HRD Interventions

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by ABHINAV SRIVASTAVA9 views·Updated Oct 15, 2020
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  1. So let's start a child E interventions.
  2. First, you will see the introduction off human resource development
  3. interventions here.
  4. In this diagram, we can see that theory, plus practical
  5. challenges, gives a child interventions any intervention designed to enhance
  6. the capabilities off employees and contribute tau.
  7. Overall organizational growth can be called as a child e
  8. intervention. There are a number of ways in which HRT
  9. tools, instruments and interventions can be designed to develop human
  10. capabilities. So now we can see the model the systematic
  11. HRT model.
  12. First, we have toe identify the child he needs, then
  13. plan and design a charging interventions.
  14. Implement that a child interventions and at the last, evaluate
  15. a child outcomes.
  16. Here. In this diagram, we can see that it's a
  17. contrary image.
  18. Assess and evaluate existing a charity practices, management and employees
  19. feedback, then design and refine policy and processes, culture and
  20. engagement. Then engage and implement performance management system training and
  21. development, employee engagement, culture and collaboration.
  22. So now we move the top interventions which affects the
  23. our way often organization first twenties competency mapping exercise map
  24. the competences for the entire organization used participative process use
  25. facilitator to initiate the exercise this intervention needs specialist in
  26. behavioral sciences a certain the qualification off the facilitator.
  27. The facilitator should have skills in identifying knowledge, attitudes, skills
  28. and knowledge of competences mapping techniques.
  29. The competency mapping by itself is a participative process.
  30. When map and the competencies are used for organization wide
  31. intervention, it becomes an OD intervention, competency, mapping and designing.
  32. Competency based a charge system is one off the most.
  33. Are we giving interventions if taken toe logical end by
  34. virtue off its linkage with other child system.
  35. It is a whole system involving exercise.
  36. It starts from the top.
  37. Top management should know the purpose and importance off competency
  38. mapping. This would be involved in setting the vision and
  39. strategic plan.
  40. Use behavioral science specialist and knowledge unless educationists train did
  41. cap competency mapping are used, it may be hijacked into
  42. other directions.
  43. You sequential process Competency mapping should start with diagnosis What
  44. is lacking because off like off roll directly rule clarity,
  45. teamwork, capability shortage, succession planning What is the right diagnosis
  46. can help use participative approach Developed internal resource, so use
  47. multiple interventions Workshop seminar interview task forces etcetera conducted for
  48. all levels demonstrate how it leads toa organizational effectiveness and
  49. change. Link it with all other system recruitment.
  50. Induction PMS, et cetera.
  51. No second one is Leadership Development Programs Leadership Development Program.
  52. A number of organization used leadership development in house Based
  53. on the 3 60 degree feedback.
  54. The usual design is to start with a competency framework
  55. and develop leadership and managerial effectiveness tools.
  56. This tool is used to get individual assessment made for
  57. the top level and senior level and middle level executive
  58. executives. 3 60 degree feedback profiles are prepared based on
  59. the assessment off juniors, seniors, internal and external customers off
  60. the candidate.
  61. Along with self assessment, the assessment are summarized and graphically
  62. presented. Toe.
  63. Help the candidate get an insight into his or her
  64. own behavior and leadership competencies.
  65. The profiles are given to the candidate individually and perhaps
  66. in a vulture for for the candidate are then assisted
  67. to prepare extent bombs and make commitment to change the
  68. level wise Cody, GM vice presidents etcetera or the group
  69. vice feedback are shared and developed activities undertaken by the
  70. Child Department.
  71. Next one is assessment center, or we can see that
  72. assessment development centers, a disease, a disease, have begun as
  73. potential assessment tools over a period of time, they have
  74. acquired the potential as competency building tools.
  75. They are being used for identifying high flyers, succession planning
  76. and promotion tools.
  77. Though they are tools with limited purpose, they can be
  78. used for larger purpose, including culture change.
  79. However, when they are used for larger purpose, they should
  80. be used in culture building tools.
  81. Creating a competency culture, high performance culture, leadership culture are
  82. some of the higher goals.
  83. However, they should be supplemented with other interventions like climate
  84. survey succession planning the limitations off a disease as predictive
  85. tools should be explained.
  86. Organization like a B G Aditya Birla Group in Private
  87. Sector in NTPC SPCL in public sector used.
  88. These interventions make the mystic off frequently changing consultant.
  89. Mostly, they bring consultant from specific interventions and as a
  90. result, synergies energized effect is lost.
  91. Some consultants are also shy off getting into long term
  92. contract to bring change.
  93. Short term interventions have bean remuneration possibilities for consultant, but
  94. may have a limited impact.
  95. Now remove the last one performance appraisal intervention we have
  96. read about PMS in the performance appraisal.
  97. P. M.
  98. S is a great change tool.
  99. However, most organization treat it merely as a system to
  100. manage people or as a human resource management system, then
  101. as a change management system.
  102. The potential of this tool has bean grossly under estimated
  103. and attention paid to this, and investment made on this
  104. are extremely small.
  105. The most important investment it requires is a managerial type.
  106. Even this time is a mere 1% to 5% off
  107. each manager's time in a year.
  108. To plan, reveal, revive and developed the performance, competencies and
  109. culture off individual died teams and the organization as a
  110. whole understand it potential off performance management system.
  111. Examine the multiple objectives off PMS and choose the objective
  112. data manager able in a short span and in the
  113. long run, use a participative approach.
  114. Get top management commitment.
  115. Helped them to experience how it helps them focus their
  116. plan time and maximize their impact.
  117. PMS. Facilitators should be knowledgeable in behavioral sciences.
  118. Depression should be process sensitive.
  119. No gold settings identified.
  120. Key performance areas.
  121. Difference between cape and cape eyes force, field analysis, coaching
  122. biases and ratings.
  123. The intervention may include education program training, Internal resource person
  124. AH good PMS can create called a new culture off
  125. transparency, integrity and promote octopi is we'll lose.
  126. Mentioned earlier in the last lecture.
  127. The intervention should be system driven and should involve the
  128. whole system.
  129. So this is all about the HIV interventions.