Slide 1

HRD The Indian sagaThe Pioneers Prof.Udai Pareek & Prof. T.V.Rao.

The contextReview exercise of performance appraisal system for Larson & Toubro in 1974.

The outcome

A new integrated system called Human resource development was developed for the first time in India.Chronology of events thereafter1976 Establishment of HRD dept in SBI and its associates.

1978 Establishment of HRD dept. in Bharat Earth Movers, Bangalore

1979 First HRD workshop was conducted at IIM Ahmedabad to spread the message of HRD.

1980 onwards Several workshops were conducted to develop HRD facilitators both at IIM A, and Indian Society for Applied behavioural sciences. Wherein IIM A concentrated on the conceptual part and ISABS on the experimentation part.

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Contd1983 L&T started HRD chair professorship at XLRI Jamshedpur and Prof.T.V.Rao moved to XLRI to develop a Centre for HRD there.

1985 National HRD Network was conceptualized and conceived at a National seminar conducted by Center for HRD,XLRI Jamshedpur and dept of HRD L&T.

1990 NHRDN gave birth to Academy of HRD at Ahmadabad.HRD approaches practised in India Man-centered approach Reciprocal approach Selective approachMan-centered approach Mostly found in family managed organisations. Development of people is the primary responsibility for the management. Promoting trust, open communication, inter-personal relationship and employee welfare gets priority. management employee relationship is generally informal. Visibility of the leader. Autonomy to the decision makers.Reciprocal approach HRD is the most important asset for improving and sustaining organisational performance. Job redesign, counseling, job rotation, training. Growth of the organisation becomes an integral part of HRD. Individuals are encouraged to realise their needs for learning and development and organisation works towards the fulfillment of such needs. Individual aspirations are mapped in line with the organisational goal.Selective approach Also termed as succession planning. Involves identifying promising employees and preparing them for leadership positions and roles. The process includes assignments, placement in select positions and training. Identifying promising persons becomes a very critical aspect of this approach. Apply to senior and middle management and not for the entire employee base.

The way ahead Eliminating the skill gap. Competing with global economies. Meeting life long individual learning. facilitating organisational learning.Early birds of HRD in India Larson & Toubro State Bank of India Bank of Baroda Voltas Indian Oil Corporation Steel Authority of India Limited.I believe that more organizations are now concerned with HRD than they were a few years ago. I think the difficulty is in translating the concept of HRD into a concrete plan of action. We need in-depth studies and a great deal of experimentation to evolve an appropriate strategy for action.

Dr. Ishwar Dayal (Ex-professor of OB at IIMA,IIMC and ex-Director of IIM Lucknow)