tag:blogger.com,1999:blog-76597045303328660092024-03-14T00:06:01.769-07:00HRD MissionaryHRD Missionary
Internship
TVRLS
T V RaoProf. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.comBlogger50125tag:blogger.com,1999:blog-7659704530332866009.post-13583972665643989252020-11-07T00:56:00.000-08:002020-11-07T00:56:13.979-08:00Relaunching HRD Audit and Score Card 2500 Post Pandemic<p> </p><p align="center" class="MsoNormal" style="text-align: center;"><b><span style="font-size: 16.0pt; line-height: 107%;">Maximizing HR’s impact for Organizational
Excellence: A Post-Pandemic HRD Audit & Score Card 2500 based Intervention<o:p></o:p></span></b></p>
<p align="center" class="MsoNormal" style="text-align: center;"><b><span style="font-size: 12.0pt; line-height: 107%;">T. V. Rao<o:p></o:p></span></b></p>
<p align="center" class="MsoNormal" style="text-align: center;"><b><span style="font-size: 12.0pt; line-height: 107%;">Chairman, TVRLS<o:p></o:p></span></b></p>
<p class="MsoNormal"><i>It is about 45 years back we created the new Human
Resources Development (HRD) Department and a Human Resources Function (HRF) first
in this part of the world. HRF was intended to be distinctive and differentiated
from Personnel. It was conceptualized with new vision, philosophy, values, and
goals to humanize the workplace. Subsequently in recent years I have even
argued and propagated HRD as philosophy and value based and is the job of every
individual, team, and organization and not merely that of a specific department
or function. When we conceptualized HRD in mid-1970s, it focused on competence
building (of individuals, roles, dyads, teams, and organization), Commitment
building and Culture building. HRF was given a larger goal of designing and
managing organizational excellence by restructuring, differentiating,
integrating, strategizing, planning, reviewing etc. with the help of various HR
systems and processes. Six subsystems identified to facilitate this process with
<span style="mso-spacerun: yes;"> </span>critical attribute identification (now
competency mapping) as a starting point were: , (i) performance management
(focus earlier was on appraisal), (ii) feedback and coaching, (iii) potential
appraisal development, (iv) career planning and development, (v) training and
(vi)OD. <span style="mso-spacerun: yes;"> </span>In the initial stages HRD
focused on supervisory and managerial class taking cognizance of the industrial
situation around that time, HRF included HR Administration, Worker Affairs
including welfare, Recruitment, HRIS etc.; making it a substitute for Personnel
function with Human Focus. The formation of CHRD at XLRI, NHRDN as a
professional body and AHRD as an institution to promote HR research and
education are attempts to keep HRD and HRF human focused. Recent attempts to
focus on Human as Possibilities than merely as resources is another attempt to
keep “Human” focused. Renaming personnel function as HR and in some cases Training
Centers as HRD venters without incorporating anything else prompted us to start
these institutions to keep the original thinking intact. Each of these
institutions (CHRD, NHRDN and AHRD) achieved to a significant extent the goals
though a lot more could have been done.<o:p></o:p></i></p>
<p class="MsoNormal"><i>Opening of the Indian economy in early nineties, raises
in salaries, pay for performance initiatives and consequent pressure of talent
to compete globally, and create excellence, provided a new opportunity for HRD
to make a higher-level impact. A few organizations have propelled by the new
economy and liberalization, made a marvelous shift using HR as a strategic
business partner. Many remained to struggle using traditional personnel management
tools and approaches (largely control centric) with small changes. A few of
them have succeeded. High degree of target orientation, strategic search for talent
to remain competitive, using new opportunities to make an impact with short
term results and some times at any cost, mergers, acquisitions without caring
for employee interests in mind have brough new form of reputations as well as
disrepute to HRF. HRD became a “department” than “development” and “Human” slowly
got pushed to the background in our search to be competitive and global. The
focus shifted to achieving quarterly targets for brand building and win talent
wars in global platforms. A few organizations continued to do great work with
occasional ups and downs but not giving up their Human focus. Some of the
business houses and professionally managed corporations in India like Tatas,
Murugappa Group, TVS, Aditya Birla group, JK, Eicher, L&T, Bajaj, <span style="mso-spacerun: yes;"> </span>are examples of this as HRD philosophy and
values are largely ingrained in them. In the new IT sector corporations like
TCS, Wipro, Infosys etc. to mention a few also exhibited a high degree of HR
values and philosophy. Many PSUs and PSBs had these values as a part of their
DNA but struggled balance this with administrative issues and project this
adequately to the employees as well as community. Their good work often got
drowned under their success or failure in making them profitable and project
themselves adequately. There were many good ideas and practices from public
sector that got drowned under them under rated profitability and social
responsibilities. It is recognizing this need for continuous focus on people as
instruments of change and making things happen, we have even started a new
slogan “Human is not merely a resource but also a Possibility”. Accepting and
promoting the new slogan “ Human is not a resource” <span style="mso-spacerun: yes;"> </span>was meant to draw attention of employers and
employees to the forgotten or underplayed “H” and “D” in HRD reducing it to “R”
(Resources to achieve KRAs and targets.<o:p></o:p></i></p>
<p align="center" class="MsoNormal" style="text-align: center;"><b><span style="font-size: 14.0pt; line-height: 107%;">Pandemic Provides new Opportunity to
Re-focus on forgotten HRD<o:p></o:p></span></b></p>
<p class="MsoNormal"><b><span style="mso-spacerun: yes;"> </span></b>Covid19 and
the Corona Virus pandemic has hit the entire world uniformly. Even well-developed
nations with high Human Development Index (HDI) were the first to be affected badly.
The pandemic has demonstrated the following:<o:p></o:p></p>
<p class="MsoListParagraphCxSpFirst" style="mso-list: l1 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->With all the developments in science and technology
(AI, MI, etc.) and invasion into space by reaching the moon and the mars, there
is still a lot that we do not know, and we cannot control.<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->When such unknown factors like the Corona virus
or Covid19 or the pandemic strikes us, all human beings look equal. It strikes
us without caring for country, caste, religion, community, geographic
positioning, richness, economics status etc. <o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Everyone should take care of self by using
protective gears like the masks, washing of hands, and avoiding contacts with
potential people and spaces that spread the virus. “Self-Management” becomes
the new norm by focusing on taking care of Self. In Eastern cultures like Asia,
where relationships are valued, the care for self extends to family. Individuals
and their families become the targets for safety and survival<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Assault on nature creates a very unhealthy
atmosphere and live and let live philosophy gets extended from humans to
animals, plants and all other forms of life and energy. The five elements of
nature earth, air, sun, space, water needs to be respected (ancient Indians
used to worship each of them as Gods). It is important to recognize that we are
a part of nature and assault on nature is not in the best interests of humans
in the long run.<o:p></o:p></p>
<p class="MsoListParagraphCxSpLast" style="mso-list: l1 level1 lfo1; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">5.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->When pandemic struck the world some of the firms
started disappearing and or transforming and a new economic activity that aimed
at protecting lives and livelihood of people started emerging. For example,
some hotels got converted into hospitals and schools became shelters for
migratory workers and many started diversifying their activities to manufacture
equipment to guard lives. Corporations changed their orientation to care first
for people (employees) a, their families, and the communities where they live
and “Human” got refocused. <o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;">These significant lessons from
Pandemic are likely to remain as reports from across the world from scientific
community warn us to be prepared for more such universally impacting
emergencies or crisis situations like the pandemic. <o:p></o:p></p>
<p align="center" class="MsoNormal" style="margin-left: .25in; text-align: center;"><b><span style="font-size: 14.0pt; line-height: 107%;">Role of HR Post-Pandemic<o:p></o:p></span></b></p>
<p class="MsoNormal" style="margin-left: .25in;">I have argued in many of my recent
webinars, posts, and videos that anyone designated as HR Manager or HR <span style="mso-spacerun: yes;"> </span>Leader or HR facilitator must come to the
forefront and demonstrate that he/she can make a difference in the lives of
people. This is the most needed as well as opportune time to demonstrate the
might of HR Profession and professionals. Like the health professionals
designated as Corona Warriors (Doctors, Nurses, Paramedical staff, drivers,
support staff at hospitals and many others), has the single most important task
of saving the lives of people, HR facilitators in firms have the even more
challenging task of saving the lives as well ss livelihoods of the employees.
To work towards this purpose, I argued that first protect yourself <span style="mso-spacerun: yes;"> </span>(keep yourself healthy and fit to function
well) and your family, then your employees and their families, also ensure the
community where you live and community at large are also protected from the
pandemic and future calamities. All business activity is to be focused
therefore on remaining healthy and keeping each other healthy and planning for
future to make our environment healthy and the company we work healthy. The five
focal responsibilities of HR are: self, family, employees and their families,
community and employers who provide livelihood for all these. Remain healthy
and protecting all from the virus become top priority. The next priority is helping
the organization to be productive and ensure its economic and monetary wellbeing.
It is only a healthy and productive organization that can provide for the
livelihoods of employees. HR has the difficult and yet challenging role of ensuring
the lives and livelihoods of Humans beings that work for them. Work from Home,
wearing masks, remote meetings, remote discussions social media become focal
points besides restructuring work, multiskilling employees, creating new
product and service lines, cost savings, reallocation of portfolios, work
redistribution and compensation management. For example, some firms have
reduced the salary of high-end managers and ensured the bottom levels are secure
economically. These created perhaps some new tensions in the world of work and
new opportunities for some. <o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;">This has brought in new
perspective for HR. Once the pandemic is over or even when it is going on what
will be the role of HR? What happens to all that we talked of earlier as HR
systems and processes or practices? Will there be a culture change or
philosophy change? Will there be a new Avatar for HR? How should HR people sue
the pandemic as an opportunity to build a new culture or use new technologies
or systems and processes to make the organizations a healthy and happy place to
live? <o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;"><b><o:p> </o:p></b></p>
<p align="center" class="MsoNormal" style="margin-left: .25in; text-align: center;"><b><span style="font-size: 14.0pt; line-height: 107%;">What Changes and What Does not Change<o:p></o:p></span></b></p>
<p class="MsoNormal" style="margin-left: .25in;">Almost three decades ago I
presented a framework to help understand HRD’s contributions to organizational
excellence in my book on “The HRD Missionary”. In this framework organizational
excellence outlined five dimensions: (I) productivity measured by financial
performance, (ii) Growth and diversification, (iii) Cost management, (iv) brand
and (v) shareholder value. In recent years I added to this intellectual capital
value of the firm as represented by market value minus tangible assets and went
on to argue that HR’s role is to build both tangible and intangible assets
through people processes. In this conceptualization: HR systems and practices
are instruments designed to facilitate achievement of these organizational
excellence indicators and outcomes. HRD systems or instruments create HR
processes like role clarity, collaboration, positive organizational culture,
HRD climate and values. These in turn lead to HRD outcomes like more competent
employees, higher work commitment, higher utilization of employees, better job satisfaction,
or happiness at work higher retention etc. In this model HR systems and
Practices lead to creation of a Development Climate and positive Organizational
culture and should result in tangible talent management and intellectual
capital building. These in turn affect organizational excellence.<o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;">While converting this to audit methodology
for HR and its impact we identified a four-dimensional model of auditing. These
a were considered as four pillars of HRD audit to create organizational
excellence. These are: <span style="mso-spacerun: yes;"> </span>(i) HR systems
and strategies, (ii) HRD values and Organizational culture, (ii) HR Competencies
including those <span style="mso-spacerun: yes;"> </span>of HR staff, Top
management, Line managers and other categories of employees; and (iv) HR’s Impact
<span style="mso-spacerun: yes;"> </span>on talent management, intellectual
capital building and financial performance. In this framework the dependent
variables are both tangibles like increase in sales, financial performance, and
cost savings etc. and less tangibles like intellectual capital and talent. The independent
variables are (i) HR systems and strategies, (ii) HRD Climate & Positive
Culture and (iii) HR competencies (five categories of people). These three sets
of independent variables are interactive but also independent. Our research has
indicated that good HR systems effect firm performance through creation of
culture (Fr. Abraham’s work at XLRI). Both are driven by competent HR managers,
line mangers and top management and all other employees. Our research indicated
that each one’s impact on the other is not automatic. It must be driven in an
integrated way. However, we found very competent HR staff sometimes did not
deliver results if the culture is not well set and systems are not fully
mature. Similar way we found that even without sophisticated systems some
businesses houses in the past have created a HRD culture and impacted
performance. Our approach assumed each of these three sets of variables need to
be independently evaluated and an improved. Alongside their impact on tangible
talent management, less tangible intellectual capital, and financial performance
also to be assessed. This provided the framework for HRD audit and HRD Score
card 2500.The audit was based on an assessment of 12 HRD systems and 8 HRD strategies
which can be combined now to be termed as 20 HRD systems and processes. These
include:<o:p></o:p></p>
<p class="MsoListParagraphCxSpFirst" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->COMPETENCY MAPPING: <span style="background: yellow; mso-highlight: yellow;">Current and Future</span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span style="background: yellow; mso-highlight: yellow;">WORK MANAGEMENT SYSTEMS &</span> MANPOWER PLANNING: <span style="background: yellow; mso-highlight: yellow;">Aligned with Vision and strategy</span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->RECRUITMENT: <span style="background: yellow; mso-highlight: yellow;">Scientific & Aligned</span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->INDUCTION AND INTEGRATION: <span style="background: yellow; mso-highlight: yellow;">All levels culture focused</span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">5.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->PERFORMANCE MANAGEMENT: <span style="background: yellow; mso-highlight: yellow;">Ownership & Performer focused</span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">6.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->COACHING AND MENTORING: <span style="background: yellow; mso-highlight: yellow;">Performance & Potential</span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="background: yellow; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-highlight: yellow;"><span style="mso-list: Ignore;">7.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="background: yellow; mso-highlight: yellow;">LEADERSHIP DEVELOPMENT: 360
