Mentoring.
o Of-the-work Training - This procedure incorporates the employee
to be created some distance from their workplace to give getting
ready. Sorts of Off-the-work Training are Case Study Method,
Management Games, Distance learning, Sponsored high level
training courses.
o Apprenticeship Training - This is a mix of homeroom getting
ready and OJT. It is a coordinated cycle to work on the capacities of
an agent with a lot of rules.
o Distance/Internet-Based Training - This is an unavoidable sort of
getting ready method that needn't bother with the mentor or
understudy to meet at one spot. Through video-conferencing,
telephonic arrangement and over the web, the preparation has done.
o Duplicated/ Vestibule Training - This procedure incorporates the
use of test framework gear where the delegate can feel the genuine
environment and work in like manner.
o Flexi learning modules - This strategy prompts setting up the
delegate as indicated by his time openness. This is highly flexible to
the time, interest and convenience of the learner in the platform
based learning.
o Bite sized learning- In the era of fast tracking the bite sized learning
or capsule learning modules with supportive videos, interactive
groups and multi expert support the learners get best of options to
pick their convenience and schedule learning in micro manner.
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 HRD: Processes and
4. Evaluation
Methods

Evaluation of the program is the last development of the HRD cycle and
informative courses. The ampleness of the HRD intercession assessed
during this stage. It is a tremendous and key activity, so should be
performed warily. The careful evaluation of the specialist's Reaction
towards the readiness program prompts collects information about the
reasonability of the program. The complement on assessing Human
Resource Development's impact, it is a critical and the principal stage to
be performed. This is presumably the most stage out of four periods of
HRD framework.

Evaluation Purpose

The justification for the appraisal lies upon the unmistakable evidence of
the program meets anticipated objectives and delegate responsibility all
through the gathering. Regardless, It prompts brace the more grounded
concentrations in the subject matter expert and to beat the more weak
points of view inside him. Another expectation is to motivate agents to
work with greater fervor. It will gather the information associated with
future individuals and further improvement in the program.

Assessment of the Effectiveness of the HRD Program

The HRD program's ampleness assessment ensures the practicality of the

program against the costing occurred. The application should incite
encourage the agents to work with more noteworthy responsibility and
intensity all the while using the new or the learnt capacities they have
gained. It is similarly critical considering the way that it prompts getting
regardless of whether the ideal target ensuing to planning is achieved.

Directions to Evaluate Effectiveness

The suitability of the HRD program can be assessed by surveying the

capacities of the employee before planning, during getting ready and
resulting to educational courses. Other than this, there are relatively few
concentrations to be considered for the appropriate appraisal of the HRD
program as follows:

• Select Evaluation Criteria - The appraisal rules incorporate the

Reaction of the individuals, perceptible changes in individual’s
demeanor, capacities and data, the differentiation in execution standard
of the part and at the same time the legitimate execution overall.

• Choose Evaluation Design - Designing the appraisal study is the second

and fundamental development in making an exact evaluation of the
program. The essential system is Time Series Design procedure that
incorporates a movement of assessments made when the HRD program.
In addition, the ensuing methodology is called Controlled
Experimentation procedure that is the most used and formal system for
51
Introduction to appraisal. Above all in this system, a controlled assembling composed,
HRD
and data is accumulated from planning and controlled assembling both
while getting ready, and a short time later the review is done as
necessary.

• Direct Evaluation of Program or Intervention - The appraisal of the

HRD program is through assessing three key orders. They are Reaction
of the individuals by getting their liking or detesting about the gathering.
Learning of the individuals associated with capacity headway and data
after the social affair. Lead change is also a noticeable variable. The
evaluator ought to find how the delegate’s overall lead is following
participating in the arrangement.

• Unravel Result - This is apparently the most expected characterization

of evaluation of the program. The inevitable result evaluates taking into
account the objections and targets set by the affiliation. The evaluator
translates regardless of whether the outcome facilitates with the best
effect. It would depend on the lead of the part after the planning if a
complaint came associated with convenience following getting ready,
Reaction of subordinates and chief and motivation towards the work.

