Types of HR Leaders

Types of HR Leaders

T V Rao

I have earlier offered a classification of leaders as: 
1. Talk leaders (those who can articulate and talk well about HR and what needs to be done, what is wrong etc.), 
2. Thought leaders (who think ahead of others have vision for the function and department) and Walk leaders (those who are good in action); and 
3. Integrated leaders (those who think, talk and practice what they preach).

Another classification is as follows:

1. Positional Leaders: Those HR leaders who are designated as leaders by virtue of being called as Directors of HR or CHROs or Presidents of HR.
2. HR CEOs: Those HR Managers who have become Chairman, MDs and CEOs of companies or other organizations and took charge of independent business units or SBUs are in this category;
3. HR Entrepreneurs: Those who have established their own firms and have made mark in the filed as consultants and have independent existence and are doing well providing employment to others. Entrepreneurial leaders.
4. Impact making Humane Leaders: Those who established themselves as humane and impact making human beings are this kind of leaders. These are the people who care for others always try to do good and helpful and are always remembered
5. Networked Leaders: These are leaders who established themselves as well networked, media favorites and can be found in all social media
6. Professional Leaders: These are recognized leaders in the profession and head various professional bodies as presidents and other office bearers.
7. Award winning leaders: These are leaders who keep getting awards and citations quite frequently.
8. HR Academics: Those who excel in teaching and research and are happy serving academic Institutions (Business Manager: A magazine published a special issue on them)  
9. Please add any more...

Father of HRD

Father of HRD

The other day a friend of mine who is one of the Global Top Management Gurus from USA sent me a mail requesting me to vote for him to be nominated once again among the top 10 management gurus. I did that promptly as I know the wonderful work he has been doing. I always felt Indians don’t always respect their fellow Indians and it is my duty to take time to vote for him. In India we have no such system though some agencies have started recently. However, we are good at giving our own titles. It satisfied both the giver and the receiver. I must confess that some times like any one else I also enjoy these title though feel embarrassed at other times. The best title I have and no one can take away from me is "Professor". 

I don’t know who gave me the "Father of HRD" this title. It started almost 15 years ago. In one of the Conferences of SCMHRD, I was introduced as Father of HRD and Mr. T. N. Seshan who was on the dais got irritated and immediately said, " who says T V Rao or any one is Father of HRD? You have not read anything of Indian Vedas. Vyasa is the real Father of HRD".

Ten years ago most of the time when Dr. Pareek and I were present in seminars and conferences, he was called the Father of HRD and a few years later he became the Grand father and I the Father. Some referred to Udai as Bhishma Pitanmaha of HRD.

In India the best way to pull some one down is to give him a title. I know of many Padma awardees who are constantly pulled down because they become more visible. Someone did give me this title and some how it got in to Wikipedia. I had no heart to refuse the title for some time as it is nice to be acknowledged that way. It is true that for 50 years I have lived, talked, walked and breathed HRD. I got what I deserved- a lot of satisfaction of doing good work and enough respect and money to live a decent retired life. These were not my objectives of hard work in HRD. I believed it and what we preached and tried my best to practice. Whatever I got, I owe to IIMA and many others from whom I learnt a lot, and not HRD. At IIMA I was not professor of HRD but a Professor of Organizational Behaviour and also for some years Public Systems.  I am not even a member of HRM area. Whenever I taught course like HRD audit, Intellectual capital, Performance management etc. they were all offered by OB areas. In fact I remember still a piece of advice given by Udai asking me to spend more of my time in OB than getting so involved in HRD. He used to say that OB is larger than HRD. I don’t know if he changed his opinion in later part of his life as we never discussed it again. It is a mere matter of classification. In fact I am one of the two professors (the other was Prof. Sasi Misra) that opposed separating PMIR area from OB in 1975 by the Director of IIMA (Prof. Paul). I always believed in having them together as a part of the same OB or BS.

I certainly contributed and spent all 50 years of my life in HRD and for HRD. I proposed a center in IIMA. It did not work out. XLRI gave me that scope and appointed me as L&T Professor. Then we started National HRD Network and the Academy of HRD and popularized it. I don’t know what title I deserve to be given but the titles don’t matter because they are the best ways to create jealousy and pull one down.