Feedback & ADCs focus on agility and resilience<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">8.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->EMPLOYEE MOTIVATION & ENGAGEMENT: <span style="background: yellow; mso-highlight: yellow;">Rewards & Recognition</span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">9.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->CAREER DEVELOPMENT:<span style="mso-spacerun: yes;"> </span>VESATILITY, MULTISKILLING <o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">10.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->TRAINING AND LEARNING<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">11.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span style="background: yellow; mso-highlight: yellow;">WORK FROM HOME or REMOTE WORKING MANAGEMENT </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">12.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span style="background: yellow; mso-highlight: yellow;">SELF RENEWAL SYSTEMS &</span> ORGANIZATION DEVELOPMENT<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto;">HR Processes (Earlier called as strategies)<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">13.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->COMMUNICATION- families and community<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">14.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->EMPLOYEE ENGAGEMENT<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">15.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->QUALITY ORIENTATION<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">16.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->CUSTOMER ORIENTATION<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">17.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->EFFICIENCY ORIENTATION<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">18.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->ENTREPRENEURIAL MIND SET<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">19.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span style="background: yellow; mso-highlight: yellow;">HEALTH, SAFETY AND ENVIRONMENT</span><o:p></o:p></p>
<p class="MsoListParagraphCxSpLast" style="margin-left: .75in; mso-add-space: auto; mso-list: l5 level1 lfo2; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">20.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span style="background: yellow; mso-highlight: yellow;">CORPORATE SOCIAL RESPONSIBILITY</span><o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;">Each of these ae audited to make a
1000-point scale<o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;">HRD Values and Organizational
Culture was conceptualized as contoured by the following variables<o:p></o:p></p>
<p class="MsoListParagraphCxSpFirst" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><i>Openness</i><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><i>Collaboration and Teamwork</i><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><i>Trust and Trustworthiness</i><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><i>Authenticity</i><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">5.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><i>Proactivity and Initiative</i><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">6.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><i>Autonomy</i><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">7.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><i>Confrontation</i><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">8.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><i>Experimentation</i><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">9.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Leadership Climate<span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">10.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Motivation<span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">11.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Communication <span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">12.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Decision Making <span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">13.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Goal setting <span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">14.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Control, direction, and supervision of work, <o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">15.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Shared Values<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">16.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Quality Orientation<span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">17.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Rewards and Recognition <span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">18.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Information<span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">19.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Empowerment<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">20.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Learning Orientation<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">21.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Openness to Change<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">22.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Corporate Social Responsibility<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">23.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Health <span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">24.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Safety<o:p></o:p></p>
<p class="MsoListParagraphCxSpLast" style="mso-list: l4 level1 lfo3; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">25.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Work Satisfaction and Motivation<o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;">Some of these variables figure out
both as systems and culture. For example, safety, quality, CSR, care for
environment etc. figure out both as systems and processes as well as culture.
They are distinguished and defined accordingly. <o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;">HRD Competencies are considered
separately for the following categories of employees<o:p></o:p></p>
<p class="MsoListParagraphCxSpFirst" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->HR Staff (10 competencies were identified also
incorporating Dave Ulrich’s earlier studies across the globe<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Top Management (Focus on styles)<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Managerial supervisory staff (Learning
orientation)<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Labor and Workmen and<o:p></o:p></p>
<p class="MsoListParagraphCxSpLast" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">5.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->HR Department’s credibility <o:p></o:p></p>
<p class="MsoNormal">20 variables were identified to assess the Impact of HR on
Talent management, Intellectual capital, and Financial performance. These
include 5 dimensions of impact on Talent Management, 10 Dimensions of impact of
Intellectual capital and 5 dimensions of impact on financial performance: <br style="mso-special-character: line-break;" />
<!--[if !supportLineBreakNewLine]--><br style="mso-special-character: line-break;" />
<!--[endif]--><o:p></o:p></p>
<p class="MsoNormal">HRD Impact on Talent <o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;">1. Talent attraction and
acquisition<span style="mso-tab-count: 1;"> </span> <span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;">2. Talent management: induction
and integration<o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;">3. Talent management: human
resource utilization, and employee engagement— (PMS, placements, incentives,
etc., performance management, mentoring and coaching, feedback) <span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;">4. Talent management: HR
development or competency building, and renewal<span style="mso-spacerun: yes;">
</span><span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;">5. Retention and separations
management<o:p></o:p></p>
<p class="MsoNormal">HRD Impact on Intellectual capital<o:p></o:p></p>
<p class="MsoListParagraphCxSpFirst" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">6.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Intellectual capital formation and structural
capital: customer capital <span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">7.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Intellectual capital: impact on structural
capital formation attributable to HR interventions<span style="mso-spacerun: yes;"> </span><span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">8.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Intellectual capital formation: contributions to
human capital formation<span style="mso-spacerun: yes;"> </span><span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">9.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Intellectual capital formation: contributions to
social capital <span style="mso-tab-count: 2;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">10.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Intellectual capital: contributions to emotional
capital <o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">11.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Intellectual capital: HR contributions to
relationship capital<span style="mso-spacerun: yes;"> </span><span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">12.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Intellectual capital: contributions to knowledge
capital formation<span style="mso-spacerun: yes;"> </span><span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">13.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->HRD systems, strategy, and structure<span style="mso-spacerun: yes;"> </span><span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">14.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->HRD competencies<o:p></o:p></p>
<p class="MsoListParagraphCxSpLast" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">15.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Values and culture<o:p></o:p></p>
<p class="MsoNormal" style="margin-left: .25in;">Business Linkages on Financial
parameters<o:p></o:p></p>
<p class="MsoListParagraphCxSpFirst" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">16.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Cost reductions attributable to competencies <o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">17.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Degree of financial literacy among employees <o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">18.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Increases in sales per employee attributable to
HR interventions <o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">19.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Market value to book value attributable to HR
(image and brand building due to competent managers and leadership development)
<o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l2 level1 lfo4; text-indent: -.25in;"><!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">20.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Extent to which top management shows commitment
to leadership and knowledge sharing <span style="mso-tab-count: 1;"> </span><o:p></o:p></p>
<p class="MsoListParagraphCxSpMiddle"><o:p> </o:p></p>
<p class="MsoListParagraphCxSpLast"><b><span style="font-size: 14.0pt; line-height: 107%;">Dave Ulrich’s Framework of Organizational (HR) Excellence</span><o:p></o:p></b></p>
<h1><span style="font-size: 11.0pt; font-weight: normal;">I am inspired by a recent
linked article by Dave Ulrich (https://www.linkedin.com/pulse/how-well-do-you-manage-your-portfolio-hr-initiatives-dave-ulrich/)
outlining 35 dimensions of Organizational HR excellence on<span style="mso-spacerun: yes;"> </span>Y axis and five stake holders on X axis and
making a 36x5 =180 cell matrix that helps to guide firms on examining their HR
investments in each cell.<o:p></o:p></span></h1>
<h1><span style="font-size: 11.0pt; font-weight: normal;">The five stakeholder
results <span style="background: white; color: black; mso-color-alt: windowtext;">that
a company may prioritize include: [1] employee (wellbeing, competence), [2]
business strategy (differentiated position, ability to execute), [3] customer
(net promoter score), [4] investor/financial (profitability), and [5] social
citizenship (environmental, social, governance).</span> <o:p></o:p></span></h1>
<h1><span style="font-size: 11.0pt; font-weight: normal;">In his conceptualization,
HR delivers value through:<o:p></o:p></span></h1>
<h1 style="margin-left: .5in; mso-list: l0 level1 lfo5; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-size: 11.0pt; font-weight: normal;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-size: 11.0pt; font-weight: normal;">9 possible talent initiatives </span><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;">(e.g.,
acquiring talent, managing employee performance, development employees, managing
employee careers and promotions, communicating with employees, retaining and employees,
managing departing employees, ensuring employee commitment by tracking employee
engagement, and ensuring their contribution by creating a positive employee experience).</span><span style="font-size: 11.0pt; font-weight: normal;"><o:p></o:p></span></h1>
<h1 style="margin-left: .5in; mso-list: l0 level1 lfo5; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-size: 11.0pt; font-weight: normal;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;">6
leadership initiatives (building a business case, agreeing on what leaders know
and do, assessing leaders, investing in leaders, measuring leaders, and
ensuring reputation).</span><span style="font-size: 11.0pt; font-weight: normal;"><o:p></o:p></span></h1>
<h1 style="margin-left: .5in; mso-list: l0 level1 lfo5; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-size: 11.0pt; font-weight: normal;"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;">12
organizational capabilities that can be created (talent, agility, strategic
clarity, customer centricity, right culture, collaboration, social
responsibility, innovation, efficiency, accountability, information/analytics
and leveraging technology). These are akin to OCTAPACE Values and
organizational culture in our HRD audit framework.</span><span style="font-size: 11.0pt; font-weight: normal;"><o:p></o:p></span></h1>
<h1 style="margin-left: .5in; mso-list: l0 level1 lfo5; text-indent: -.25in;"><!--[if !supportLists]--><span style="font-size: 11.0pt; font-weight: normal;"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;">9 domains
of activity for HR effectiveness (HR reputation, HR customers, HR purpose, HR
design, organization capability, HR analytics, HR practices, HR professionals
and HR relationships)</span><span style="font-size: 11.0pt; font-weight: normal;"><o:p></o:p></span></h1>
<h1><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;">Using
these elements Dave Ulrich goes on to create a 180-cell portfolio of
organizational HR effectiveness. He suggests the use of this guidance system to
analyze the investments in each cell and measure the extent to which the fiver
results to stake holders are delivered. Dave’s analysis and presentation are
based on his work with globally HR professionals and rich in conceptualization.
It is based in his own research and framework. Inspired by this work I have
reexamined our HRD Audit and HR score card 2500 an tried to examine if I need
to relook at the audit or score card<span style="mso-spacerun: yes;"> </span>On
the basis of my own review and discussions with a few colleagues, we<span style="mso-spacerun: yes;"> </span>have come to the conclusion that the four
pillar framework we have been working for the last three decades and modifying
from time to time through a series of “ train the trainer”<span style="mso-spacerun: yes;"> </span>and “ HRD auditors” workshops in India,
Malaysia, Sri Lanka and other countries as similar in objectives with differing
conceptualization. Thea se are perhaps two different ways of cutting the cake.
