ROLE OF HRD IN PUBLIC SECTOR

(ROLE OF HRD IN PUBLIC SECTOR)PROJECT ON HUMAN RESOURCE DEVELOPMENTSUBMITTED TO:DR. GAGANDEEPSUBMITTED BY:JYOTSNA GUPTAM.COM 3RD SEMESTER

INTRODUCTIONIn simple terms, HRD is concerned with the development of the human resource function in an organization. The term Human Resource development involves mainly two terms: Human resource and Development.-Human resource which consists of the total knowledge, creative abilities, skills, talents and aptitudes of an organization's work force, as well as the values, benefits, and benefits of an individual involved in the organization.

-Development on the other hand involves enhancement of the skills and abilities of the employee in the present job as well as making him capable of doing so in the future assignments too.

IMPORTANCE OF HRDGrowth of organization: It is associated with the development of its workforce.Development of work culture: Improving the efficiency of employees, better communication, development of mutual cooperation and creativity of all the members.Developing potentialities: HRD manager focuses on enabling people to self-actualize through a systematic approach leading to development of their talents.Growth of employees: Helps employees to know their strengths and weaknesses and enable them to improve their performance.

MAJOR HRD MECHANISMS OR TOOLS

PERFORMANCE APPRAISALIt is used as a mechanism to understand the difficulties/weaknesses of the subordinates and help/encourage them remove all these and realize these. Other objective is to identify their strengths and weaknesses of the subordinates too and to provide them a positive environment and them to understand their positive attitudes.

CAREER PLANNINGIn HRD, corporate strategies and business expansion plans should not be kept secret. Long term plans of the organization should be made transparent to the employees. Most individuals want to know their career growth and other possibilities. Hence the managers should transform the organization plans to the employees, thus making way for the employees to plan their growth possibilities accordingly.

TRAININGThe training is directly linked with career growth and appraisal of the employees as such. Employees are given on the job training as well as off the job training.

POTENTIAL APPRAISAL AND DEVELOPMENTThe capabilities should be developed within the employees to grow/perform new goals & responsibilities by themselves continuously. A dynamic and growing organization needs to continuously review its structure and systems, creating new roles and assigning new responsibilities.

REWARDSRewarding employees is a significant part of HRD. By this, the organization in motivating & recognizing the employee talents as such. It also helps in communicating the values of the organization also.

EMPLOYEE WELFAREHRD systems focus on employee welfare and quality of work life by continually examining employee needs and meeting them to the extent possible.

ORGANISATION DEVELOPMENTA continuous effort is maintained to maintain the development of the organization as a whole. This may be mainly through research methods and all, where in possible development in specific areas may be reviewed and corrective action may be taken.

FEEDBACK AND PERFORMANCE COACHINGThis is the responsibility of the supervisors to continuously monitor the employee performance and review and provide necessary suggestions to improve them.

ISSUES IN PUBLIC SECTORInadequate training and inappropriate selection of government employeesPoor working environment for health workersPoor moral and lack of involvement of workers in the management decision making processIrrelevant job description of employeesEmployees turnoverInadequate evaluation of the skills and level of performance of workersPoor work ethic amongst public sector employees

HUMAN RESOURCES ARE DESIGNED TO MANAGE THE FOLLOWINGEmployee benefitsEmployee health careCompensationAnnual, sick and personal leaveSick banksDisciplineRecords(tax information, personnel files, etc.)Recruitment and employee retention strategies

HRD in Public Sector Undertakings

Currently a few of the PSUs at crossroads in spite of some innovative practices a few of them are attempting.Have become short term target driven than long term intellectual capital focused.Implementation suffered due to frequent changes in top leadership. Instead of figuring out and working on implementation issues most PSUs and their managers are busy in shopping spree to introducing systems without understanding the implications and changing systems along with the consultants as their top management changes.

The Trend Which is meant to set Direction for the Future by Pointing Out The Areas Where The PSUs Lacks:-

HR in PSUs in 70s and 80s

PSUs attracted highly competent people in the past. It used to be a prestigious thing for most engineering graduates from leading educational institutions like: NTPC, BHEL, BEL, HMT, HAL and the like in 70s and 80s. Thus the PSUs attracted talented engineers and other graduates. They also instituted good HRD systems which were path breaking. Like, HMT was the first to start a dedicated Organization Development deptt in early 70s. SBI and its associates were the first to start the HRD functions under the guidance of Dr. Udai Pareek and appointed a full-fledged HR deptt to design and implement HRD systems to promote continuous development of employees.The HRD Managers of the Associate Banks used to meet periodically to share their progress. OD work was undertaken systematically to survey the organizational climate in these banks.