Frankly speaking who is Father of HRD?

Certainly not me.  I have 3 children and none of them is named as HRD.

I was called some times as HRD Rao and National HRD Network used to be called TV (Rao) Network. Those were in eighties and nineties. Now HRD has so much grown to have any single father. It has many fathers: Fr. Abraham who is real Father as priest and is addressed as father and spent a lot of his time. Fr, E H McGrath is even greater. So there are clearly two Fathers of HRD. Jesuits will say many more. Like Seshan Indian Swamijis can identify many more.

Any HRD Manager who made a difference through HRD can be considered as father of HRD in that context.  A company can have a father, a city can have a father and any one can. It is contextual. Thus there are many Fathers of HRD. All those who have done a great Job in NHRDN or AHRD and pursued HRD as a philosophy and nurtured and have fathered it in their own contexts can be called Fathers of HRD. 

Lastly, why call someone Father of HRD. How about Mother? I think mothering HRD is a lot more creditable than fathering HRD. May be we should have a more appropriate title “Mother of HRD”. Mothers are a lot more nurturing than fathers and I think what many of us have done is mothering HRD than fathering HRD.

Be your own Father or Mother of HRD. Mother your own HRD or Father your own HRD. Best wishes!!!!

HR audit & 360 Feedback 2

A Peep into the History of Huan Resources Development in India

A PEEP INTO THE HISTORY OF HRD IN INDIA

 T V Rao

October 22, 1974 Larsen & Toubro writes to Udai Pareek of Indian Institute of Management Ahmedabad to review the performance appraisal system and suggest to make it more effective. Udai Pareek and T. V. Rao interview about 40 officers (GMMs, JGMs, DGMs, Managers, Covenanted Officers and Supervisors) from L&T and review the system. On the basis of their review Pareek and Rao suggest the introduction of an Integrated Human Resources Development system to include Performance appraisal, Potential appraisal, Career Planning and Development, Feedback and counselling, training and Organization Development. To quote their report "We recommend that Performance appraisal, Potential Appraisal, Feedback and counselling, Career Development and Career Planning and Training and Development get distinct attention as unique parts of an integrated system which we call the Human resources Development System". (Nowhere in international literature was the term Human Resources Development System known to have been used till then. Later we discovered that Len Nadler around this time used the term in an ASTD conference to mean Training and Education)

Pareek and Rao's report further stated "This system may either be treated as a sub-system under the Personnel (Human Resources) function or may be developed as a separate function, with strong linkages with the Personnel (Human Resources) system.... While we recommend the development of an integrated HRD System in L&T, we would like to point out that a lot of work, effort, and commitment would be required for this purpose. Introduction of a truncated system may defeat the purpose for which the system to be installed." It was Udai Pareek who introduced the term Human Resources as senior consultant of the project.

The report was presented to the Board in the presence of Holk Larsen. N M Desai, Mr. Larsen and the Board accepted the report in toto and decided to implement it. An implementation Task force was formed in L&T with Mr. Govind Advani as Convener of the HRD Implementation Task Force. Dr. D F Pereira was appointed as D G M, HRD and the new department was created with Mr. S R Subramniam as Vice-president Personnel and OD.  In October 1975 after taking a decision to implement HRD system, N M Desai requested Pareek and Rao team to look into the other components of HR system. In their report submitted in 1977 Pareek and Rao outlined the other components and HR system and also outlined 14 principles underlying the system. These principles lift up the HR function to new heights and gave it a higher role in managing the entire organization set up including mechanism of structuring, integration of the business, differentiation, and self renewal.

It was around this time Udai Pareek while addressing the top management of State Bank of India at Hyderabad Staff College introduced to them the concept of HRD. After listening to Udai Pareek the top management of SBI decided to introduce the HRD systems and also start a HRD Department in SBI. The Associates of SBI stole the March and appointed HRD Managers in their Banks and a year later SBI appointed Mr. Shanmugam as a CGM to head the HRD Department. In 1977 T. V. Rao along with Udai Pareek conducted a series of programs to training HRD Managers of Associate banks of SBI on the HRD concepts in a program titled as Managing Motivation for Development by IIMA. 