Activity 2
Browse through different companies HRD handbooks. Present an observation
report on their practices and compare with the theoretical HRD processes.
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3.5 INTER-LINKAGES OF THE HRD

PROCESSES AND ITS OUTCOME ON HRD
AS WELL AS ON ORGANIZATION
The human resource development mechanism creates the climate and
processes for human resource development. The climate and processes for
human resource development create the outcomes for human resource
development. As a result, human resource development outcomes are the
product of human resource development mechanisms and procedures. A
better environment for human resource development leads to improved
human resource development outcomes. Employees who are competent,
satisfied, and committed, for example. Aside from these effects, it leads to
better internal resource use, teamwork, and organizational health. An
organization with competent and satisfied people is likely to be more
52
effective in comparison development an outcome in the matrix is explained HRD: Processes and
Methods
as under-

• HRD climate and processes determine HRD outcomes.

• More competent, satisfied, and committed individuals arise from
improved HRD climate and processes.
• HRD processes are numerous, but HRD outcomes are few.
• Organizational effectiveness is generated and determined by HRD
outcomes.
• A company with knowledgeable and dedicated employees is more likely
to be successful.
• Poor HRD outcomes are the result of a weak HRD climate, poor policies,
and top management commitment, indicating that the organizational
atmosphere and processes need to be improved.

HRD mechanisms and HRD departments are useful tools for kicking off and
sustaining development processes aimed at achieving HRD results. The
systems should be built in such a way that they support the HRD process and
the desired culture. These mechanisms must be checked on a regular basis to
see if they are helping the implementation of HRD procedures and culture,
and if they need to be updated.

3.6 CASE
Power Grid Corporation

India is now amongst the fastest developing countries in the world in terms of
GDP as well as the electricity consumption. The challenge is to meet the
energy needs of high economic growth & electricity consumption of about 1.3
billion people. POWERGRID has been the leading player in Transmission
utility space. This case study intends to understand the Learning and
Development portfolio in the company and measures taken to make the
impact in fulfilling organizational goals through synergy as HRD Process.

Introduction

POWERGIRD CORPORATION OF INDIA LIMITED, A Navratna PSU

under Ministry of Power, Government of India, is a Central Transmission
Utility(CTU). POWERGRID transmits about 50% of the total power
generated in India on its transmission network. Besides Transmission
business, POWERGRID has also have other business verticals in
Consultancy and Telecom. POWERGRID firmly believes in all around
Human Resource Development through sustainable & committed efforts
through strategic interventions & training. In order to align with the
organizational objectives and to keep the employees abreast of latest
technological developments, consistent efforts are being made through HRD
interventions for sustainable competitive advantage in different spheres of
53
Introduction to business activities. Evolving a common culture of performance, efforts to
HRD
build a well-knit professional team and enhance the competency of
employees have remained the area of focus for HRD.

HRD Strategy

• Make employees competent for planning, monitoring and execution of

Construction Projects
• Enable them to perform Operation & Maintenance effectively and
upgrade/innovate technologically
• Provide better career growth for employees

1. TRAINING VISION & STRATEGY:

POWERGRID has a clear vision in training to increase human capital by

enhancing learning for related systems, processes and practices. A
systematic strategy with keeping primary goal of organizational
excellence is the way forward.

2. TRAINING PLAN

A training calendar is a systematic planner for the ready reference of the

scheduled training and development sessions to be organized in
POWERGRID throughout the year. “HRD Plan” as it is known in
POWERGRID, the Calendar outlines the complete details, the
objectives, contents, program director, program coordinator, dates and
venue of the program. POWERGRID has a dedicated team of HRD
professionals who develop and design the training Calendar after the
exhaustive process of Competency based TNA and then
theplanneriscirculatedthroughouttheorganisationandisuploadedonHRD
website too for an easy access of the employees.

3. TRAINING INFRASTRUCTURE (Details of facilities and

resources):

(A) A 22-acre knowledge park in Manesar, Gurgaon, POWERGRID

Academy of Leadership (PAL) is a state-of-Art Institute of learning in
Management & Technology setup by POWERGRID at Manesar. With
dedicated subject matter experts having rich years of experience, the
institute offers employees from power utilities both in India and
overseas, best in class hands-on and classroom exposure in transmission
technology and management covering all areas from concept to design to
construction to commissioning to Operation and Maintenance of
transmission projects.

POWERGRID also has its Employee Development Centres at

Hyderabad (Andhra Pradesh), Itarsi (Madhya Pradesh), Kishenpur (
J&K) & HRD Centre at Jammu, Misa (Assam), Hosur ( Tamil Nadu.)