SBI itself appointed a highest level functionary to look after HRD.In the late 70s Bharat Earth Movers appointed the author as advisor in general managers' capacity to design and develop HRD systems and also to train internal talent to manage HRD.Indian Oil Corporation used to conduct regular survey of HRD Climate in early 80s and was first to bring out a Role Directory internally SAIL revamped the Performance Appraisal and various other systems with the help of IIMA.HPCL was first to think of Communications as a strategy of HRD and examine all its policies form the angle of communications in mid-80s, IIM helped it in doing the same.

Thus HRD in PSUs in seventies and eighties can be characterized as path breaking, with highly committed HRD facilitators who devoted their time and energies to design and lead HR. This era can be characterized as HR Leadership era in seventies and eighties

Fall of HR- NinetiesWith liberalization the bench marks started changing. The HR departments had to largely perform the painful role of downsizing and VRS schemes in many organizations. Organizations were under tremendous pressure to perform.This perhaps was the time when HR Managers could have come more alive and thought of innovative HR practices for developing current manpower, modernizing their technical and other skills, conduct change management programs and develop new era of leadership. Unfortunately they were caught unaware. Combined with this was pressure on organizational performance, upgrading the quality of products, cost reduction exercises etc.

The HR people largely concentrated on downsizing or right sizing the organizations. Unfortunately this also happened to be the time when many private sector and MNCs grabbed competent people from PSUs. Many PSUs like the SAIL, NTPC, IOC etc. lost a lot of its talent to private sector and MNCs. The HRD managers of PSUs helplessly watched this talent migration. Their focus on performance management and OD interventions also dwindled.However in all fairness it must be said that a few of them struggled and did their best to keep their talent management practices intact. As the PSU chiefs were pre-occupied with debates on privatization or disinvestment they remained the HR got pre-occupied with downsizing and right sizing and VRS

HRD suffered quite bit in this period and its credibility got into the bottom. A few innovations started in those years to promote change went un-noticed or talked about. For example SBI under the guidance of the then Banking Secretary Dr. Y. V. Reddy introduced Assessment Centre Approach in the top level promotions.In this approach the departmental Promotions at top level got replaced by a full day testing and interactions by a group on internal and external experts who sued multiple techniques of assessment. IOC started its Petroleum Management Institute. RBI itself has appointed a HRD Advisor to change its HRD systems.

Rise of HR in 2000+Competencies are being recognized the PSUs have come to terms with the reality. They also face the stark reality that they have to be content with existing systems and staff.Given the difficulties in compensation changes there is a recognition that PSUs cannot come to compete with MNCs in their race for salaries. They however recognize that their CTC (employee Cost to Company) as they projected are under-estimates of what they really give to their employees.When their investments on infrastructure like residential facilities, hospitals, schools, town ships, other benefits in organizations like SAIL, BHEL, BEML, ITI, LIC, BEL, HAL, Nationalized Banks are taken into account the CTC may be considered as large though not comparable with the MNCs and private sector.

This recognition coupled with the reforms in PSUs relentlessly though somewhat unsuccessfully being pursued by the Government has put pressure on the new HR Manager in the PSUs to perform. Today almost all PSUs have Director level positions for HR. They are expected to manage talent. Many of the PSUs have begun to meet this challenge in the last ten years by initiating appropriate interventionsNTPC has profiled the competency requirements of its General managers and EDs in early part of this century and started the concept of assessment centres. They have been running the same for the last seven to eight years.

ONGC has also started Assessment and development Centers for their Asset and basin managers and have trained a number of their Directors as assessors with h the help of the author.SAIL has revisited their performance appraisal system and has redesigned the new system incorporating 360 Degree Feedback and Assessment centers for appraising the potential of their managers.HAL has been running Leadership development programs with the help of IIMs and other consultants.BEL has been using 360 degree Feedback and Change Management interventions to train their Managers with the help of MDI, COD and TVRLS

Bharat petroleum has been conducting a number of change management initiatives by developing internal change agents and facilitators of change. HPCL is extensively using competency mapping and ADCs for talent recognition programs. BPCL has even facilitated a nationwide study of the competencies required for the New CEOs in private and public sectors. Thus a number of good practices are going on at present.The recently released directive from the Department of Public Enterprises appealing to all PSUs to revamp their PMS and make it more robust and transparent especially in view of the introduction of the performance based incentive or pay system is laudable and may give rise to some innovations and more accountability

Conclusion

The analysis has assisted in creating a path forward in the design and development of the HRD strategy. Not all ideas proposed could be embodied in the strategy. Notwithstanding, those ideas that are identified in this section constitute the key areas of focus and the initiatives which could potentially make a substantial difference in the structure and practice of HRD in the Public sector.