In 1978 Udai Pareek and SK Bhattacharya recommended the establishment of a HRD Department in Bharat Earth Movers Limited Bangalore (BEML). BEML invited Prof. T V Rao from IIMA to join and head the HR Department. Dr. Rao joined BEML as advisor in General Manager's capacity to establish the HRD function and agreed to stay for a year and train up the subsequent team. In the same year using his s experiences at BEML, Rao and Pareek held a seminar at IIMA on the new HR function. This is the first national workshop to disseminate the HRD concepts. The various chapters written for this workshop formed the subsequent book by Pareek and Rao (Designing and Managing HR systems published by Oxford & IBH see for latter version of this book). Anil Khandelwal was one of the participants in this workshop besides Mr. Shanmugam from SBI. 

 In 1981 T V Rao wrote an article on "HRD Old wine in a new Bottle explaining the concept and origins of HRD in India (see: http://iimahd.ernet.in/faculty-and-research/research-and-publication/working-papers.html&page=198&rnp_id=wp00447)

In 1983 I was invited to join XLRI as L&T Professor of HRD. I agreed to join provided that XLRI agrees to set up a center for HRD and also conduct an annual seminar on HRD as a part of the Chair. Fr. Romuald D'Souza agreed with my suggestion. Fr. E Abraham registered for his Ph. D. to work with me at Gujarat University as a candidate through IIMA. I went to start the Center and the center was inaugurated by N M Desai along with S R Subramaniam and D F Pereira in February 1984. We mobilised some funds and organizations like IOC, State Bank of Patiala become members of the Centre. 

In 1984 Ravi Matthai died and I felt I had to get back to IIMA to continue the work started by Ravi. I was very disappointed with the way HRD is taking shape. T&D people renamed themselves as HRD and personnel departments began to re-title themselves as HR Departments without understanding the philosophy of HRD as envisaged by us. I can't let this go on. We organised a national seminar on HRD as a part of the L&T Chair. Dr Pereira facilitated this. Udai Pareek was in Indonesia working with Rolf Lynton and helping the Ministry of Health on a HTRD project. 

I used the seminar as an opportunity to sow the seeds of starting a professional body to continue the work I started at XLRI. I was aware that the Centre for HRD would not continue the way we envisaged as Fr. Abraham was moving to Ahmedabd to complete his Ph. D. The only way is to have a body and IIMA already refused my suggestion to start a HRD centre (and also Entrepreneurship center) earlier as a part of the Committee for Future Directions (headed by Dr. Rangarajan). IIMA's argument was that if every faculty specializing in an area wants to start a centre there will be too many centres and IIMA can't contain. Years after this IIMA started an incubation centre. 

On the last day of the seminar at Mumbai on March 2nd, 1985 I proposed that we continue to learn from each other independent of XLRI, IIMA and L&T. The concept of an association was floated and learning Frome each other was initiated in the last sessions. Rajen suggested the concept of Network and we decided to alter call ourselves National HRD Network. I returned back to IIMA end of March 1985 and Fr. Abraham joined me back to complete his Ph. D. The Centre for HRD used to run from St. Xavier's Loyola School and Fr. Abraham used to steer it and we both together toured round the country next two years relentlessly and made sure that the chapter conceptualized in 1984 became active. Thanks to IIMA,  I was asked to review the PGP and subsequently Chair it. It helped me to travel to Chennai, Hyderabad, Bangalore, Delhi, and Mumbai. Consultancy with SAIL helped me to travel to other places. Khandelwal, KK Verma, Rajen Gupta supported from Ahmedabad and Baroda and Chandrasekhar and PVR Murthy from Chennai. L&T and PVR played a significant role to facilitate my travel to Chennai. We floated programs using the name of the Centre for HRD and promoting NHRDN. Finally with the help of Mr. K K Nair of AMA we registered NHRDN at Ahmedabad in 1986 as a trust and Society. Abraham and I were the first members. For almost two years between 1985 and early 1987 we had no membership fee and enrolled anyone interested. We used to print 2,000 newsletters from CHRD and mail it free. We mobilized sponsorship for each issue from organizations I was consulting. State Bank of Patiala, Sundaram Clayton, MMTC, HPCL, L&T and a number of organizations used to sponsor and we mail the newsletter free. The registration address given was wing No 14 IIMA (where my office was located). We announced the first conference in Chennai and Chandrashekar of L&T ECC facilitated it. KK Verma, Anil, Fr Abraham and T V Rao formed the committee to mobilise papers and publish them to be handed over for the conference. We started the conference with a CEO conclave on the first day. Economic Times brought out a special edition of the paper for the conference. I talked to the editor Manu Shroff who was a former colleague at IIMA and got him to do two special editions for the conference. Media were very helpful. The first conference held in 1987 was big hit. Over 200 delegates attended including several CEOs, and Civil servants from Gujarat and other places attended. M R R Nair who attended the conference showed a lot of interest. We spotted him as the next President and he readily agreed to Chair the next Conference at Delhi and subsequently to become the President. 