I think it is cutting the cake differently but with a similar objective of
making guidance available to enhance HR and organizational effectiveness. <o:p></o:p></span></h1>
<h1><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;">However,
the big contribution of Dave Ulrich’s portfolio is the addition of each of the
five stakeholders of HR and creation of the 180-cell matrix to help examine HR
investments. I consider this as extremely useful. Although we have been talking
about the need for HR to focus on servicing multiple stakeholders, we have not
so clearly tried to link each HR activity to impact on stakeholders: Internal
(Employees &s Strategy), External (Customers, Investors and Communities).<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></h1>
<h1><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;">In
our four pillar framework of HRD audit, the methodology itself based on inter
views and other forms of inputs given by four of the five stakeholders: Strategy
is our starting point, Employees are an integral part of the audit and Customers
are interviewed wherever appropriate and customer centricity figures in all the
four pillars. And community as addressed by CSR and related systems the entire
focus on results should make investors happy. Thus, in our settings and given
the four-pillar model our preference is to retain our framework and modify it
to suit the post-Pandemic experience. This has been done in the above
framework.<o:p></o:p></span></h1>
<h1 align="center" style="text-align: center;"><span style="font-size: 14.0pt; mso-bidi-font-weight: normal;">Conclusion<o:p></o:p></span></h1>
<h1><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;">After
reviewing and revisiting the original conceptualization of HRD and Human
Resource Function and the four-pillar framework of HRD Audit and HRD Score card
2500, I conclude the following: <o:p></o:p></span></h1>
<h1><i><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;">The original postulates of HRD, HRF, HRD Audit and HRD Score card 2500 are
inclusive and comprehensive to make HR function as an all-weather leader to
create excellence. They can well take care of the changing business scenario
post-pandemic. A few modifications in HRD systems, and Competencies to suit the
changing role of HR in creating organizational excellence and create agility
and resilience in Asian organizations will be good enough to make them more
relevant and contemporary. Consciously incorporating a few HR systems and
practices like the following will help HR to re-emerge and establish itself as
the future driving function for organizational excellence:<o:p></o:p></span></i></h1>
<h1 style="margin-left: 1.0in; mso-list: l3 level2 lfo6; text-indent: -.25in;"><!--[if !supportLists]--><i><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;"><span style="mso-list: Ignore;">a.<span style="font: 7.0pt "Times New Roman";">
</span></span></span></i><!--[endif]--><i><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;">HRD systems should include: Work from Home
and Work Management Systems (restructuring of work, reallocation of portfolios,
multi-skilling, managing contract and migratory workers, job rotation etc.) <o:p></o:p></span></i></h1>
<h1 style="margin-left: 1.0in; mso-list: l3 level2 lfo6; text-indent: -.25in;"><!--[if !supportLists]--><i><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;"><span style="mso-list: Ignore;">b.<span style="font: 7.0pt "Times New Roman";">
</span></span></span></i><!--[endif]--><i><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;">HR strategies be reformulated as HR systems
and practices with emphasis on CSR, HSE and aligned with changing inside and
outside community needs<o:p></o:p></span></i></h1>
<h1 style="margin-left: 1.0in; mso-list: l3 level2 lfo6; text-indent: -.25in;"><!--[if !supportLists]--><i><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;"><span style="mso-list: Ignore;">c.<span style="font: 7.0pt "Times New Roman";">
</span></span></span></i><!--[endif]--><i><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;">HR Competencies be modified to emphasize the HR’s
focus on safety, health, self-management, family of employees as well as community
focus as customers are a part of the community and firms main job is to serve
the society while conducting its business profitably and top management styles
to deal with emergency management.<o:p></o:p></span></i></h1>
<h1><i><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;">I hope with these changes our Post-Pandemic HRD Score Card 2500 will
assist organizations to drive excellence with HR playing a major role and even
taking the driver set to build corporations for a better future. <o:p></o:p></span></i></h1>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-37301042627827118872020-07-11T22:39:00.001-07:002020-07-11T22:39:06.025-07:00Human Possibility Volunteers as New Employment Opportunities<iframe allowfullscreen="" frameborder="0" height="270" src="https://www.youtube.com/embed/Ni7khCu1900" width="480"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-38283222516329021732020-06-27T20:17:00.001-07:002020-06-27T20:17:37.336-07:00TVRLS-WFHSQ:A New Tool to measure the suitability of working from Home<p align="center" class="MsoNormal" style="text-align: center;"><b><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 14.0pt; line-height: 107%;">T
V Rao Learning Systems Develops a New Tool to measure the suitability of
working from Home<o:p></o:p></span></b></p>
<p align="center" class="MsoNormal" style="text-align: center;"><span lang="EN-US" style="font-family: "Times New Roman","serif"; font-size: 14.0pt; line-height: 107%;">Work
from Home Suitability Quotient (TVRLS-WFHSQ)<o:p></o:p></span></p>
<p align="center" class="MsoNormal" style="text-align: center;"><span lang="EN-US">© T
V Rao Learning Systems Pvt Ltd<o:p></o:p></span></p>
<p class="MsoNormal"><span style="font-family: "Times New Roman", serif;">Work
from Home does not suit everyone. By making it a policy and making everyone
work from home on some days or all the time firms may bring down their
productivity and increase transaction costs.</span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-family: "Times New Roman","serif";">When
you pay Rs. 30,000 (thirty thousand rupees) to any employee, he/she costs three
rupees a minute. An hour wasted is 180 rupees wasted. Working from home is more
suited for certain individuals who save commuting time and related energy and give
higher level of productivity. Those with do not have infrastructure and other facilities
to work from home, are subject to interruptions and social pressures due to
multiple roles they have<span style="mso-spacerun: yes;"> </span>to perform at
home may not be able to give their 100% working from home. Hence it is
advisable for firms to identify those that are ideally suited for WFM home and
develop a framework for WFH than rushing into policies. <o:p></o:p></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-family: "Times New Roman","serif";">If
you have a workforce of 50 employees and all of them are asked to work from
home, even if it does not suit 20% of them you will be lowering your
productivity.<span style="mso-spacerun: yes;"> </span>For example, if the CTC of
each of the 50 employees is Rs. 12 lakhs. That means each one of them is on a
rupees one lakh per month gross remuneration and each of them cost you Rs. 600
an hour. Approximately. a productive time loss of one hour a day means at least
20 to 25 hours a month per employee or equal to Rs. 12,000 a month per employee.
For 10 of them (20% of the 50 employees) it costs 12 months x Rs. 12,000 x 10 =
Rupees 14,4000 (14.4 lakhs) and opportunity cost is Rs. 1.4 crores. That will
be the saving your company can have by differentiating those who are suitable
from those who are not suitable and take preventive or corrective action. <o:p></o:p></span></p>
<p class="MsoNormal"><b><span lang="EN-US" style="font-family: "Times New Roman","serif";">How
to deal with those not suited to work from Home?<o:p></o:p></span></b></p>
<p class="MsoNormal"><span lang="EN-US" style="font-family: "Times New Roman","serif";">Firms
must first identify the reasons. The diagnostic tool by TVRLS, Work from Home
suitability quotient is based on the assumptions that employees can give
maximum productivity f they have the following to work from home:<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpFirst" style="mso-list: l1 level1 lfo1; text-indent: -18.0pt;"><!--[if !supportLists]--><span lang="EN-US" style="font-family: "Times New Roman","serif"; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-US" style="font-family: "Times New Roman","serif";">Infrastructure
facilities measured by Infrastructure quotient (InfraQ)<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -18.0pt;"><!--[if !supportLists]--><span lang="EN-US" style="font-family: "Times New Roman","serif"; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-US" style="font-family: "Times New Roman","serif";">Interruptions
and Interference quotient (InterQ)<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -18.0pt;"><!--[if !supportLists]--><span lang="EN-US" style="font-family: "Times New Roman","serif"; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-US" style="font-family: "Times New Roman","serif";">Personality
and attitudes Quotient (PAQ) <o:p></o:p></span></p>
<p class="MsoListParagraphCxSpLast" style="mso-list: l1 level1 lfo1; text-indent: -18.0pt;"><!--[if !supportLists]--><span lang="EN-US" style="font-family: "Times New Roman","serif"; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-US" style="font-family: "Times New Roman","serif";">Productivity
and Time saved quotient (PTQ)<o:p></o:p></span></p>
<p class="MsoNormal" style="margin-left: 18.0pt;"><span lang="EN-US" style="font-family: "Times New Roman","serif";"><o:p> </o:p></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-family: "Times New Roman","serif";">The
four quotients add to give a percentage score or an overall WFHSQ. The
corrective actions of company based on this tool include:<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpFirst" style="margin-left: 39.0pt; mso-add-space: auto; mso-list: l0 level1 lfo2; text-indent: -18.0pt;"><!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-US" style="font-family: "Times New Roman","serif";">Providing
infrastructure and other facilities <o:p></o:p></span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: 39.0pt; mso-add-space: auto; mso-list: l0 level1 lfo2; text-indent: -18.0pt;"><!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-US" style="font-family: "Times New Roman","serif";">Training
to manage WFH (attitude and time management training)<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: 39.0pt; mso-add-space: auto; mso-list: l0 level1 lfo2; text-indent: -18.0pt;"><!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-US" style="font-family: "Times New Roman","serif";">Family
counselling <o:p></o:p></span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: 39.0pt; mso-add-space: auto; mso-list: l0 level1 lfo2; text-indent: -18.0pt;"><!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-US" style="font-family: "Times New Roman","serif";">Establishing
monitoring and other support in consultation with employee<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: 39.0pt; mso-add-space: auto; mso-list: l0 level1 lfo2; text-indent: -18.0pt;"><!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-US" style="font-family: "Times New Roman","serif";">Decision
to encourage WFH all days or some days for each employee<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: 39.0pt; mso-add-space: auto; mso-list: l0 level1 lfo2; text-indent: -18.0pt;"><!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-US" style="font-family: "Times New Roman","serif";">Decision
to discourage not allow some individuals to work from home<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpMiddle" style="margin-left: 39.0pt; mso-add-space: auto; mso-list: l0 level1 lfo2; text-indent: -18.0pt;"><!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-US" style="font-family: "Times New Roman","serif";">Job
redesign and work allocation and reallocation to facilitate those with high
suitability to WFH<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpLast" style="margin-left: 39.0pt; mso-add-space: auto; mso-list: l0 level1 lfo2; text-indent: -18.0pt;"><!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-US" style="font-family: "Times New Roman","serif";">Etc.
<o:p></o:p></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-family: "Times New Roman","serif";"><o:p> </o:p></span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-family: "Times New Roman","serif";">The
tool takes 10 minutes and will be available soon for use. Firms will be able to
identify with the help of this tool those who are suitable to work from home
and save a lot of unproductive time. They will also get the best from employees
by using the tool and designing appropriate interventions. <o:p></o:p></span></p>
<p align="center" class="MsoNormal" style="text-align: center;"><b><span lang="EN-US" style="font-family: "Times New Roman","serif";">Enhance your Employee Productivity by using this Diagnostic Tool</span></b></p><p class="MsoNormal" style="text-align: center;"><span style="font-family: "Times New Roman", serif; text-align: left;">Firms may desire
to enhance their employee productivity by diagnosing individuals who are suited
to work from home and also suggesting mechanisms to save time and use talent
appropriately</span></p>
<p class="MsoNormal"><span lang="EN-US" style="font-family: "Times New Roman","serif";">TVRLS
believes that happy people give higher levels of value add. Participative
diagnosis helps enhance happiness, satisfaction, and engagement. Using this easy to use tool:</span></p><p class="MsoNormal"><span lang="EN-US" style="font-family: Symbol; text-indent: -18pt;"><span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span></span><span lang="EN-US" style="font-family: "Times New Roman", serif; text-indent: -18pt;">Plan interventions to maximize productivity through WFH</span></p><p class="MsoNormal"><span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal; text-indent: -18pt;"> </span><span lang="EN-US" style="font-family: "Times New Roman", serif; text-indent: -18pt;">Formulate
polices or frameworks to work from Home</span></p><p class="MsoListParagraphCxSpFirst" style="text-align: left; text-indent: -18pt;"><span lang="EN-US" style="font-family: Symbol; text-indent: -18pt;">·<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span></span><span lang="EN-US" style="font-family: "Times New Roman", serif; text-indent: -18pt;">Examine
the impact of these frameworks and policies and recommend to firms. </span></p><p class="MsoListParagraphCxSpFirst" style="text-align: left; text-indent: -18pt;"><span style="font-family: "Times New Roman", serif; text-indent: -18pt;"> Coach employees to maximize the impact of WFH</span></p><p class="MsoListParagraphCxSpFirst" style="text-align: left; text-indent: -18pt;"><font face="Times New Roman, serif"><br /></font><span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal; text-indent: -18pt;"> </span><!--[if !supportLists]--></p>
<p class="MsoNormal"><span lang="EN-US" style="font-family: "Times New Roman","serif";">For
details write to: </span><span lang="EN-US"><a href="mailto:tvrlsblr@gmail.com"><span style="font-family: "Times New Roman","serif";">tvrlsblr@gmail.com</span></a></span></p><br />Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-84266216903939189432020-06-17T21:16:00.002-07:002020-06-17T21:16:15.926-07:00Are you the Sower or the Seed: A Question for Leaders<div dir="ltr" style="text-align: left;" trbidi="on">
<h2 style="text-align: center;">
</h2>
<h2 style="background: white; line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<span style="color: #222222; font-family: "Helvetica",sans-serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Are you the Seed or
Sower: Reflections for Leaders & Coaches?</span></h2>
<div class="MsoNormal" style="background: white; line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoNormal" style="background: white; line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">T. V. Rao<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">(tvrao@tvrao.com)</span></div>
<div class="MsoNormal" style="background: white; line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoNormal" style="background: white; line-height: normal; margin-bottom: .0001pt; margin-bottom: 0in;">
<br /></div>
<div class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0.0001pt; text-align: left;">
<span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">A sower went to sow
the seed. Some fell on the rocks and did not germinate or as soon as they
germinate the sun burnt them. Some fell among the fence and soon after they
grew a little the fence suppressed from growing. Some fell on the fertile land
and they germinated grew and gave fruits and shelter to many others.<o:p></o:p></span></div>
<div class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0.0001pt; text-align: left;">
<br /></div>
<div class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0.0001pt; text-align: left;">
<span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;"><o:p> </o:p></span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">This parable has many
lessons. Every leader is a seed. Without growth and germination, you cannot
give shelter and lead others. In my interactions and even in coaching sessions
I am confronted with many types of people:</span></div>
<div class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0.0001pt; text-align: left;">
<br /></div>
<div class="MsoNormal" style="background: white; line-height: normal; margin-bottom: 0.0001pt; text-align: left;">
<span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt;">Type 1</span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">: I am like a
seed on the rocks. Most people around me are rigid with strong views and I am
unable to do anything. I am simply breaking my head and finally I am giving up.<o:p></o:p></span></div>
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<span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt;">Type 2</span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">: I am
surrounded by strong fence. Only their opinions are heard, and I have no say. I
am not given an opportunity to show my talent and lead. I can even be better
leader then them if only given an opportunity.<o:p></o:p></span></div>
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<span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt;">Type 3</span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">: I am happy to
be in an organization where I can do a lot of things. It is very fertile and
prepared organization to bring change and make an impact.<o:p></o:p></span></div>
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<span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;"><o:p> </o:p></span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt;">My response to Type 1</span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">:
Remember you are not merely a seed; you are thinking seed, walking seed, and
talking seed. Think of alternative ways to break the rock. The rock may not be
as solid and rigid as you think and it may be fragile rock or a rock of ice that
needs a little heat and it will melt and change the surroundings to the
advantage of all. If you still find the rock to be rock despite your talking,
then walk away from the rock and search for a more fertile soil. If you are
finding yourself on the rocky terrain all the time, introspect if you have a
knack of going on to the rocks so that you can defend your non-germination or
use it as an excuse for your laziness or incompetence. Examine the nature of yourself
