HRD Missionary: Publications of T. V. Rao

Publications of T. V. Rao: Books by Talam Venkateswara Rao (T. V. Rao) Books by Dr. T. V. Rao 1.         HRD, OD and Institution Building: Essays in Memory of ...

Publications of T. V. Rao

Books by Talam Venkateswara Rao (T. V. Rao)

Books by Dr. T. V. Rao

1.       HRD, OD and Institution Building: Essays in Memory of Udai Pareek. New Delhi: Sage Response Books, 2016 Edited jointly with Dr. Anil K Khandelwal

2.       Effective People: New Delhi: Random House, 2015

3.       Performance Management: Towards Organizational Excellence: New Delhi: Sage Response Books, 2016

4.       HRD Audit: Evaluating the Human resources Function for Business Improvements, 2^nd edition, New Delhi: Sage -Response Books, 2014

5.       Organization Development: Accelerating Learning and Transformation: New Delhi: Sage: Response Books, 2011 (S. Ramnarayan & T V Rao

6.       The Power of 360 Degree Feedback: Developing Leadership the India Way: 2^nd edition, jointly with Dr. Raju Rao, New Delhi: Sage- Response Books, 2014

7.       100 Managers in Action: New Delhi: Tata McGraw-hill, 2012 (with Charu Sharma)

8.       Entrepreneurship: A South Asian Perspective by D. F. Kuratko and T. V. Rao: New Delhi: Cengage Learning, 2012

9.       Nurturing Excellence: Indian Institute of Management, New Delhi: Macmillan, (Co-authored with Vijaya Sherry Chand, 2011)

10.    Managers who Make a Difference: New Delhi: IIMA Book Series, 2010 Random House. (Second edition 2016 with added chapters)

11.    Life after 360 Degree Feedback and Assessment and Development Centres; Editors T. V. Rao, Nandini Chawla and S. Ramnarayan): New Delhi: Excel Books, 2010.

12.    HR Best Practices; New Delhi: Steel Authority of India (jointly with Nisha Nair, Neharika Vohra, and Atul Srivastava), 2009.

13.    HRD Score Card 2500; New Delhi: Sage, Response Books, 2008

14.    Hurconomics; New Delhi: Oxford & IBH, 2008 Republished by Pearson Education: New Delhi, 2011..

15. The Power of 360 Degree Feedback; (Jointly with Mr. Raju Rao), New Delhi: Response Books, Sage, 2005. (Won Two awards as best Management book of the Year: DMA and ISTD)

16. The Future of HRD; New Delhi: Macmillan India, 2003

17.    HRD in Asia: First Asian Research Conference on HRD; (jointly with Ramnarayan, Udai Pareek, AAhad Usman Gani) Academy of HRD, New Delhi: Oxford and IBH, 2003.

18.    HRD Audit; New Delhi, Response Books, Sage Publications, 1999

19. Institutionalization of Innovations in Education; Ahmedabad: Swiss Agency for Development Cooperation & TVRLS, 1999  (With Jaya Indiresan and M G Jomon)

20. Changing Teacher Behaviour through Feedback; Hyderabad: ICFAI, 2006, (With Udai Pareek)

21. Training for Education Managers; New Delhi: Macmillan, 2005 (With Udai Pareek)

22. 360 Degree Feedback and Assessment & Development Centers; (edited by T V Rao and Nandini Chawla) New Delhi: Excel Publications, 2005

23. Performance Planning and Review Manuals; Ahmedabad: TVRLS, 2005

24. HR @ Heart of Business; (edited by TV Rao, A Gangopadhyay, RSS Mani), New Delhi: Excel Publications, 2002.

25. Performance Management and Appraisal Systems; New Delhi: Response Books, 2004

26. 360 Degree Feedback and Performance Management Systems; (Editors T V Rao, Gopal Mahapatra, Raju Rao and Nandini Chawla) Volume 2, Excel Publications: New Delhi 2002.

27. 360 degree Feedback and Performance Management systems Volume 1; (Editors: T V Rao and Raju Rao), Excel Publications: New Delhi, 2000.