It is during his President-ship, we organised a Mission-Vision workshop. It is in this workshop the idea of an Institute to promote the objectives of NHRDN was conceptualized as we realised that the NHRDN can’t achieve its objectives as a professional body. The Academy of HRD was born. It was also decided to make a separately registered Institution to promote research. The secret behind the decision was the delay in accounts being submitted by various chapters creating issues in NHRDN’s governance. We did not want AHRD to be blocked by the difficulties faced by NHRDN. Also we needed to mobilize funds for the Institution which was possible only when it was registered as a separate body. 

Human Resources Development in India: Origins

HRD in India: A Factual Update

October 22, 1974 Larsen & Toubro writes to Udai Pareek of Indian Institute of Management Ahmedabad to review the performance appraisal system and suggest it make it more effective. Udai Pareek and T. V. Rao interview about 40 officers (GMMs, JGMs, DGMs, Managers, Covenanted Officers and Supervisors) from L&T and review the system. On the basis of their review Pareek and Rao suggest the introduction of an Integrated Human Resources Development system to include Performance appraisal, Potential appraisal, Career Planning and Development, Feedback and counselling, training and Organization Development. To quote their report "We recommend that Performance appraisal, Potential Appraisal, Feedback and counselling, Career Development and Career Planning and Training and Development get distinct attention as unique parts of an integrated system which we call the Human resources Development System". (Nowhere in international literature was the term Human Resources Development System known to have been used till then. Later we discovered that Len Nadler around this time sued the term in an ASTD conference to mean Training and Education)

Pareek and Rao's report further stated "This system may either be treated as a sub-system under the Personnel (Human Resources) function or may be developed as a separate function, with strong linkages with the Personnel (Human Resources) system.... While we recommend the development of an integrated HRD System in L&T, we would like to point out that a lot of work, effort, and commitment would be required for this purpose. Introduction of a truncated system may defeat the purpose for which the system to be installed." It was Udai Pareek who introduced the term Human Resources as senior consultant of the project.

The report was presented to the Board in the presence of Holk Larsen. N M Desai, Mr. Larsen and the Board accepted the report in toto and decided to implement it. An implementation Task force was formed in L&T with Mr. Govind Advani as Convenor of the HRD Implementation Task Force. Dr. D F Pereira was appointed as D G M, HRD and the new department was created with Mr. S R Subramniam as Vice-president Personnel and OD.  In October 1975 after taking a decision to implement HRD system, N M Desai requested Pareek and Rao team to look into the other components of HR system. In their report submitted in 1977 Pareek and Rao outlined the other components and HR system and also outlined 14 principles underlying the system. These principles lift up the HR function to new heights and gave it a higher role in managing the entire organization set up including mechanism of structuring, integration of the business, differentiation, and self renewal.

It was around this time Udai Pareek while addressing the top management of State Bank of India at Hyderabad Staff College introduced to them the concept of HRD. After listening to Udai Pareek the top management of SBI decided to introduce the HRD systems and also start a HRD Department in SBI. The Associates of SBI stole the March and appointed HRD Managers in their Banks and a year later SBI appointed Mr. Shanmugam as a CGM to head the HRD Department. In 1977 T. V. Rao along with Udai Pareek conducted a series of programs to training HRD Managers of Associate banks of SBI on the HRD concepts in a program titled as Managing Motivation for Development by IIMA. 