and since you are a thinking seed you can transform yourself to be a seed that
germinates even in rocky terrain. How many plants have we not seen among the
rocks and even on the rocks? Be one of them!</span></div>
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<span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;"><o:p> </o:p></span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt;">My response to Type 2:</span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">
Perhaps the fence you see around you are imaginary. Check your own thoughts and
try experimenting by removing the fence. Fortunately for you, like you
yourself, the fence around you is filled with thinking, walking, and talking
plants. You can enter a dialogue with them and convince, negotiate and if necessary,
even threaten of walking away to their disadvantage. They are perhaps living
there by making others believe they are there to protect you. Perhaps they are
being nurtured to protect you and they do not even realize that in their
eagerness to protect you, they are not allowing you to grow. Think, reflect,
dialogue and experiment to convert the fence into your support. If they
continue to still cripple you, walk away. Do not go in search of more fences
and plants to protect you. Go to free and fertile land as you are a thinking, talking,
and walking seed with tremendous potential and possibilities.</span></div>
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<br /></div>
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<span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;"><o:p> </o:p></span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt;">My response to Type 3</span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">:
Good, you are lucky. You have made it. How about making it more. Causing more
happiness to others and multiplying your type of seed that can germinate
anywhere and help others. Build yourself to be self-multiplying seed. You can
do it because you are not an ordinary seed. You are a seed that can think, walk,
and talk. Teach others your experiences. Perhaps your story will tell others
how you converted a rocky terrain into a fertile land. Or how you managed the
fence around you and over grew to the current leadership level. Convert yourself
to be a sower of seed. You can be an institution builder. and multiplier of
talent.</span></div>
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<br /></div>
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<span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;"><o:p> </o:p></span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt;">For Leaders, CEOs,
CXOs, People Managers HR Professionals</span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">: You are both the sower and the seed. As
a seed, reflect and attempt to be like Type 3 above. As a seed you should be
excellent. As a sower you have even more responsibility to choose right seed,
separate them from bad ones and ensure that they are planted in the fertile
soil. It is your responsibility to prepare the ground or chose the ground that
is fertile. Sometimes you are not even aware of the ground where you planted
your seed. You may have mistaken the rocky terrain to be fertile soil or may
not have even noticed the fences around the place you planted the seed. Once
you planted your job is not over. In fact, it begins after you plant. You must
be in touch and see how the seed is germinating and growing. You need to
handhold until such time they become mature enough to grow by themselves and
withstand weather and other fluctuations.</span></div>
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<span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">It is easy to be a
seed (constant learner) and it is more difficult and responsible to be good
sower, because, as a sower you should your self be a good seed and as
sower</span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;"> </span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">you should have nurturing ability,
judgement,</span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;"> </span><span style="color: #222222; font-family: Helvetica, sans-serif; font-size: 12pt; font-weight: normal;">empathy, compassion, and
ability to convert the rocky soil into fertile place and remove the fences or
work with the seed to remove the imaginary rocks and fence around them that is
not letting them grow.</span></div>
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<span style="color: #222222; font-family: "Helvetica",sans-serif; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";"><span style="font-weight: normal;">As a leader you are a
thinking, talking and a walking seed and sower. What can you not achieve if you
realize the greatness of a leader, Teacher, CEO, CXO, HR Professional? Whoever
you are you could be more- because Human is a Possibility.</span><span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
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Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com1tag:blogger.com,1999:blog-7659704530332866009.post-52590702627140070932020-06-16T21:30:00.002-07:002020-06-16T22:34:26.039-07:00Functonomy ; A Less Recognised Disease in Organizations<div dir="ltr" style="text-align: left;" trbidi="on">
Functonomy, Systonomy, Structonomy and Actionomy: Organizational Diseases Less Recognised<br />
<div style="text-align: center;">
T. V. Rao</div>
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About 55 years ago I read about an interesting concept called "Functional Autonomy"introduced by the famous Psychologist Gordon All port. The concept said that actions started to fulfil certain needs originally become autonomous over a period of time and get continued for their own sake even when the original need ceases to exist. As one of my professors of Psychology Dr. E G Parameswaran explained those days, a person with a failed love resorts to drinking or or smoking to manage his frustration; and after a few years even when he has a new partner and is happy, continues to drink or smoke. The behaviour of smoking and drinking has become functionally autonomous and has become a goal in itself. It is powerful concept of Allport.</div>
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<b>Structonomy:</b> I find this operating in many organisations. <i>Structures that are started to fulfil originally a need (for expansion, problem solving, growth, quality assurance, supply chain , speed, customer delight etc.) are continued for unlimited time and are made self-perpetuating even when the original need ceases to exist.</i> This goes some times to a pathological extent and becomes a burden on the organization. For example if you started a "Recruitment Division"in a company when you are recruiting large numbers of people the department continues to not only exist but expand even when recruitments are reduced drastically. Some of them are maintained o serve the recruitment consultants who then find new forms of work in that organisation.Recruitment is just an illustration, there could be many departments structurally become autonomous and continue to exist and even become a drag on the organisation as they have created enough work for themselves and others. Organizations find it difficult to wind up structures once they stated and structures make sure that they continue to exist by finding out new reasons for their existence adding a lot of fat to organizations. This is particularly prevalent in government and there is always a protective reasons of social purpose and employment.</div>
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Thisi true not only with structure but also with Functions <b>(Functonomy) </b>where functions started to fulfil certain needs, goals become autonomous and continue for their own sake without fulfilling the original goals or needs. I have seen this happen with HRD or Human resource Development where the function converted itself into Human Resources Department and found many reasons to continue and even expand. Originally starts with one HRD Managers and gets eventually elevated to AGM, DGM, CGM, Director, Executive Director or President etc. without even fulfilling the original goals and coming up with new vision, mission and values etc. This is not to say what exists as a genuine growth of the function is unwarranted. Many grow in a planned way and fulfill the needs or create new needs and change themselves to strategic business partners etc. Needed or not needed is subject to review and examination. A training department started to build skills among unskilled workers eventually transforms itself into Training Institute or Leadership training Institute or Management development Center even when there is no need for skill development and some one else (including an outsourced agency) is developing skills. </div>
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Please don't mistake me a cynical as I am not saying all such functions are not needed. I only mean those that have become autonomous and continue to exist even after the original purpose does not exist. </div>
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<b>Systonomy</b> is a disease where a system or a set of systems started to fulfil originally certain purpose or goals continue to exist even after the original purpose for which the system is needed ceases to exist. For example performance management systems started to bring objectivity in assessment and bell curve as a means to reward employees and promote internal competition will continue even after discovering that the bell curve ahs the reverse impact of demotivating people and than motivating them. </div>
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<b>Actionomy</b> (I prefered to sue Actionomy rather than Actonomy as certain companies have that name and I don't mean offence to them) is a disease where certain activities or actions a startered to fulfil originally certain goals (reflection ,review and development) continue to exist when those ends are no more an issue or not needed. For example I have seen many organisations starting 360 Degree Feedback as a development tool and eventually incorporating it and continuing it as a PMS tool rather than a voluntary reflection and development tool. </div>
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<b>Solution</b>: The only way to eradicate this disease is a periodic review of the structures, systems, functions and activities to ensure that unwanted ones are discontinued. Management as a class and as a process could some time be a self perpetuating and self multiplying virus. If this virus spread unwanted systems, processes and activities the disease could become cancerous and g bring doom to the organisations. I would particularly cautious government departments for this as most government departments are subject to this virus. They were already infected with the virus of target setting in departments like police and taxation whre targets form a part of Performance appraisals and innocent public suffer due to the virus of target obsession. This happens even with Doctors in private hospitals, who else can be spared?</div>
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Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com1tag:blogger.com,1999:blog-7659704530332866009.post-6727275967649888082020-05-13T22:43:00.001-07:002020-05-13T22:43:32.788-07:00A Senior Citizen’s Advice to Professional Bodies: AHRD, AIMA, AMA, ISABS...<iframe allowfullscreen="" frameborder="0" height="270" src="https://www.youtube.com/embed/DDxdHNG2dSE" width="480"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-23787067616045072442020-05-09T23:17:00.001-07:002020-05-09T23:17:08.607-07:00Exploring Human Potential | NHRDN With Sadhguru in Challenging Times<iframe allowfullscreen="" frameborder="0" height="270" src="https://www.youtube.com/embed/-8UatEf76fM" width="480"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-5191595801395750942020-03-17T22:58:00.014-07:002020-07-11T22:27:27.083-07:00Human Possibilities Department<div dir="ltr" style="text-align: left;" trbidi="on">
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<b style="mso-bidi-font-weight: normal;"><span style="font-size: 14pt; line-height: 107%;">Human Resources or
Human Possibilities: A New Look at HRD<o:p></o:p></span></b></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-size: 14pt; line-height: 107%;">T. V. Rao<o:p></o:p></span></b></div>
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<span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">Founder
Professor CHRD, XLRI; Founder President NHRDN and Co-Founder Academy of HRD<o:p></o:p></span></div>
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<span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;"><span style="mso-spacerun: yes;"> </span>Chairman, TVRLS, India<o:p></o:p></span></div>
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<a href="mailto:tvrao@iima.ac.in"><b style="mso-bidi-font-weight: normal;"><span style="font-size: 10pt; line-height: 107%;">tvrao@iima.ac.in</span></b></a><b style="mso-bidi-font-weight: normal;"><span style="font-size: 10pt; line-height: 107%;"><o:p></o:p></span></b></div>
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<i><span style="font-size: 10pt; mso-bidi-font-weight: bold;">In this article the author
traces the history of Human Resources Development and analyses the distractions
the function and philosophy faced over the years from what was originally
envisaged in mid-seventies. The author goes on to propose a new orientation in
HRD philosophy by treating human beings as possibilities than merely measurable
resources. He also suggests creation of new structures or facilitation
mechanisms in organizations to promote bliss or happiness at workplace and make
people more productive and contribute more to themselves, their organizations,
teams, families and the society. The author maintains that this will be natural
evolution of HRD into a spiritual function.<o:p></o:p></span></i></div>
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<b style="mso-bidi-font-weight: normal;">HRD in India<o:p></o:p></b></div>
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It is more than
Four decades the term <b style="mso-bidi-font-weight: normal;">Human Resource Development</b>
or HRD got initiated and became popular in the country. It was in 1975 a
decision to start a dedicated Department to promote Human Resources Development
was initiated in India at Larsen & Toubro Limited. Pareek and Rao (1975)
outlined a philosophy for the new HRD system. They outlined 14 principles to be
kept in mind in designing the HRD System. These principles deal with both the
purpose of HRD systems and the process of their implementation. Some of these
principles include:<o:p></o:p></div>
<ol start="1" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l1 level1 lfo1; tab-stops: list .5in; text-align: justify;">HRD
systems should help the company to increase <b style="mso-bidi-font-weight: normal;">enabling capabilities</b>. The capabilities outlined in their
report include development of human resources in all aspects,
organizational health, improvements in problem solving capabilities,
diagnostic skills, capabilities to support all the other systems in the
company, etc. <o:p></o:p></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l1 level1 lfo1; tab-stops: list .5in; text-align: justify;">HRD
systems should help individuals to <b style="mso-bidi-font-weight: normal;">recognize
their potential and help them to contribute their best</b> various
organizational roles they are expected to perform.<o:p></o:p></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l1 level1 lfo1; tab-stops: list .5in; text-align: justify;">HRD
systems should help <b style="mso-bidi-font-weight: normal;">maximize
individual autonomy</b> through increased responsibility.<o:p></o:p></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l1 level1 lfo1; tab-stops: list .5in; text-align: justify;">HRD
systems should facilitate decentralization through delegation and <b style="mso-bidi-font-weight: normal;">shared responsibility.</b><o:p></o:p></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l1 level1 lfo1; tab-stops: list .5in; text-align: justify;">HRD
systems should facilitate <b style="mso-bidi-font-weight: normal;">participative
decision making</b><o:p></o:p></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l1 level1 lfo1; tab-stops: list .5in; text-align: justify;">HRD
system should attempt to <b style="mso-bidi-font-weight: normal;">balance
the current organizational culture</b> along with changing the culture.<o:p></o:p></li>
<li class="MsoNormal" style="line-height: normal; margin-bottom: 0in; mso-list: l1 level1 lfo1; tab-stops: list .5in; text-align: justify;">There
should be a continuous review and<b style="mso-bidi-font-weight: normal;">
renewal</b> of the function. <o:p></o:p></li>
</ol>
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By mid-eighties
HR has become an accepted role and most organizations have changed their
personnel, training and other related functions to HRD. Some have
differentiated Human Resource Development from Human Resources Department and
some did not. However, HRD has come to mean new expectations, new body of
knowledge and new function. The establishment of Center for HRD (CHRD) at XLRI;
the formation of the National HRD Network (NHRDN) in 1985; the starting of the
Academy of HRD (AHRD) <span style="mso-spacerun: yes;"> </span>in 1990; Starting
of Diploma Programs in HRD; starting of Symbiosis Center for Management and
HRD; starting of the Doctoral Program in HRD jointly by AHRD and XLRI etc.<span style="mso-spacerun: yes;"> </span>are highlights of HRD in <st1:country-region w:st="on"><st1:place w:st="on">India</st1:place></st1:country-region>. (Rao,
2003, Pareek and Rao, 2008)<o:p></o:p></div>
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<span style="mso-spacerun: yes;"> </span>The ISTD and NIPM did not lose time in
focusing on HRD in their conferences. Although this diluted the use of Human
Resources Development and contributed to the confusion between HRD and HR,
expectations from HRD continued to grow.<span style="mso-spacerun: yes;">
</span>Today almost all Managers dealing with Personnel, Training, Social Work,
Welfare, Administration, Recruitment, Compensation, and many forms of Talent
acquisition and management etc. functions call themselves HRD Managers or
Facilitators. In some of the IT companies those who deal with Visas and arrange
transportation for employees are also called as HRD staff (meaning Human
Resources Department staff or even Human Resources Development staff). On one
hand we have specialized courses including a Doctoral Programs in Human
Resource Development and on the other hand even unqualified undergraduates are
projected as HRD Managers. <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">This has created a lot of confusion in the
field as the number carrying HR titles in their designations multiplied
overnight without corresponding multiplication of HR skills and HRD
competencies.</i></b> Lay people and the public could not differentiate the
fine distinctions between <b><i>Human Resource Development Professional</i></b>
and <b>HR Professional</b> as both carried HRD designation. In one case it
meant Human Resources Development Manager and in the other it meant Manager of Human
Resources Department and, in both cases, referred to as HRD Manager and became
difficult to differentiate.<span style="mso-spacerun: yes;"> </span>This confusion
is shared by other countries and did not solve the issue but reaffirmed the
need to remove the confusion. <o:p></o:p></div>
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A significant source of information on HRD in the US as well
as worldwide is available from the Academy of Human Resources Development, USA.