28. Organizational Renewal in NGOs: Experiences and Cases; (Co-author with Uma Jain), Hyderabad: Academy of HRD, 1996

29. Organization Development: Interventions and Strategies; (Co edited with S Ramnaryan and Kuldeep Singh), New Delhi: 1998, New Delhi: Response Books

30.    Pioneering Human Resources Development: The L&T System; Ahmedabad, Academy of HRD, 1998 (Co-author)

31.    Redesigning Performance Appraisal System; 1996, Tata McGraw Hill, New Delhi

32.    Human Resources Development: Experiences, Interventions Strategies; 1996, Sage Publications, New Delhi

33.    Performance Appraisal and Review: Trainers Manual, Operating Manual and Skills Workbook; Learning Systems, New Delhi, 1978

34.    Designing and Managing Human Resources Systems; Oxford & IBH Publications, New Delhi, 1981, 1991, 2003 (Co-author) (This book has won ESCORTS award as best management book in 1982)

35.    Performance Appraisal: Theory and Practice; AIMA-Vikas Management Series, New Delhi, 1984 (Also translated into Bhasha Indonesia by PPM, Jakarta).

36.    Recent Experiences in Human Resources Development; Oxford and IBH, New Delhi (edited by T.V. Rao and D.F. Pereira)

37.    Alternative Approaches and Strategies of HRD; (edited by T.V. Rao, K.K. Verma, E. Abraham and A. Khandelwal), Rawat Publications, Jaipur, 1987

38.    Excellence Through Human Resource Development; (editors M.R.R. Nair and T.V. Rao), New Delhi, Tata McGraw Hill, 1990

39.    Designing Entrepreneurial Skills Development Programmes; London, Commonwealth Secretariat, 1990 (co-author)

40.    The HRD Missionary; New Delhi, Oxford and IBH, 1990 (Second edition: 2009 TVRLS)

41.    Readings in HRD; New Delhi, Oxford and IBH, 1991

42.    Career Planning and Promotion Policies;  Ahmedabad, Academy of HRD, 1982 (co-author)

43.    Appraising & Developing Managerial Performance; AHRD Publication, 1996, reprinted at New Delhi: Excel Books, 1999

44.    Institution Building in Education and Research: From Stagnation to Self-Renewal; (Eds. R.J. Matthai, Udai Pareek and T.V. Rao), All Indian Management Association, New Delhi, 1977.

45.    Adult Education for Social Change; Manohar Publications, New Delhi, 1980 (co-author)

46.    Handbook for Trainers in Educational Management with special reference to Asia and Pacific; UNESCO, Bangkok (Co-author) 1981

47.    Management Processes in Universities; New Delhi: Oxford & IBH (PSG Monograph 1, Indian Institute of Management, Ahmedabad 1978, co-author with R.J. Matthai and Udai Pareek)

48.    Behavioural Sciences Research in Family Planning; Tata McGraw Hill, New Delhi, 1974 (co-author)

49.    Doctors in Making; Sahitya Mudranalaya, Ahmedabad, 1976

50.    Managing Family Planning Clinics; Asian and Pacific Development Administration Centre, Kaula Lumpur, Malaysia, 1977 (co-author)

51.    Change Agents in Family Welfare: An Action Research in Organized Industry; Academic Book Centre, Ahmedabad, 1978 (co-author with Pramod Verma)

52.    Developing Entrepreneurship: A Handbook for Policy Makers, Entrepreneurs, Trainers and Development Personnel; Learning Systems, New Delhi, 1978 (co-author)

53.    Identification and selection of Entrepreneurs; (Eds. T.V. Rao and T.K. Moulik), Indian Institute of Management, Ahmedabad, 1979

54.    Developing Motivation Through Experiencing; Oxford and IBH Publications, 1982 (co-author with Udai Pareek)

55.    Entrepreneurial Skill Development Programmes in Fifteen Commonwealth Countries: An Overview; Commonwealth Secretariat, London, 1991

56.    Handbook of Psychological and Instruments; Samasthi Publications, Baroda, 1974 (co-author)

57.    Stewart Maturity Scale: Indian Adaptation; Manasayan, New Delhi, 1976

58.    Sales Styles Diagnosis Exercises; Learning Systems, New Delhi, 1976

59.    Behaviour Processes in Organizations; Oxford and IBH Publications, New Delhi, 1981 (Co-author with Udai Pareek and D M Pestonjee)

60.    Measuring and Managing Organizational Climate; Ahmadabad: Academy of HRD, 1996 (With Dalpat Sarupriya and Dr. Sethumadhavan)

61. Selected Readings in HRD; New Delhi: Tata McGraw Hill, 1998 ( with Singh, Kuldeep & Nair, Baburaj)

62. HRD Philosophies and Concepts: The Indian Perspective; Ahmedabad: Academy of HRD, 1994 (with  Abraham, E & Nair, Baburaj V. Eds.)

63. HRD in the New economic Environment; New Delhi: Tata McGraw Hill, 1994 (co-edited with Silveira, D. M., Srivastava, C. M. and Vidyasagar, Rajesh)

64. Competency Mapping Education Kit (4 Volumes), Ahmedabad: TVRLS, 2005. 

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.