In 1978 Udai Pareek and SK Bhattacharya recommended the establishment of a HRD Department in Bharat Earth Movers Limited Bangalore (BEML). BEML invited Prof. T V Rao from IIMA to join and head the HR Department. Dr. Rao joined BEML as advisor in General manager's capacity to establish the HRD function and agreed to stay for a year and train up the subsequent team. In the same year using his s experiences at BEML Rao and Pareek held a seminar at IIMA on the new HR function. This is the first national workshop to disseminate the HRD concepts. The various chapters written for a subsequent book by Pareek and Rao (Designing and Managing HR systems published by Oxford & IBH see for latter version of this book).

 In 1981 T V Rao wrote an article on "HRD Old wine in a new Bottle explaining the concept and origins of HRD in India (see: http://iimahd.ernet.in/faculty-and-research/research-and-publication/working-papers.html&page=198&rnp_id=wp00447)

In 1983 I was invited to join XLRI as L&T Professor of HRD. I agreed to join provided that XLRI agrees to set up a centre for HRD and also conduct an annual seminar on HRD as a part of the Chair. Fr. Romuald D'Souza agreed with my suggestion. Fr. E Abraham registered for is Ph. D. to work with me for Gujarat University as a candidate through IIMA. I went to start the Centre and the centre was inaugurated by N M Desai along with S R Subramaniam and D F Pereira in February 1984. We mobilised some funds and organizations like IOC, State Bank of Patiala become members of the Centre. 

In 1984 Ravi Matthai died and I felt I had to get back to IIMA to continue the work started by Ravi. I was very disappointed with the way HRD is taking shape. T&D people renamed themselves as HRD and personnel departments began to re-title themselves as HR Departments without understanding the philosophy of HRD as envisaged by us. I can't let this go on. We organised a national seminar on HRD as a part of the L&T Chair. Dr Pereira facilitated this. Udai Pareek was in Indonesia working with Rolf Lynton and helping the Ministry of Health on a HTRD project. 

I used the seminar as an opportunity to sow the seeds of starting a professional body to continue the work I started at XLRI. I was aware that the Centre for HRD would not continue the way we envisaged as Fr. Abraham was moving to Ahmedabd to complete his Ph. D. The only way is to have a body as IIMA already refused my suggestion to start a HRD centre (an also Entrepreneurship centre) earlier as a part of the Committee for Future Directions (headed by Dr. Rangarajan). IIMA's argument was that if every faculty specialising in an area wants to start a centre there will be too many centres and IIMA can't contain. Years after this IIMA started an incubation centre. 

On the last day of the seminar at Mumbai on March 2nd, 1985 I proposed that we continue to learn from each other independent of XLTI, IIMA and L&T. The concept of an association was floated and learning Frome each other was initiated in the last sessions. Rajen suggested the concept of Network and we decided to alter call ourselves National HRD Network. I returned back to IIMA end of March 1985 and Fr. Abraham joined me back to complete his Ph. D. The Centre for HRD sued to run from St. Xavier's Loyola Scholl and Fr. Abraham used to steer it and we both together toured round the country next two years relentlessly and made sure that the chapter conceptualised in 1984 became active. Thanks to IIMA I was asked to review the PGP and subsequently Chair it. It helped me to travel to Chennai, Hyderabad, Bangalore, Delhi, and Mumbai. Consultancy with SAIL helped me to travel to other places. Khandelwal, KK Verma, Rajen Gupta supported from Ahmedabad and Baroda and Chandrasekhar and PVR Murthy from Chennai. L&T and PVR played a significant role to facilitate my travel to Chennai. We floated programs using the name of the Centre for HRD and promoting NHRDN. Finally with the help of Mr. K K Nair of AMA we registered NHRDN at Ahmedabad in 1986 as a trust and Society. Abraham and I were the first members. For almost two years between 1985 and early 1987 we had no membership fee and enrolled anyone interested. We used to print 200 newsletters from CHRD and mail it free. We mobilised sponsorship for each issue from organizations I was consulting. State Bank of Patiala, Sundram Clayton, MMTC, HPCL, L&T and a number of organizations sued to sponsor and we mail the newsletter free. The registration address given was wing No 14 IIMA (where my office was located). We announced the first conference in Chennai and Chandrashekar of L&T ECC facilitated it. KK Verma, Anil, Fr Abraham and T V Rao formed the committee to mobilise papers and publish them to be handed over for the conference. We started the conference with a CEO conclave on the first day. Economic Times brought out a special edition of the paper for the conference. I talked to the editor Manu Shroff who was a former colleague at IIMA and got him to do two special editions for the conference. Media were very helpful. The first conference held in 1987 was big hit. Over 200 delegates attended including several CEOs, and Civil servants from Gujarat and other places attended. M R R Nair who attended the conference showed a lot of interest. We spotted him as the next President and he readily agreed to Chair the next Conference at Delhi and subsequently to become the President. 