For a long time, Human Resources development in the <st1:country-region w:st="on"><st1:place w:st="on">US</st1:place></st1:country-region> is identified with Training and
Development. It is in the American Society for Training and Development
convention sometime in early seventies Len Nadler of George Washington
University is supposed to have formulated the concept of Human Resources
Development. Nadler (1970) defined HRD as a series of organized activities,
conducted within a specified period, and designed to produce behavioral change.
Some of the common activities he identified within HRD are training, education
and development.<span style="mso-spacerun: yes;"> </span>He identified training
as those activities intended to improve performance on the job, education as
those activities intended to develop competencies not specific to any one job,
and development is preparation to help the employee move with the organization
as it develops. In a revised definition Nadler (1984) defined it as organized
learning experiences in a definite time to increase the possibility of job
performance and growth.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="MsoNormal">
A review of the definitions of HRD by McLean and McLean
(2001) provides a lot of insights into the field. The following are some of the
highlights of this review article:<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0in 0.5in; mso-list: l3 level1 lfo2; tab-stops: list .5in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">Ø<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]-->While there have been many efforts to define HRD
no consensus seems to have emerged<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0in 0.5in; mso-list: l3 level1 lfo2; tab-stops: list .5in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">Ø<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]-->The <st1:country-region w:st="on"><st1:place w:st="on">US</st1:place></st1:country-region> definition of HRD seems to have
influenced the definitions many other countries<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0in 0.5in; mso-list: l3 level1 lfo2; tab-stops: list .5in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">Ø<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]-->It appears that definitions of HRD may vary from
one country to another, and the national differences are a crucial factor in
determining the way HRD professionals work<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0in 0.5in; mso-list: l3 level1 lfo2; tab-stops: list .5in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">Ø<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]-->There appears to be differences in the
perception and practice of HRD in local companies as compared Multinational
companies<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0in 0.5in; mso-list: l3 level1 lfo2; tab-stops: list .5in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">Ø<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]-->In several countries HRD is not distinguished
from HR but is seen systematically as a part of HR.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin: 0in 0in 0in 0.5in; mso-list: l3 level1 lfo2; tab-stops: list .5in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">Ø<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]-->Professional organizations and academics seem to
contribute to the definition of HRD<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The following is a sample of definitions cited in McLean and
McLean (2001):<o:p></o:p></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">China:</b> “A planned
and organized education and learning process provided by organizations to
improve employees' knowledge and skills as well as change their job attitudes
and behaviors. The process helps unleash the employees’ expertise for enhancing
the individual performance and achieving effective organizational
functioning." (The <st1:place w:st="on"><st1:placename w:st="on">China</st1:placename>
<st1:placename w:st="on">Training</st1:placename> <st1:placetype w:st="on">Center</st1:placetype></st1:place>
for senior civil Servants). <st1:place w:st="on">McLean</st1:place> observes
that in <st1:country-region w:st="on"><st1:place w:st="on">China</st1:place></st1:country-region>
there is no difference between HR, HRD and Personnel.<o:p></o:p></div>
<div class="MsoNormal">
<st1:country-region w:st="on"><st1:place w:st="on"><b style="mso-bidi-font-weight: normal;">France</b></st1:place></st1:country-region><b style="mso-bidi-font-weight: normal;">:</b> HRD covers all practices that
contribute to enhance the contribution of people to the organizational
objectives: competence development, satisfaction to the human requirements of
organization development, training, internal career paths etc.<span style="mso-spacerun: yes;"> </span>The term 'development social' is often used
synonymous with HRD.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="MsoNormal">
<st1:country-region w:st="on"><st1:place w:st="on"><b style="mso-bidi-font-weight: normal;">Germany</b></st1:place></st1:country-region><b style="mso-bidi-font-weight: normal;">:</b> There is no field defined as HRD.
Personnel specialists in Management schools do some research.<o:p></o:p></div>
<div class="MsoNormal">
<st1:country-region w:st="on"><st1:place w:st="on"><b style="mso-bidi-font-weight: normal;">Japan</b></st1:place></st1:country-region><b style="mso-bidi-font-weight: normal;">:</b> The concept of HRD can be identified
by three terms: Noryuku kathatu (development of individual abilities); Jinzai
keisei (formulation of a mastery level of human resources through the work
system and training), and Jinzai ikusei (fostering of development of human
resources through management of human resource process. Individual development,
career development and organization development are the three major components
of HRD in <st1:country-region w:st="on"><st1:place w:st="on">Japan</st1:place></st1:country-region>.<o:p></o:p></div>
<div class="MsoNormal">
<st1:country-region w:st="on"><st1:place w:st="on"><b style="mso-bidi-font-weight: normal;">Korea</b></st1:place></st1:country-region>:
Most Korean staff treats it as equivalent to Training and Development. OD, CD
and T&D are included sometimes.<o:p></o:p></div>
<div class="MsoNormal">
<st1:country-region w:st="on"><st1:place w:st="on"><b style="mso-bidi-font-weight: normal;">United Kingdom</b></st1:place></st1:country-region><b style="mso-bidi-font-weight: normal;">:</b> HRD is relatively a new concept which
has yet to become fully established and accepted, whether within professional
practice or as a focus of academic inquiry. Key elements include: Activities
and processes which are intended to have impact on organizational and
individual learning; planned interventions in individual and organizational
learning; interventions that are intended to change organizational behavior;
strategic, long term, cultural and organizational changes.<o:p></o:p></div>
<div class="MsoNormal">
<b style="mso-bidi-font-weight: normal;">Singapore:</b> In
Singapore major public agencies describe HRD as the activities related to
knowledge and skills development through organizational and community
development through education, training and re-training, in a lifelong learning
process for improving productivity at the personal, organizational and
community levels.<o:p></o:p></div>
<div class="MsoNormal">
Most popular among the definitions of HRD in the U.S. seems
to be the one by Patricia McLagan of ASTD, as “the integrated use of training
and development, organization development, and career development to improve
individual, group and organizational effectiveness. (See Walton, 2001).<o:p></o:p></div>
<div class="MsoNormal">
It is worth noting an observation made by Ruona (2000) “As a
profession we have not done a very good job of working to identify who we are,
what we stand for, and what we can do for those we serve." (p.2). (Quoted
by McLean and McLean, p 1064)<o:p></o:p></div>
<div class="MsoNormal">
Lee (2001) argued that the notion and practice is dynamic,
ambiguous and ill determined and hence any attempt to define HRD may do dis-service
to the development of those who wish to become HRD professionals. Lee concludes
in this paper on “Refusal to define HRD, “Each of us, in our professional
lives, carries some responsibility as we contribute to what HRD is becoming. We
need to be aware that to attempt to define HRD is to serve political or social
needs of the minute- to give the appearance of being in control. Instead I
suggest we seek to establish, in a moral and inclusive way, what we would like
HRD to <i style="mso-bidi-font-style: normal;">become, </i>in the knowledge that
it will<i style="mso-bidi-font-style: normal;"> never be, </i>but that we might
influence<i style="mso-bidi-font-style: normal;"> its becoming" (p1078).<o:p></o:p></i></div>
<div class="MsoNormal">
McLean and McLean (2001) have offered the following global
definition of HRD after reviewing various definitions across the world:<o:p></o:p></div>
<div class="MsoNormal">
“Human Resource Development is any process or activity that,
either initially or over the long r-term, has the potential to develop adults’ work-based
knowledge, expertise, productivity, and satisfaction, whether for personal or
group/team gain, or for the benefit of an organization, community, nation, or,
ultimately the whole humanity” (p1067).<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Strategic HRD puts<b style="mso-bidi-font-weight: normal;">…"</b><i style="mso-bidi-font-style: normal;"> particular emphasis on the development of
comprehensive, coordinated and dynamic approaches for major learning
initiatives within and outside an organization to facilitate the achievement of
all stake holder objectives in a competitive and turbulent environment.<o:p></o:p></i></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<i style="mso-bidi-font-style: normal;">It is not helpful
given this perspective to think of HRD as subset of HRM, either in the
structural or functional terms. As the strategic significance of organizational
and individual learning as a source of competitive and cooperative advantage
gains recognition, a strategic need arises for appropriately positioned "
learning architects" with the distinctive competencies and consultancy
skills to orchestrate learning initiatives on behalf of their clients. They
need to be partners in the formulation of strategy as well as developers of
"quality" people to deliver strategy" (Walton, 2001 p. 1082).<o:p></o:p></i></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
A similar view is reflected in the HRD Audit approach of Rao
(1999) and in a recent article suggesting if HRD Managers should be retitled as
Knowledge Managers or Chief Learning Officers (Rao, 2000)<o:p></o:p></div>
<div class="MsoNormal">
In the last two decades Dave Ulrich at the University of Michigan has contributed a good deal to HRD globally. He is in fact known in many countries as Father of Modern HRD. Starting with is earlier books on "HR Champions", Dave went on to argue for HR Score card and in recent times identify global competencies for HR professionals and leaders. (Ulrich, 1997; Ulrich, Borckban and Ulrich, 2013a, 2013b). Dr Dave Ulrich is one person who has inspired thousands of HR leaders across the globe with his thoughts, books and talks. As Ulrich (1997) argued, human resource professionals need to have highly specialised skills to realign HRD. A competent HR manager is required to be a specialist in HR systems, facilitator of HRD processes, diagnostician, change manager, skilled craftsman and a leader. There are many other qualities required to be a good HR manager. in the recent past Ulrich and team (Ulrich et al., 2013a) have identified eight strategic variables that bring competitive differentiation in the modern world: </div><div class="MsoNormal">1. Managing risks</div><div class="MsoNormal">2. Global positioning</div><div class="MsoNormal">3. Leveraging Information</div><div class="MsoNormal">4. Managing globally diverse work force</div><div class="MsoNormal">5. Adapting or changing</div><div class="MsoNormal">6. Building corporate social responsibility</div><div class="MsoNormal">7. Collaborating or partnering across boundaries</div><div class="MsoNormal">8. Focusing on simplifying.</div><div class="MsoNormal"><br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;">A Mystic’s View of HR<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
In 2016 in a Leadership Conclave (Isha
Insight) attended by one the authors (T. V. Rao) at Isha Foundation Jaggi
Vasudev popularly known globally as “Sadhguru” said that<b><i> “Human is not a
Resource. He continued to say that resources are measurable and anything that
is measured limits itself. Human is unlimited, and Humans are possibilities</i></b>”
(reproduced from personal interactions and your tube talks of Sadhguru).
