Page 189 - DMGT406_HUMAN_RESOURCE_MANAGEMENT

Human Resource Management

Notes 6. Viewed broadly, the distinction between training for a present job and development for
future ones is blurred.
7. People rarely fudge credentials.

8. Good job candidates can usually be hired fairly quickly because they are so obviously
good.
9. International experience is an automatic ticket to career development in most organisations.

10. Training programmes should not be designed as quick fixes for organisational problems.

11.3 HRD Practices in Indian Organization

It is pertinent to mention that Indian organisations, by and large, have personnel functions
integrated with HRD functions, except for a few who have separate HRD department, exclusively
for HRD functions. Most of the organisations, therefore, merely retitled the designation of their
core personnel people by either calling them Human Resource Manager or Human Resource
Development Manager. Yet there are some organisations, who have isolated their HRD as
training function, entrusting the responsibility to Management Development Officers or
Principals of their Management Development Centres. Public sector giants like Steel Authority
of India Ltd. (SAIL), Indian Oil Corporation (IOC), NTPC, ONGC, Coal India, have set up their
own management development institutions/centres. Departmental undertakings like Indian
Ordinance Factories, Indian Railways also have their separate management development centres.
Many commercial banks, Reserve Bank of India, Regional Rural Banks, Financial Corporation
of India (IFCI), Industrial Credit and Investment Corporation of India (ICICI), insurance
companies like, Life Insurance Corporation of India, General Insurance Corporation of India,
have set up their own staff training colleges for developing their human resources. Similarly
private companies like TISCO, Kirloskar Group, Reliance, Lakshmi Group, Hinduja Group,
Modern Group, Lalbhai Group, have their own management development centres to develop
and train their human resources.
There were days when HRD was interpreted as a highly redundant department! The costs involved
in setting up a HRD unit were said to be relatively high with no tangible benefits in sight
immediately. Employers were not very sure whether the HR philosophy would yield any
concrete gains. In early 1970s the situation was sought to be remedied through the establishment
of HRD units in large organisations. Larsen and Toubro was the first company to design and
implement an integrated HRD system. The first workshop on HRD was held way back in 1979.
The Xavier Labour Relations Institute (XLRI) was the first academic institution to set up a full-
fledged centre for HRD. A National HRD Network was set up in 1985. Looking at the payoffs
from HRD systems, several leading Indian companies have gone ahead in creating separate HR
departments to improve employer-employee relations.
The objectives of HRD can be listed as follows:
1. To develop capabilities of all individuals working in an organisation in relation to their
present role.
2. To develop capabilities of all such individuals in relation to their future role.
3. To develop better interpersonal and employer-employee relationships in an organisation.
4. To develop team spirit.

5. To develop coordination among different units of an organisation.
6. To develop organisational health by continuous renewal of individual capabilities (averting
manpower obsolescence) keeping pace with the technological changes.

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