Some Thoughts on the New HRD
Missionary
T. V. Rao
·
The
New HRD Missionary is not entirely new. It is the HRD Missionary (HRD-M) or HRD
Facilitator (HRD-F) put in the new format to suit the 21st Century
generation, personality and requirements.
·
Purpose and Tasks: The primary purpose of this HRD-M is
to facilitate the 3 Cs at the individual, dyadic, team, organizational and
societal or community levels. The HRD-M may choose to work at one or more of
these levels – with individuals as individuals to recognise, utilise and
develop their talent; with individuals in relation to their current or future
required roles - to create opportunities for role enrichment, create new roles
for themselves and enhance their role effectiveness; with dyads (boss-subordinate
or senior-junior, employee-customer, manager-direct report, colleague to colleague,
etc. pairs) to restore, enhance and strengthen their bonds through mutual
empowerment, mutual help, problem solving and capacity utilisation and
enhancement; with teams (formal or informal, departments or cross-functional,
task forces, project tams and all other forms of teams temporary or long term)
to enhance their contributions, morale, motivation, synergy, decision making
and problem solving skills and make team work happen and become a source of
empowerment and continuous learning and contribution; with organizations to enhance
organisational health, employee commitment, self diagnostic capabilities and
make it a happy, healthy and empowering place to work; and at societal level
with individuals and groups and societal or community institutions to create a healthy and happy society which
respects people and their competencies irrespective of the caste, creed,
religion and other sources of identity.
·
Methods: The HRD-M may acquire and utilise
various methods including dialogues, coaching, formal teaching or lectures, discourses,
writings, films and videos, internet and YouTube, face book and other social
media and methods, questionnaires, games and exercises, stories, case studies, and
various other interventions and skill building, value clarification, attitude
development, and knowledge accumulating interventions.
·
Values: The HRD-M follows the OCTAPACE
(Openness, Collaboration and team work, Trust, Authenticity, Proactivity,
Autonomy, Confrontation and Experimentation) and other values like Integrity
and Character outlines in the book HRD Missionary. The HRD- M has to be value driven
and attempt constantly to practice these values and seek periodic feedback on
the perceptions of people and use it for renewal and rejuvenation.
·
Affiliation: The new HRD-M should preferably be an independent role holder
without any departmental affiliation and should stand out as an independent
employee with entrepreneurial dispositions. Each HRD-M may work closely with around
50 employees in a corporation or organization (or around 50 families in a community)
and his transaction time with every individual works out to be around 40 hours
per individual for various inputs and interventions. The HRD-M could be a part
of the current organizational structure of the HR or any other allied
department if it provides sufficient autonomy to the person to carry out the above mentioned tasks and
does not involve the Missionary in outsource able and routine administrative
tasks which can be done by anyone with little skill. The HRD- M should not be involved
in incentive schemes, performance appraisals, training administration and such other
tasks that put the HRD-M into interface issues and has chance of denting
his/her credibility as coach and facilitator. In case the HRD-M is already a
part of the existing structure with administrative roles and responsibilities,
she/he should be in a position to negotiate or re-negotiate his roles and responsibilities
and task structure so as to relieve her from day to day routine administrative
tasks and devote entirely to the 3Cs.
·
Power: The HRD-M derives his/her power from the people she/he works
with and on the basis of the nature of work and help she/he provides. In other words
the source of power of the HRD-M is expert power and the power as a coach and
facilitator. The HRD-M has to work constantly to establish and re-establish his
credibility. Continuous learning, dissemination, communication, persuasion and coaching
skills are very critical for the person set out to develop into this role. A thorough
understanding of how people learn and how to make learning enjoyable is an
integral part of the skills etc. of the HRD-M.
·
Time Management: The HRD-M should be constantly aware
of the value of time and be sensitive to the time and talent of other people.
He/she should maintain his/her time logs and review constantly to enhance her/his
value addition in terms of the 3 Cs or in terms of Talent utilization and
development. Hurconomics book by the author provides some insights into the
time and talent management issues.
·
Salaries: The rationale for salaries of the
HRD-M is around 2% to 5% of the CTC of the 50 persons he is serving.
These are some thoughts and in tune
with what are stated in the book HRD Missionary. You are most welcome to add
more points and or raise issues to enable us to evolve a much refined role for
the new HRD-M.
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