Sadhguru continued to say later that to reduce human beings to a<span style="mso-spacerun: yes;"> </span>resource is a crime. (see various YouTube
references on Human is Not a resource from Isha Foundation given at the end)<o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
I was hit by this Mystics
pronouncement that “Human is a Possibility”. Mystics are philosophers and
conceptually they can say anything as it comes out of deeper reflection and
thought and a different understanding of the world of our existence and many
other phenomena. Sometimes to understand them requires a different perspective.
But when I heard this from Sadhguru it has hit me as a good solution to my
struggle. I have been struggling all these years to say that HRD specialists or
HR as a function’s first focus is on “Human”’. Being human means understanding
the unlimited talent (resource) one is born with. It means for HRD Facilitators
“creating conditions for discovering the unlimited talent one is born with and
at times even the limits to one’s growth and talent”. <o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
My own view and struggle are that
many resorted to use HR or HRD or renamed Personnel or T&D as HRD out of
perhaps a genuine desire to start a new function with a new outlook and
philosophy but over a period means have taken over the original intentions and
have become<span style="mso-spacerun: yes;"> </span>self-perpetuating. HRD or
Human resource department and HR staff exist today in most countries to ensure
compliance, evolved strategies to compete, achieve quarterly and even monthly
targets sometimes at the cost of values and vision etc. HR has now become a strategic
business partner. HR needs to be lifted to Board level and needs to be consulted
for all strategic moves etcetera etcetera.<span style="mso-spacerun: yes;">
</span>I have no issues with this if it lifts people working in an organization
and treats them with respect. I found that as Sadhguru said, it has reduced
employees or h Human Beings to a “resource” rather than lifting them up to be
talented contributors and makers of organizations and even societies. <b><i>The
‘Source” embedded in the term “resource” has been totally ignored.</i></b> <span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
Though we have started the Center
for HRD at XLRI in 1983, The National HRD Network in 1985 and the AHRD in 1990,
they also seem to have washed away partially in the tsunami like global
competition and competitiveness that hit India post liberalization in 1990s.
Global competition and competitiveness was needed in a country like India to
bring up the talent and make use of it. But the systems meant for discovering
and nurturing talent or human capabilities eventually became mechanisms to be
implemented for their own sake or for certification of ISO or PCMMM, they
become systems driven procedure driven and human suffers. In my view this is what
has happened in India and globally in the last decade or so. 1990 to 2000 was
purposive and focused to become globally competitive. It has put a price on
talent and encouraged people to discover and nurture their talent. Subsequently
we may be losing the game by gross neglect of the very <b><i>Human which is the
source of all innovation, creative, and technological developments across the
globe.</i></b> Imagine the developments in Artificial Intelligence leading to
robots doing all work including driving cars in heavy traffic, conducting
surgeries, answering your telephone calls etc. Where have all these innovations,
new products and new technologies come? Who are they serving? Are they being
used to bring happiness, peace, health, education etc. or are they leading
people to have more territorial disputes, create more terrorists, kill each
other? If technology takes over humans by the very technology they created, and
they become pawns, nothing will be left to save this world. In a small measure this
phenomenon of “Means taking over ends and becoming ends in themselves “(a
phenomena Psychologist Gordon Allport called as Functional Autonomy) seems to
have taken over the HR world across the globe.<o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
HR’s job has become that of HR
system maintainers in recruitment, on-boarding, performance appraisal and
management, training, career planning, feedback, and even OD work. What has
become important is the capacity utilization of training centers, reducing Cost
in training, compensation benchmarking, ranking in Employee Commitment surveys,
attrition rates and their reduction etc. seem to have taken priority over
creating happiness at work place, discovering new talent, utilization talent,
nurturing talent etc. The original purpose of HRD function as that to creating
commitment, competence and culture building seem to have gone to the background
and maintaining tools that were created for satisfying a few have become the
way of effective HRD. <o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="mso-spacerun: yes;"> </span>In sum, I was feeling that in India what
started as HRD movement to enhance happiness at work through competence,
commitment and culture building has gone to the background. We dropped the
Development in HRD and made it Department. Slowly we dropped Human also and focused
on resources. Now what is left in HRD is Resources Department. “That is why when
I heard Sadhguru talk of “Human is not resource, Human is a Possibility”. It
struck me like lightning thought and I have taken to it instantly. In fact, I readily
agreed to assist in designing and even participating in conducting a HR conclave
that focused on Human as a Possibility in the year that followed, and we are
now going it for the fourth time HINR program (Human is not<span style="mso-spacerun: yes;"> </span>Resource). I have also revisited the HRD Climate
survey designed about 36 years ago at XLRI and is being used globally. I have revisited
the same and modified it to refocus on Human possibilities. (See Appendix)<o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
Implications for HR Systems:<o:p></o:p></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 107%;">Human as Possibilities:
How does this change our outlook on HR Systems?<o:p></o:p></span></b></div>
<table border="1" cellpadding="0" cellspacing="0" class="MsoTableGrid" style="border-collapse: collapse; border: none; mso-border-alt: solid windowtext .5pt; mso-padding-alt: 0in 5.4pt 0in 5.4pt; mso-yfti-tbllook: 1184;">
<tbody>
<tr style="mso-yfti-firstrow: yes; mso-yfti-irow: 0;">
<td colspan="3" style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 467.5pt;" valign="top" width="623"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in; tab-stops: 59.25pt 111.75pt center 228.35pt;">
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt;">In the following table I have
attempted to differentiate the various dimensions and systems of Human
Resource practice from Human Possibility practice</span></b><span class="MsoCommentReference"><span style="font-size: 8pt;">.</span></span><b style="mso-bidi-font-weight: normal;"><span style="font-size: 14pt;"><span style="mso-tab-count: 2;"> </span><span style="mso-tab-count: 1;"> </span>How is HINR different from Human as a
Possibility<o:p></o:p></span></b></div>
</td>
</tr>
<tr style="mso-yfti-irow: 1;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: 0in; text-align: center;">
<b style="mso-bidi-font-weight: normal;">Dimension<o:p></o:p></b></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: 0in; text-align: center;">
<b style="mso-bidi-font-weight: normal;">Human
is a Resource<o:p></o:p></b></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: 0in; text-align: center;">
<b style="mso-bidi-font-weight: normal;">Human
is a possibility: A Source<o:p></o:p></b></div>
</td>
</tr>
<tr style="mso-yfti-irow: 2;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Meaning and Orientation<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Is a Department<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Is a Function<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Managed by Professionals<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
With replicable structures, systems and processes and planned and
measurable outcomes<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Reporting relations ships and accountabilities<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Is a philosophy and a way of looking at people in their context meant
to discover, nurture and utilize human talent or capabilities.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
It is also meant to discover new contexts for exploration by humans
for their and others’ future lives<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Possibilities are possibilities and are not easily measurable<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Value and process dominated<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Every person take charge and organization facilitates exploration
through culture and values<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 3;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Purpose<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
<br /></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
<br /></div>
<div align="center" class="MsoNormal" style="line-height: normal; margin-bottom: 0in; text-align: center;">
<br /></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Defined as pay for performance. Perform and collect money.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Talent for money and money for talent<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
State the purpose. Give freedom and opportunity to redefine and
reformulate new purpose. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Discover new purpose and new avenues of fulfilment<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 4;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in; text-align: justify;">
Vision<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Vision is for the owners and top management. Need not be shared. If
shared it only for providing to meet aspirations<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Align all activities to grand vision of the owner or top management<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Share vision<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Develop vision by assuming each persona as a source of vision<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Collective vision<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Vision is only to give direction at a given point of time. Encourage
everyone as a visionary<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 5;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Structure<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Design structure based on the objectives and purposes. Normally
directed by financial goals and company aspirations. Use existing and tested
out structures<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Let structures evolve. People can provide appraise structures if
given flexibility, <o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Structures are tools and should be kept flexible<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
<br /></div>
</td>
</tr>
<tr style="mso-yfti-irow: 6;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Systems and processes<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Plan systems and rigidly follow processes. Deadlines are
important.<span style="mso-spacerun: yes;"> </span>Benchmark with the best.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Predictable, consistent and objective systems to be planned and
followed<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
People and their emotions are more important. Capture what interests’
people and build processes around them. Values nd culture are more critical
than rigid systems and processes. Discipline is valued but systems can be
made flexible to suit individual potential and opportunities.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Create your own benchmarks<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 7;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Recruitment and placement<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Competency based recruitment<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Recruit people using tests and other objective criteria<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
<br /></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Interest is the first qualification. Self-selection enhances
motivation<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Assist in making wise choices<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Indicate possibilities and recruit for purpose and with offer
flexibility. Don’t rigidly hold to first placement. Give freedom to express
and explore.<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 8;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Induction<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Induct into the organization, department, role and tasks and targets.<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Induct into purpose, vision, values, culture. Induct to explore and
experiment. Define boundaries but not limit explorations and experimentation<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 9;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Performance management<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Structure PMS: Performance planning, KRAs/KPAs/KPIs/Tasks/Targets
etc. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Balanced Score card and 3x 3Performacne Matrix<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Forced distribution<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Performance based incentives and pay<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Periodic reviews<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Objective appraisals<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Use scales, weightages, Behaviorally anchored rating scales<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Subjectivity is a part of life.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
There is nothing like objectivity. It is in the mind of the
perceiver. Enjoying what one does (work), choosing what one enjoys within the
context, changing the nature of work keeping in mind always the purpose and
vision and values is important.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Organizations re platforms to explore, apply, discover and grow.
Focus is important but exploring new possibilities. S discovering better ways
of doing things and better things to do re also valued<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Don’t compare performance of one gain the other. Help perform oneself
continuously.<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 10;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in; text-align: justify;">
Rewards<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Claim your rewards and shift if your worth is not recognized or
incentive sed<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Pay for competence<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Work itself is req ward. Learn to enjoy work. Look for doing things
you enjoy. Time is important and is limited. Wasting time is wasting talent.
Not discovering talent is not having time. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
<br /></div>
</td>
</tr>
<tr style="mso-yfti-irow: 11;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Training or Learning<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Targeted training. Planned training<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Budgeted training<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Measurable training impact<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Learning is continuous<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Learning is a part of life. We are growing every day by learning<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Learn to recognize your learning. <o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 12;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Leadership bench and succession planning<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Use assessment centers and 360 Feedback for identifying and
developing successors Break down all hierarchies.<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Provide various tools and opportunities for each person to discover
his/her talent continuously.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
There is no hierarchy and there is no level. You create your own
levels. <o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Take charge of your learning and be your own HRD manager.