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 (B) Transmission Line Management Institute, Misa conducts Research & HRD: Processes and
Methods
Development related to transmission lines

 has dummy transmission line for hands on training on maintenance

of TL
 conducts training on erection of transmission lines
 detailed theoretical training on design & maintenance of
transmission lines
 it’s an institute where availability of all transmission line
accessories: Dampers, Insulators, Spacers, Jumpers, etc. energise
the participants learning curve.
 Also expanded its wings in training employees of stakeholders,
other power transmission utilities

4. STEPS TAKEN TO ALLIGN TRAINING STRATEGIES WITH

ORGANIZATIONAL GOALS/BUSINESS PLAN:

Changing Technology, change in Processes & Systems requires

continuous up-gradation of Knowledge & Skill of employees keeping
pace with organizational requirement.
(A) ASSESSMENT OF THE TALENT POOL:
Employees (Skills, Knowledge &attitudes) for enhanced performance
are keys to success for any Organization in this fast changing business
world. The present competencies of employees are captured through
TNA and identified the knowledge requirements for the employees.
Besides this functional skill requirements and behavioral skill
requirements are also identified through TNA and based on the need and
present job responsibilities the individual training plan is developed to
manage the functional and behavioral competencies.
(B) TALENT DEVELOPMENT THROUGH EFFECTIVE
TRAINING
POWERGRID pursues the philosophy that human values is the most
vital asset of the organization and accordingly its policy is focused on
development of human potential through sustained efforts in providing
adequate skill up gradation , career enhancement and job towards
ultimate objective of attaining the organizational goals .
(C) Memorandum of Understanding
POWERGRID has always given importance to Training and
Development of its employees. It has taken number of initiatives so that
the learning attitude percolates deep down the culture of the
organization. POWERGRID has signed Memorandum of understanding
with various leading institutes of the country, to fulfill mutually
beneficial training requirements like IIT Delhi, IIM Lucknow, CPRI
Banglore, IIT Chennai, ISB Hyderabad , ASCI .
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Introduction to 5. FOCUS AREAS OF TRAINING
HRD

i) Induction Level Orientation & Training

ii) Functional Role Based Development
iii) Up gradation of Government ITI’s
iv) Capacity Building Programme
v) Certification programme on Project Management
vi) Certification in Live Line Maintenance Techniques (LLMT) Using
Hot Stick Method (HSM) at HLTC, Bangalore
vii) Information Technology Programmes
viii) Self Development
ix) Consultancy in Training

6. POLICY AND SYSTEMS FOR ASSESSING TRAINING NEEDS

Competency Based Training Needs Assessment (TNA) is the first and

foremost step in the training cycle and is an integral part of any company
interested in development of its employees. It is an activity which
encompasses identification of weak spots and gaps within an individual
and bridging them with the training programmes so that an employee
becomes an asset to the organization and his need for intellectual growth
also gets fulfilled.

Steps for TNA:

 Online Survey, Questionnaire was posted on HRD website to

capture the functional and behavioral/managerial/leadership
requirement.
 The training needs as identified by the individuals were forwarded to
reporting and reviewing officer for finalization.
 After finalization of TNA, FGD was conducted in all the regions for
organizational and regional alignment.
 Accordingly, Learner’s Planner is prepared in consultation with all
the regions.

7. TRAINING EVALUATION POLICY AND SYSTEMSE

VALUATION OF TRAINING EFFECTIVENESS

In order to judge the effectiveness of HRD programmes conducted (apart

from regular feedback about the programmes), participants are subjected
to pre and post programme evaluation for selected programmes.

(a) Reaction Level (Level-1)- Feedback Immediately after the

programme

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 (b) Learning Level (Level-2)- Assessment 6-8 months after HRD: Processes and
Methods
completion of programme (for select programmes)
(c) Evaluation Level (Level 3)- Level 3 evaluation was done for the
few programmes which were strategic in nature.

8. VARIOUS METHODOLOGIES/MULTIPLE LEARNING

CHANNELS USEDFOR TRAINING & DEVELOPMENT OF
EMPLOYEES:

(A) Human Resource Development

A platform has also been created to bolster the efforts of HRD through e-
learning process so that continuous learning could go simultaneously
with the tightly scheduled project completion activities.

Figure 4: Human Resource Development Portal of Powergrid

(B) E-Learning/Knowledge repository through SAP LSO

Knowledge Management provides a Snapshot of where an organization

is at any given time relative to is competitors. POWERGRID values
knowledge and therefore wanted to know how and where to access it.

It necessitated formulation of a Knowledge Management Policy which

was duly approved by the Management.