It is during his President-ship, we organised a Mission-Vision workshop. It is in this workshop the idea of an Institute to promote the objectives of NHRDN was conceptualised as we realised that the NHRDN can’t achieve its objectives as a professional body. The Academy of HRD was born. It was also decided to make a separately registered Institution to promote research. The secret behind the decision was the delay in accounts being submitted by various chapters creating issues in NHRDN’s governance. We did not want AHRD to be blocked by the difficulties faced by NHRDN. Also we needed to mobilise funds for the Institution which was possible only when it was registered as a separate body. Udai Pareek became President of NHRDN in 1991. By this time the standards of NHRDN conferences, objectives and the culture was well set. AHRD started a diploma program and graduated in its first program itself around 120 candidates.  Even Indira gandhi Open University made films from NHRDN and AHRD inputs and widely sued in their programs. MS 22 course of IGNOU was entirely written by NHRDN and AHRD teams.

LETTER TO CEO/CHRO

Letter to the CEO/from the recently published book: HRD Audit by T. V. Rao, avaialble from Sage Publications (http://www.sagepub.in/books/Book244195)

Dear CEO/CHRO:

Research and experience from several countries including India have demonstrated beyond doubt that good HR practices can go a long way in increasing organizational effectiveness, operational efficiency, profits, stake holder value, customer service, quality,  intellectual capital, and many more variables of  significance. Though the relationship is not simple and is being investigated evidence is clear that intermediate variables like employee commitment, motivation and engagement etc.  get directly affected by good HR practices. 

Working in these areas over the last two decades we have been able to demonstrate that a systematic evaluation of HRD systems (including how well they are structured, communicated and implemented etc.) will help streamline HR practices and develop new ones. Our work also indicates that to make this happen what is needed is competent HR Department with competent staff, positive attitudes of line managers and workmen  to learn and top management who have an empowering and developmental style to create the right culture in their organization. Research also has shown the importance of organizational culture  and values in influencing the employee productivity and firm output.

By now there are well tested out and established HRD principles and practices. However, not all corporations are getting the best form this knowledge and making effort to enhance their HR practice. HRD Audit is a means of assessing how  mature are the current HRD systems. It also aims assessing  the extent to which they  are building continuously capabilities of HR staff, line managers, workmen and top management to facilitate and mange good HRD that results in stake holder value, intellectual capital  and even achieving profits and productivity. 

There is nothing to be afraid of HRD Audit. “Audit”  is a term that is being used  to create a base for renewal and enhance internal efficiency and effectiveness of HR practices. In recent times we have come cross HR professionals themselves being hesitant to get their HRD audited for fear of criticism. Without assessment  we don’t know where we stand and without knowing where we stand and then undertaking development activities improvements are unlikely. HRD audit is not a criticism of the past, or of individuals or the HR departments. It aims at finding opportunities and gaps for creating an enabling future and strengthens systems and capabilities of the corporation.

CEOs and CHROs should get their HRD audited as explained in this book (above). Such audit could be carried out by well trained internal facilitators. Internal audit of HR once in three to five years can go a long way in building sustainable corporations that do well in this competitive world.

I hope you will read at least the first chapter of this book to see how HR practices influence organizational outcomes and impact. If convinced you will use internal teams and train them to be internal auditors to do the audit for your corporation.