Self-development and continuous renewal are part of life. Each person
monitors his growth organizations can only provide contexts and some
investments. Invest on yourself.<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 13;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Employee engagement<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Survey help organizations ensure that employees are engaged.<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Change policies and practices based on surveys<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Survey should help people assess where they stand and sue it for
self-improving, and growth. Engagement surveys are more for individual action
than HRD interventions<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
<br /></div>
</td>
</tr>
<tr style="mso-yfti-irow: 14;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Structuring of HR function or department<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Hierarchical<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
One per 100 employees<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
President/ VP/GM/DGM/SRM<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Manager/Dy Manager, Officer/Assist officer etc.<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Every person is his/her own HR manager<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Take charge of your HR<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Provide inputs to HR department to facilitate your exploration into
yourself and meaningful contributions to your and organizations life<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
No hierarchy<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Anyone with interest can be a HR manager<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Have separate teams to deal with legal and statutory compliance and
not mix with People managers<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
<br /></div>
</td>
</tr>
<tr style="mso-yfti-irow: 15;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Coaching and mentoring<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Train coaches<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Offer coaching services<o:p></o:p></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Appoint coaches and make people accountable for investments on
coaching<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Self-coaching is the best coaching. Coaches can’t help you learn
unless you re interest in learning. You re your own coach. Do have mentors of
your choice at every point of time. Change them freely. Let wisdom flow from
all sides.<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 16;">
<td style="border: 1pt solid; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 103.25pt;" valign="top" width="138"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
Culture and values<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 175.5pt;" valign="top" width="234"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
OCTAPACE Values needed for organization Development<o:p></o:p></div>
</td>
<td style="border-bottom: 1pt solid; border-left: none; border-right: 1pt solid; border-top: none; mso-border-alt: solid windowtext .5pt; mso-border-left-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0in 5.4pt; width: 188.75pt;" valign="top" width="252"><div class="MsoNormal" style="line-height: normal; margin-bottom: 0in;">
OCTAPACE Values are the essential values for Human Development.
Strong belief that openness, collaboration, Trust and trustworthiness,
Authenticity, Proaction, autonomy, confrontation and experimentation are also
human possibility values<o:p></o:p></div>
</td>
</tr>
<tr style="mso-yfti-irow: 17; mso-yfti-lastrow: yes;">
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<div align="center" class="MsoNormal" style="margin-left: 0.25in; text-align: center;">
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 107%;">Human Possibilities Department (HPD)<o:p></o:p></span></b></div>
<div class="MsoNormal" style="tab-stops: center 3.25in right 6.5in;">
<span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">I like to
propose a new Human Possibilities Department or alternately a Human
Possibilities Leader (HPL) or Facilitator (HPF) to be appointed in each
organization or a Government department or NGO or Institution. It is based on
the following premises:<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: 1in; mso-add-space: auto; mso-list: l1 level2 lfo1; tab-stops: list 1.0in center 3.25in right 6.5in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-family: Calibri; mso-bidi-font-weight: bold; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">1.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">Human beings are born with unlimited talent and
their potential need to be explored, used and developed every day. Everyone
should take charge of his/her own discovery and development. HPD like HRD is
primarily the job of every employee person. No one else will develop you and
others can only create a climate or a platform or a facilitation mechanism to
help you explore your talent and possibilities. You are the explorer, creator,
designer and implementer of possibilities. Human being is the source of all ideas,
innovations and actions. <o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1in; mso-add-space: auto; mso-list: l1 level2 lfo1; tab-stops: list 1.0in center 3.25in right 6.5in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-family: Calibri; mso-bidi-font-weight: bold; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">2.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">Organizations as entities can create and facilitate
exploration of human talent and its application for creating new business
opportunities, solve problems, issues, enhance productivity, markets, profits,
sales, quality of service, reduction of costs<span style="mso-spacerun: yes;">
</span>etc. and take their organization and people working for it forward. This
can be done through creation of happiness at work and treating human beings as
possibilities<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1in; mso-add-space: auto; mso-list: l1 level2 lfo1; tab-stops: list 1.0in center 3.25in right 6.5in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-family: Calibri; mso-bidi-font-weight: bold; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">3.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">There could be dedicated facilitators of this
process and they can be put in a department merely to facilitate and honor the
current forms and structures of the organization. The concept of department is
merely to integrate into the system and save transactional energies that
facilitate the work of the HPD<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1in; mso-add-space: auto; mso-list: l1 level2 lfo1; tab-stops: list 1.0in center 3.25in right 6.5in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-family: Calibri; mso-bidi-font-weight: bold; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">4.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">To begin with each entity or organization could have
a Human Possibility Leader (HPL) or Facilitator (HPF) who is a spiritual leader
for the organization with the primary purpose of helping people to re-engineer
themselves through various interventions like “inner engineering”,<span style="mso-spacerun: yes;"> </span>‘feedback” (see the eight forms of Feedback
for development by the author in YouTube) and yogic exercises. Large
organizations could have several such leaders grouped into the HPD and the
budgets provided for facilitation. Innovative organizations need not have HPDs
but create mechanism to facilitate Human possibility exploration by creating a self-exploration
mindset among its stake holders.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 1in; mso-add-space: auto; mso-list: l1 level2 lfo1; tab-stops: list 1.0in center 3.25in right 6.5in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-family: Calibri; mso-bidi-font-weight: bold; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">5.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;"><span style="mso-spacerun: yes;"> </span>HPD
departments in large organizations could undertake various forms of research to
explore human potential, document incidents, cases and stories, gather
information across the world and use it to stimulate explorations of human
talent and possibilities. They should constantly use this research and
documentation for lifting the energies of the employees to explore more
possibilities and help create peace and love in their won surroundings and the
world at large. <o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: 1in; mso-add-space: auto; mso-list: l1 level2 lfo1; tab-stops: list 1.0in center 3.25in right 6.5in; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-family: Calibri; mso-bidi-font-weight: bold; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">6.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">HPD and HPLs or HP Facilitators are not designers or
influencers of the existing HR systems like recruitment to retirement and
should keep away from getting drawn into their administration. Any change that
comes through spiritual upliftment of the employees should happen automatically
and not directed by the HPD or HPL. HPLs and HPFs are hierarchy less and are
not to be involved in any positions or other structures while their advice may
be sought from time to time by any interested set of people. HPDs, HPLs and
HPFs will also do community work and facilitate any work around the place of
location through guidance and spiritual upliftment.<o:p></o:p></span></div>
<div class="MsoNormal" style="tab-stops: center 3.25in right 6.5in;">
<span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">A few issues
that arise out of implementing these proposals are given below:<o:p></o:p></span></div>
<div class="MsoNormal" style="tab-stops: center 3.25in right 6.5in;">
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 107%;">Main Purpose: </span></b><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">To create happiness and bliss in the lives of people
and particularly at workplace through various spiritual processes that
inculcate right thoughts, feelings and actions that help humans see meaning in
life and live like humans.</span><b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 107%;"><o:p></o:p></span></b></div>
<div class="MsoNormal" style="tab-stops: center 3.25in right 6.5in;">
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 107%;">Relationship with existing HRD Departments</span></b><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">: HPD or
HPL or HPFs are creations to facilitate Human Possibilities exploration. Their primary
purpose is to create “Bliss” or “Happiness “at workplace, as people give their
best when they are in a state of happiness. The current systems and processes
that exist to direct human effort and energies to accomplish organizational,
departmental, and role related tasks and goals should continue and at best with
an enhanced human orientation where possible. </span><b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 107%;">HPD does not in any way
interfere with HRD and it is only meant to enhance its impact through helping
people find meaning in what they doo and enjoy what they do. </span></b><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">HPD is thus
helps to take HRD to be more evolved function</span><b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 107%;">.<o:p></o:p></span></b></div>
<div class="MsoNormal" style="tab-stops: center 3.25in right 6.5in;">
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 107%;">Tools and Systems of HPD:</span></b><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;"> These need to be evolved and
explored. At present Inner engineering, Vipassana, Meditation in its various
forms, Yogic sciences, Human Process Laboratories and various methods like self-renewal
exercises, seminars, inspirational talks, coaching, mentoring etc. that are useful
inputs. Many organizations are already using these methods.<o:p></o:p></span></div>
<div class="MsoNormal" style="tab-stops: center 3.25in right 6.5in;">
<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 107%;">Structuring of the HPD: <span style="mso-spacerun: yes;"> </span></span></b><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">Structures
are also limitations. Ideally there could be no structure. However minimum
structure is provided for legitimization through budgets and role clarity. This
could range from a one-person department to a team engaged. These could be volunteering
whose livelihood is taken care of by the organization without fitting them
necessarily into any hierarchy. The team itself is hierarchy less and works for
all employees without discrimination. The HPF or HPD or HPL should be
independent of any other department while he/she may closely work with some
departments like HRD and the CEOs office. Full autonomy and independence are
given to them as spiritual leaders. Their help and assistance could be sought
by any department or people. If the organization has the capacity and
innovativeness to keep a loosely hanging structure, it can do so. <o:p></o:p></span></div>
<div class="MsoNormal" style="tab-stops: center 3.25in right 6.5in;">
<span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">OCTAPACE
Culture and Values: These values and culture have been found to be the most
critical in promoting exploration of human possibilities. Openness, Proaction,
Autonomy and Experimentation enhance exploration of human talent and make
possibilities happen. Trust, collaboration, authenticity, and confrontation minimize
transaction costs and enhance respect for each other and as humans. The HRD
Prayer described by the author in his book on HRD Missionary could as well
become the HPD prayer.<o:p></o:p></span></div>
<div align="center" class="Pa31" style="margin-bottom: 6pt; text-align: center; text-indent: 0.25in;">
<b style="mso-bidi-font-weight: normal;"><span style="color: black; font-family: "times new roman", serif; font-size: 16pt;">Appendix
1<o:p></o:p></span></b></div>
<div align="center" class="Pa31" style="margin-bottom: 6pt; text-align: center; text-indent: 0.25in;">
<b style="mso-bidi-font-weight: normal;"><span style="color: black; font-family: "times new roman", serif; font-size: 16pt;">Human
Possibilities Climate Survey<o:p></o:p></span></b></div>
<div align="center" class="Pa31" style="margin-bottom: 6pt; text-align: center; text-indent: 0.25in;">
<i style="mso-bidi-font-style: normal;"><span style="color: black; font-family: "times new roman", serif;">(modified for “Humans
as Possibilities” than Resources” from HRD Score Card 2500 by T. V. Rao: Sage
Publications: New Delhi 2008 Originally developed by T. V Rao and Fr. E.