(C) Human Resource Information System

HRIS is a prerequisite in order to convert Piecemeal HR into integrated

HR. This issue has drawn attention for building IT enabled human
resource information internally. All employees irrespective of
geographical boundaries have been able to access web enabled HRIS for
any employee related services.
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Introduction to (D) Conclave, Workshops and Seminars
HRD
POWERGRID from time to time nominates its employees to participate
in Workshops, seminars /conclaves both at National and International
level to facilitate learning as it helps in keeping abreast with the latest
trends.
MAPPING FUNCTIONAL COMPETENCIESTO ONLINE TRAINING
NEED ASSESSMENT PORTAL
The POWERGRID journey in competency studies has matured with the
following experiences.
i) Preparation of Behavioral competency framework through a leading
external consultant.
ii) Large-scale online survey on organizational cultural capabilities of
POWERGRID for present and future.
iii) Aligning the above mentioned study on cultural capabilities, revisiting
functional and behavioral competencies through a leading external
consultant followed by assessment and development center and
Individual development plans of a group of senior executives.
iv) Revisiting / updating functional competency directories in a new model
by in-house subject matter experts.
v) Integration of updated functional competency directory to online
HRD management system to capture Training Needs of employees.
It is clear that through robust Learning and Development interventions,
organizational excellence can be attained. Any organization that understands
its human resources makes an impact .HR systems in organizations play vital
role in making an impact. The People oriented processes should be the key
momentum for taking organizing to next orbit.

3.8 SUMMARY
The question of "how" and, to a large extent, "why" is central to the concept
of process. HRD focuses on the development of human resource capability in
every organization. HRD is critical for retaining employees and gaining and
keeping a competitive edge in the market. As a result, in order to attain
efficiency and effectiveness, HRD requires proper planning and
implementation. The HRD strategy creation process begins with planning and
finishes with evaluation. It appears to be a never-ending process, because
trainings should be redesigned or adjusted based on feedback to meet the
organization's productivity needs.

3.9 SELF-ASSESSMENT QUESTION

1) Explain the statement with practical examples as enablers and disablers
of HRD philosophies from any organization where you work or have
exposure to information, “HRD Processes can be as complex as human
58 mind or as easy as making a child walk”
2) HRD Need Assessment is a procedure for identifying and articulating an HRD: Processes and
Methods
organization's HRD needs. Discuss the process of such assessment.
3) ‘The most difficult phase of HRD Process is need assessments for
continuously ticking the growth chart of the organization.’ Explore
various quantitative and qualitative techniques used by modern
organizations and explain their utility.

3.10 FURTHER READING/REFERENCES

• Deb, T. (2016). “Human Resource Development- Theory and Practices”.
• Kaplan, R. (1992). “Balance Score Card”, Harvard Business Review,
January-February.
• Pareek, V. and Rao, T.V. (1981). Designing and Managing Human
Resource Systems, Oxford & IBH Publishing Co., New Delhi.
• Pfeffer (1994). Competitive Advantage through People, Harvard
Business School Press.
• Rao, T.V. and Pereira, D.F. (1986). Recent Experiences in Human
Resource Development, Oxford & IBH Publishing Co., New Delhi.
• Tripathi, P.C. (2003). Human Resource Development, Sultan Chand &
Sons, New Delhi
• Ulrich, D. (1997). Human Resource Champions, Harvard Business
School Press.
References
• Baldin, N. (2021). Coming Together To Create Unbiased Data. Forbes
Technology Council.
• Creating value through HR. (n.d.). Deloitte: HR Strategy Consulting .
• Guillén, L. (2021). “Be Authentic At Work”: Is It Always The Best
Advice?
• Openness at Work. (2018). Workplace from Facebook.
• Pijnacker, L. (2019). HR analytics: role clarity impacts performance.
• The Truth About Taking Risks: 7 Advantages Of Risk-Taking In A
Business. (2017).
• T.V. Rao, “HRD in Voltas, in U. Pareek, and T.V. Rao, Designing and
managing human resource systems, Oxford & IBH publishing Co. Ltd.,
New Delhi, 1992, pp.352-54. 1992
• Rao, T. V. & E. Abraham (1986), “Human Resource Development
Climate in Indian organization”, in Rao T.V. & Pereira D.F. (Eds.),
Recent Experiences in Human Resources Development, New Delhi,
Oxford & IBH: 70-98.
• Tripathi, P.C.,(2005), HRD Processes, Page no.10-11

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