 T. V. Rao 

Quotes from the Foreword to this book by Dave Ulrich

....Traditionally, “human resources” is a function mired in administrative processes, focused on building systems that police employees and restrain managers.   Increasingly, human resources (HR) deliver value to employees (more productive), customers (more quality products and services with reduced costs), and investors (more financial success including share price) through delivering talent, leadership, and capability through innovative, integrated, and aligned HR practices.

If HR professionals are to deliver more value, they must learn how to define their outcomes (talent, leadership, and capability) much more clearly.  They must then have the capacity to align their HR investments to those outcomes.  They then must transform their HR department and themselves as HR professionals to deliver this value.  Failing to transform HR to value adding HR, will result in the outcomes like the ones mentioned earlier.

This HRD Audit book offers the discipline that business leaders require to deliver on their goals and ensures that HR professionals will know how to deliver more value. This book presents a comprehensive approach to evaluate how well your HRD function and interventions are contributing to business goals through talent, leadership, and capabilities.  This book presents a variety of methodologies of evaluating HRD and its impact using observation, questionnaires, interviews, workshops and examination of records etc.

CEOs, Line Managers and all corporate employees and particularly all professional HR Managers will find these ideas extremely useful tools for delivering business results and upgrading HR function as well as  the HR professionals. 

The book offers specific insights and tools for how to turn business aspirations into human capital goals (talent, leadership, and capability), then how to transform the HR department, HR practices, and HR professionals to make this happen.  

Internship at TVRLS to Prepare HRD Missionaries

Internship at TVRLS, Ahmedabad

Internship at TVRLS is meant for HR Students or Management students desirous to specialise in HR to equip them with some of the competencies (knowledge, attitudes, skills, values, motives and the self-concept) required to be a HRD Missionary. HRD Missionary is defined in the book with the same title by Prof. T. V. Rao. The HRD Missionary is one who will work as a Human Resources Development Facilitator for self and others. By this it is meant that the candidate is expected to work in roles or undertake activities that facilitate competency building, commitment building and culture building (3 Cs of HRD) in the target groups he/she works with (individuals, dyads, teams and organizations or agencies or even communities).

The Internship helps the person to explore and learn or acquire the tools, techniques and processes required for the 3 Cs of HRD. The tools and processes of HRD on which TVRLS has been doing large amount of work include the following:

• Competency mapping
• Induction and On-boarding including Integration and Assimilation
• Performance Management including Performance planning, performance analysis, review and development
• Coaching and mentoring
• Training and other  L & D activities
• Organization Development & Institution Building
• Development centres
• 360 Degree Feedback
• Leadership Development Interventions
• Organizational Climate, Organizational Health, ESS, Commitment and Happiness etc. surveys
• Other tools and processes that may be discovered from time to time.

What TVRLS Offers:

This is a service TVRLS is providing for facilitating the development of HRD Missionaries. This is not a job. TVRLS has a body of knowledge in terms of the following:

• Books and manuals written by Prof. Rao and his team at TVRLS in the last few years on the above mentioned topics including those published by the National HRD Network and Academy of HRD with which Prof. Rao is associated.(These are available in TVRLS library and also commercially from the respective publishers)
• Reports and other documents generated through various interventions by TVRLS (these are available for consultation only)
• Guidance and Mentoring on Research Projects and short projects to be undertaken by the candidate
• Guidance and mentoring for writing and HR Knowledge and skills through Social media like Face book, Linked in, Blogs and other forms
• Office space for self study, learning and discussions and scope for office management, program management, or Consultancy management. By participating and providing administrative assistance to TVRLS team of consultants and consultancy services where possible.

Participation in projects undertaken by TVRLS team at the time of the candidate as an intern where possible. There are a few limited projects and it depends on the timing. TVRLS intends to undertake certificate programs on distance education mode or e-learning mode. The candidate may get an opportunity to design, announce, enrol, market, coordinate, mange and attend such certificate programs. The certificate programs are planned on some of the above mentioned themes.

Certification at the end of the Internship highlighting the work done by the candidate. And stating the work done and examinations passed.