Abraham at XLRI, Jamshedpur) <o:p></o:p></span></i></div>
<div align="center" class="Pa31" style="margin-bottom: 6pt; text-align: center; text-indent: 0.25in;">
<b style="mso-bidi-font-weight: normal;"><span style="color: black; font-family: "times new roman", serif;">Instructions<o:p></o:p></span></b></div>
<div class="Pa31" style="margin-bottom: 6pt; text-align: justify; text-indent: 0.25in;">
<span style="color: black; font-family: "times new roman", serif;">Several statements are
given here describing the <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Human Possibilities Climate</i></b> (earlier
called as HRD Climate) of an organization. Please give your assessment of the Human
Possibilities climate in your organization by rating your organization on each
statement using the five-point scale. A rating of 4 indicates that the
statement is almost always true with your organization; a rating of 3 indicates
that the statement is mostly true; a rating of 2 indicates that the statement
is sometimes true; a rating of 1 indicates that the statement is rarely true
and a rating of 0 indicates that the statement is not at all true about your
organization. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----1.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">The top management of this organization goes out of its way to
make sure that employees enjoy their work. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----2.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">The top management believes that it is people (employees) who create
new possibilities (products, services, markets, innovations, solving issues etc.),
and that they must be respected and treated with respect. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----3.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Development of every junior is seen as an important part of their
job by the senior managers/officers/employees here. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----4.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">The HR or people management policies in this organization
facilitate learning and employee development <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----5.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">The top management is willing to invest a considerable part of
their time, and other resources to ensure the development of employees. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----6.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Senior officers/executives in this organization take an active
interest in their juniors and help them learn their job. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----7.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">People lacking competence in doing their jobs are helped to
acquire competence rather than being left unattended. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----8.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Managers in this organization believe that employee behavior can
be changed, and that people can be developed at any stage of their life. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----9.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">People in this organization are helpful to each other. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----10.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Employees in this organization are very informal, and do not
hesitate to discuss their personal problems with their supervisors. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----11.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">The psychological climate in this organization is very conducive
to any employee interested in developing self, by acquiring new knowledge and
skills and exploring new possibilities. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----12.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Seniors guide their juniors and prepare them for future
responsibilities/roles that they are likely to take up and explore new
possibilities. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----13.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">The top management of this organization makes efforts to identify
and utilize the talent and potential of the employees and treat them as
possibilities for future. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----14.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">There are mechanisms in this organization to recognize and reward
any good work done, or any contribution made by employees. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----15.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">When an employee does good work, his supervising officers take
special care to appreciate it. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----16.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Performance review and assessments in our organization are based optimism,
hope, and faith on the employees and what they can accomplish rather than fear
and pressure. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----17.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">People in this organization do not operate with biases or
restricted views or preconceived impressions of each other. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----18.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Employees are encouraged to experiment with new methods, processes
and try out creative ideas. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----19.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">When any employee makes a mistake, his supervisors treat it with
understanding and help him/her to learn from such mistakes rather than
punishing him/her or discouraging him. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----20.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Weaknesses of employees are communicated to them in a positive way
to build them and not in a threatening way. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----21.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">When behavior feedback is given to employees, they take it
seriously and use it for development and exploring new w or different ways of
doing things. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----22.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Employees in this organization take pains to find out their
strengths and weaknesses from their supervising officers or colleagues. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----23.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">When employees are sponsored for training, or given learning opportunities
they take it seriously, and try to learn from the programs or activities. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----24.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Employees returning from training programs are given opportunities
to try out what they have learnt. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----25.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">People trust each other in this organization. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----26.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Employees are not afraid to express or discuss their views or feelings
with their superiors or juniors. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----27.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Employees are encouraged to take initiative and do things on their
own without having to wait for instructions from supervisors. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----28.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Delegation of authority to encourage juniors to develop handling
higher responsibilities is quite common in this organization.<o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----29.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">When seniors delegate authority to juniors, the juniors use it as
an opportunity for development. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----30.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Team spirit is of high order in this organization and we work here
with family spirit. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----31.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">When problems arise, people discuss these problems openly and try
to solve them rather than keep accusing each other behind their back. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----32.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Career opportunities and future possibilities for talent
utilization and growth are pointed out to juniors by senior officers in the
organization. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----33.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">The organization’s plans and projects are shared with seniors to
help them develop their juniors and prepare them for future. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----34.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">This organization ensures employee welfare to such an extent that
the employees can save a lot of their mental energy for various activities and work
purposes. <o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----35.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">Job rotation in this organization facilitates employee development
and exploration of new talent and possibilities.<o:p></o:p></span></div>
<div class="Pa4" style="margin-left: 0.5in; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: "times new roman", serif; mso-fareast-font-family: "Times New Roman";"><span style="mso-list: Ignore;">----36.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: "times new roman", serif;">When resources are strained financially or other ways the top
management takes a positive view of employees and takes them along to solve
issues by exploring new possibilities than adopt a “use and throw” attitude. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Please assess your HR Team or
Staff or Formally Designated HR Facilitators or Role Holders using the five-point
scale as earlier.<o:p></o:p></i></b></div>
<div class="MsoListParagraphCxSpFirst" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----1.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">HR staff treat employees
with dignity and respect and treat them as positively than merely as
numbers and tools for achieving short term targets.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----2.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">HR staff set personal
example by high standards of their own behavior and practice what they preach<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----3.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">The HR staff can be
relied to carry out their promises<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----4.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">The HR staff are
sensitive to the potential of people and the problems they face is using and
exploring new possibilities<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----5.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">The HR staff go out of
way to facilitate exploration of talent in new areas and creation of new
opportunities and new avenues for expression of talent<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----6.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">The HR staff are very
sensitive to the issues the society faces today (water, energy, employment,
skills, poverty, health, education etc.) and facilitate CSR activities in
all possible ways.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----7.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">HR staff have a deep
understanding of our business (products and services, customers, key drivers of
business, competitive challenges and strategy of the business unit <o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----8.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">HR staff play an
important role in the strategic planning and decisions. <o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----9.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">HR staff participate
actively in the weekly, monthly and quarterly meetings and review of business
units<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----10.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">HR staff understand what
drives customers to choose the organization as their service provider<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----11.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">HR Partners and team are
highly respected, treated as significant and positioned at high level in the
organization. <o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----12.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">HR team is very
supportive to all functions and take time to understand their needs and assist
them <o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----13.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">HR Partners, as a part
of their development process, rotate into the business units playing line
function roles<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----14.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">HR Partners, as a part
of their development process, accompany sales people on customer calls<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----15.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">HR team is learning from
various sources including employees, other organizations, HR forums, academic
institutions, books, articles, visitors, seminars etc.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----16.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">Our HR team conducts
perioding reviews of themselves for self-renewal and rejuvenation<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----17.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">Our HR team walks the
talk and implements al that they expect others to practice.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----18.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">Our HR team can be
relied highly to carry out what they promise or commit verbally and informally<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----19.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">Our HR team exhibits a
good degree of empathy.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="background: white; line-height: normal; margin: 0in 0in 0in 1.25in; mso-add-space: auto; mso-list: l0 level1 lfo4; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;"><span style="mso-list: Ignore;">----20.<span style="font: 7pt "times new roman";">
</span></span></span><!--[endif]--><span style="color: black; font-family: arial, sans-serif; font-size: 10.5pt;">Our HR team evolves
systems and practices that reflect a philosophy that “Humans are Possibilities
rather than merely resources”.<o:p></o:p></span></div>
<div class="Pa13" style="margin: 24pt 0in 12pt; text-align: justify;">
<b><span style="color: black; font-family: "times new roman", serif;">Administration</span></b><span style="color: black; font-family: "times new roman", serif;"><o:p></o:p></span></div>
<div class="Pa2" style="text-align: justify;">
<span style="color: black; font-family: "times new roman", serif;">The questionnaire uses a five-point scale. It could be
administered to all employees (especially supervisory and managerial staff),
and a HRD climate profile can be drawn up. Annual surveys of HRD climate could
be conducted and profiles maintained for review, reflection and action<o:p></o:p></span></div>
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<b>References<o:p></o:p></b></div>
<div class="MsoNormal">
<span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">McLean, Gary N and McLean, L. D. (2001) If we can’t define HRD in one
Country, how can we define in an International Context?” in Oscar A Alioga (ed)
2001. Academy of Human Resources Development, 2001, Conference Proceedings,
February 28- March 4, 2001, Oklahoma<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">Nadler, Leonard, (1970) Developing Human Resources, Gulf Publishing<o:p></o:p></span></div>
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<span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">Nadler, Leonard (1984) Handbook of HRD, New York: John Wiley and </span>Sons<span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;"><o:p></o:p></span></div>
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<span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">Pareek, Udai and Rao, T. V. <span style="mso-spacerun: yes;"> </span>(2008)
From a sapling to the Forest: The saga of the Development of HRD in India,
Human Resources development International, volume 11, No 5, November 2008,
555-564.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">Rao, T. V. (2003) Future of HRD. New Delhi: Macmillan <o:p></o:p></span></div>
<div class="MsoNormal">
Ruona<span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;">, W. E. A. (2000) Should we define the Profession of
HRD? Views of Leading Scholars; in K. P. Kuchinke, (2000) Academy of Human
Resources Development 2000 Conference Proceedings, Baton<o:p></o:p></span></div><div class="MsoNormal"><span style="font-size: 12pt; line-height: 107%; mso-bidi-font-weight: bold;"><div class="MsoNormal">Ulrich, D. (1997). The Human Resource Champions: The Next Agenda for Adding</div><div class="MsoNormal">Value and Delivering Results. Boston, MA: Harvard Business School.</div><div class="MsoNormal"><span style="font-size: 12pt;">Ulrich, D., J. Younger, W. Brockbank and M. Ulrich. (2013a). HR from the</span></div><div class="MsoNormal">Outside In: Six Competencies for the Future of Human Resources. New Delhi:</div><div class="MsoNormal">Tata McGraw-Hill.</div><div class="MsoNormal">Ulrich, D., J. Younger, W. Brockbank and M. Ulrich. (2013b). Global HR</div><div class="MsoNormal">Competencies: Mastering Competitive Value from the Outside In. New Delhi:</div><div class="MsoNormal">Tata McGraw-Hill.</div></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-size: 12pt; line-height: 107%;">YouTube references<o:p></o:p></span></b></div>
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Most Isha Foundation videos deal with Human Possibilities<o:p></o:p></div>
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<a href="https://www.youtube.com/watch?v=12FMYOgn50k">https://www.youtube.com/watch?v=12FMYOgn50k</a><o:p></o:p></div>
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<a href="https://www.youtube.com/watch?v=wTSU8wqJ1gg&t=57s">https://www.youtube.com/watch?v=wTSU8wqJ1gg&t=57s</a><o:p></o:p></div>
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<a href="https://www.youtube.com/watch?v=CknHzeX5jX0&t=11s">https://www.youtube.com/watch?v=CknHzeX5jX0&t=11s</a><o:p></o:p></div>
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<a href="https://www.youtube.com/watch?v=dmdlz_TeitI">https://www.youtube.com/watch?v=dmdlz_TeitI</a><o:p></o:p></div>
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<a href="https://www.youtube.com/watch?v=LYZGS2gCmqw">https://www.youtube.com/watch?v=LYZGS2gCmqw</a><o:p></o:p></div>
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T V Rao’s talks related to HPD:<o:p></o:p></div>
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<a href="https://www.youtube.com/watch?v=iUyBHhyGMBk&t=5s">https://www.youtube.com/watch?v=iUyBHhyGMBk&t=5s</a><o:p></o:p></div>
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<a href="https://www.youtube.com/watch?v=vAuHCKoEZyE">https://www.youtube.com/watch?v=vAuHCKoEZyE</a><o:p></o:p></div>
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<a href="https://www.youtube.com/watch?v=8RnnfJG2XkQ&t=3s">https://www.youtube.com/watch?v=8RnnfJG2XkQ&t=3s</a><o:p></o:p></div>
<br /></div>
Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com2tag:blogger.com,1999:blog-7659704530332866009.post-37229142991006990592020-02-08T21:20:00.001-08:002020-02-08T21:20:02.140-08:00Business HR is not HR- HRD is a lot more<iframe allowfullscreen="" frameborder="0" height="344" src="https://www.youtube.com/embed/IGgzP50nmQg" width="459"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-29399727294617304502019-08-15T01:04:00.001-07:002019-08-15T01:04:00.529-07:00CSR, ISR and Genuine Philanthropy<iframe allowfullscreen="" frameborder="0" height="344" src="https://www.youtube.com/embed/ra6FiNNehSw" width="459"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-71534576778174236532019-04-06T00:34:00.001-07:002019-04-06T00:34:43.167-07:00What Did you Learn Today?<iframe allowfullscreen="" frameborder="0" height="344" src="https://www.youtube.com/embed/zyiIZGPLAnQ" width="459"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-87408070497188534092019-03-09T16:39:00.001-08:002019-03-09T16:39:05.219-08:00OD In schools: Illustrative Case study<iframe allowfullscreen="" frameborder="0" height="344" src="https://www.youtube.com/embed/-ZO3hsq2gPA" width="459"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-31724167380545866022019-03-06T23:57:00.001-08:002019-03-06T23:57:33.748-08:00Evolution of HRD: Contributions of T. V. Rao<iframe allowfullscreen="" frameborder="0" height="344" src="https://www.youtube.com/embed/Q3ENY9RThhE" width="459"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-18401998340552468422019-01-30T22:52:00.001-08:002019-01-30T22:52:33.984-08:00Psycho-social Maturity part 2<iframe allowfullscreen="" frameborder="0" height="344" src="https://www.youtube.com/embed/Fta5aWMjXJk" width="459"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-14172238944545993212018-12-16T23:39:00.001-08:002018-12-16T23:39:10.931-08:00International Conference on HRD in MSMEs by AHRD and EDI Ahmedabad<iframe allowfullscreen="" frameborder="0" height="344" src="https://www.youtube.com/embed/sKT3BArQGPA" width="459"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-86183127062014588792018-11-28T23:04:00.001-08:002018-11-28T23:04:02.737-08:00How Effective Behavioral Scientist are you? Contributions of BS Part 5<iframe allowfullscreen="" frameborder="0" height="344" src="https://www.youtube.com/embed/SLuMPBf8OFs" width="459"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-17228793403871492072018-11-24T03:01:00.001-08:002018-11-24T03:01:28.605-08:00Contributions of Indian Behavioral Sciences Part 4<iframe allowfullscreen="" frameborder="0" height="344" src="https://www.youtube.com/embed/D_ZszzETpSI" width="459"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-2023761159313220562018-11-21T23:03:00.001-08:002018-11-21T23:03:35.862-08:00Confrontation in OCTAPACE<iframe allowfullscreen="" frameborder="0" height="344" src="https://www.youtube.com/embed/YL0EY9tTm3I" width="459"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-74500566346681632422018-11-21T23:01:00.001-08:002018-11-21T23:01:22.812-08:00Contributions of Indian Behavioral Scientists Part 2<iframe allowfullscreen="" frameborder="0" height="344" src="https://www.youtube.com/embed/rdXDZ9L25oc" width="459"></iframe>Prof. T. V. 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Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-85613298821700606342018-02-21T23:26:00.001-08:002018-02-21T23:26:50.000-08:00Dangers of Forced Distribution in Performance Appraisals<iframe allowfullscreen="" frameborder="0" height="344" src="https://www.youtube.com/embed/X05B-VrR_70" width="459"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0tag:blogger.com,1999:blog-7659704530332866009.post-63057151646714118342017-10-24T00:16:00.001-07:002017-10-24T00:16:55.266-07:00360 Degree Feedback FAQs answered by Dr. T. V. Rao<iframe allowfullscreen="" frameborder="0" height="344" src="https://www.youtube.com/embed/IJd01Zy3DaU" width="459"></iframe>Prof. T. V. Raohttp://www.blogger.com/profile/05854671965311100644noreply@blogger.com0