CASE STUDYHUMAN RESOURCE DEVELOPMENT PRACTICES IN PUBLIC SECTOR MILK PROCESSING ORGANIZATIONS IN WESTERN MAHARASHTRA

ABSTRACTHRD practices in public sector milk processing organizations in western Maharashtra are very weak. It needs to be strengthened by implementing on scientific line. The recommended HRD model would give better results to public sector milk processing organizations in strengthening the HRD practices.

INTRODUCTIONPublic sector milk processing organizations have an excellent infrastructure setup, well equipped plant, modern machineries and employing huge workforce but these are few in number as compared to private and cooperative sector milk processing organizations in the said area.These organizations are mainly for bringing out thorough development of the milk sector, speed up milk industrialization uniquely at different geographical areas and energize other sectors milk processing organizations.These organizations are playing vital role in creating healthy competition in the market however if it is eliminated from the market, there will be no control over the private and cooperative sector units resulting in exploitation of the society at large.

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METHODOLOGY ADOPTEDIn Pune and Nasik region of Western Maharashtra, among the registered organizations in public sector, 7 milk-processing organizations are actually functioning. Out of these, 6 organizations were incorporated in the sample of the present study- three each from Pune and Nasik region- by adopting following criteria as: equal number of organizations from both the region, only one organization from the district, well reputed organization, permission for research, organization with 5 years of registration, more than 30 employees, daily milk collection minimum of 5,000 lit and plant handling capacity minimum of 20,000 lit/day.The total number of workforce in these organizations was 1652; out of these 461 belonged to management staff and 1191 belonged to employees category. As it was quite difficult to conduct the survey for all the workforce, 30% of both the category i.e. 138 management respondents and 357 employee respondents, in total 495 respondent workforce, were selected for the present study by adopting proportionate convenience sampling technique to accomplish objectives of the study: 1. To examine HRD practices being followed in selected milk processing organizations under study and 2. To suggest remedial measures in order to enhance the quality of HRD practices.

Researcher collected primary data through survey method, discussions and interviews, non-participatory observation method and secondary data through documentary research method and unstructured interviews to justify the set hypothesis: 1. HRD has no role in the success of milk processing organizations. 2. HRD practices in public sector milk processing organizations in Western Maharashtra are strong.The geographical scope of the study covers the entire division of Western Maharashtra, the topical scope covers the evaluation of the on-going HRD practices, the analytical scope covers the fulfillment of the set objectives and the functional scope is confined to offering meaningful recommendations for improving the HRD practices of the organizations. However, the interview schedules used for collecting the primary data were neither designed to ascertain the respondents biases nor to gauge the influence of these biases on the intensity of their responses. Again, the study has included urban and rural areas of Pune and Nasik region the spatio-temporal perceptions of individual employees differ widely and have accordingly influences their responses.

HRD practices in public sector milk processing organizationsAs most of the HRD practices are at a very poor level in the Public sector; it is a terrific worrying situation and policy maker/ Government should initiate immediate drastic HRD interventions to prevent the situation from deteriorating further. Researcher has put forward the Raj - Shankar model of HRD for each of the 21 HRD activities practiced in public sector milk processing organizations .The abstract from the model is noted as: 1. Government /policy maker should bring out a sea change in the existing HRD policies 2. Appoint professionally sound people in the top level management as well as consult with professional organizations 3. Create separate HRM department, appoint HRM/ HRD manager preferably candidate with MBA HR. 4. Provide liberty to HR manager to evaluate existing HRD policies and redesign it, if necessary, with the active support of top management. 5. Widely make aware of all the HRD activities to the workforce. 6. Encourage workforces comments, criticisms and involvement 7. Made available every help and support to them 8. Continuously evaluate and follow-up.

CONCLUSIONOverall, HRD practices in public sector milk processing organizations in Western Maharashtra are judged on the basis of theoretical presentation and the analysis of the empirical data. Accordingly, it is concluded that in milk processing organizations in Western Maharashtra HRD practices are very weak and need to be strengthen in order to sustain in todays global competition.