Activities and Learning Experiences likely to be undertaken by the Intern:

Compulsory:

• Reading of select books by TVRLS and others and presenting reviews to the group or writing summaries in social media or blogs. Each Intern is expected to read one book a week and write summaries or initiates Linked in discussions or writes blogs critically reviewing the concepts and initiating discussion and dialogue. The candidate is also expected to generate his/her own audience.
• Contribution to Perfect Professional: each candidate should write at  least one article of publishable quality in Perfect Professionals
• Design, participate and conduct with the help of TVRLS team at least one certificate program on one of the above themes.
• Undertake at least one research or documentation project and complete the same during this/her tenure.
• Maintain a daily diary of activities, summarise and write a critical report using the Concepts mentioned in “Hurconomics” (book by T V Rao)  justifying the use of his talent and time during the Internship period
• Optional/Supplementary
• Participation in terms of assisting in any of the projects by TVRLS team as and when required
• Office Administration as and when required
• Professional Assistance to TVRLS tem as and when required or an opportunity arises
• Possible projects for experience gaining. A large number of these involve working on Internet. A few may require field visits.
• Assessment of Development needs of young HR professionals as reflected in Yahoo groups another HR groups
• Analysis of HR issues as reflected in HR Magazines, Linked in, Face book and other social Media
• Marketing of Certificate programs
• Preparing a Directory of HR professionals
• Creating a consortium of HR & OD Consultants
• Preparing and updating mailing lists of line managers
• Designing and Conducting on-line information
• Documentation and critical analysis of HR & OD consultancy service offered in India and abroad
• Assessing the HR Needs of organizations
• Designing HR manuals for Small and Medium enterprises
• Studying the HR needs of SMEs.
• Surveying the competency gaps of small scale entrepreneurs
• Documenting the impact of 360 degree feedback on select candidates
• Preparing case studies of Managers who went through 360 Feedback (see the book 100 Managers in action)
• Surveying literature on any of the themes mentioned above (ADCs, 360 DF, Commitment surveys, OD etc.) and preparing status studies
• Administering Psychometric tests and developing the new ones

These are illustrative.  The candidate as well as TVRLS may come up with more.

Summer Internship for Second Year PGD or MBA students:

· We offer summer internship for students. The project work for the interns will involve some of the activities and learning experiences mentioned above.

· Candidates will be selected on the basis of an entrance test mentioned below.

· Selected candidates will get an opportunity to coordinate for one certificate program. They would have to understand the workshop content in detail, identify ways to market the program, read books or TVRLS material with regards to that workshop.

· They will participate in the workshop that they coordinated for, as this will also give them the opportunity to obtain the certification and get conceptual knowledge/ practical understanding through TVRLS consultants.

· Those interns doing an exceptional job may be absorbed as the intern into the HRD Missionary modules or as management trainee in TVRLS (Based on the requirements of TVRLS)

Location and Stay:

The Intern will be located at Ahmedabad and will work from TVRLS Office at Ahmedabad. The intern will be required to meet her own travel and living expenses. TVRLS is generating some Fellowships from interested individuals and corporations to pay these fellowships. It intends to pay a stipend of Rs. 10,000 per month for candidates who are found to be sincere learners and show progress at the end of the first two months.   At present TVRLS is offering five Fellowships for those who have completed their MBA?

The candidate will be required to make his/her stay arrangements at Ahmedabad. 

Selection Process:

Interested candidates need to send their résumé with their photograph giving complete details of address (current and and permanent), qualifications, cell number, contact persons addresses, references of professors, marks, grades, extracurricular activities etc. details and give a write up of a page not exceeding 20 lines stating the reasons for interest in Internship and details of personal career ambitions and values. Those screened on the basis of their bio-data and will be required to undergo and pass an on-line test conducted by TVRLS.  The test will assess the conceptual clarity of the candidate based on the book “HRD Missionary” or “Designing and Managing HR systems” by Pareek and Rao.

Write to:

tvrao@tvrao.com

Visit our web site: www.tvrls.com before applying.

Read the book “HRD Missionary” by T. V. Rao before applying to understand the concepts.   The book is available through on-line subscription to: www.tvrls.coms

Address for Correspondence of TVRLS:

TVRLS, 603 Parshwa Building, SG Highway, Bodakdev, Ahmedabad 380 015. (Tel: 91-79-26872718, 26870312)