Each of the subsystems described above contribute to the achievement of overall HRD goals. Performance appraisals help individuals to develop their current role capabilities. Potential appraisal focuses on identifying the employee’s likely future roles within the organizations. Training helps employees to improve his job, knowledge and skills. It enables an employee to do his current job more efficiently and prepare himself for a higher level job. It bridges the gap between job requirements and employee skills knowledge and behavior. Feedback and performance coaching helps the development of the individual as well as interpersonal relationships. Organization Development aims at developing team’s spirit and self renewing skills. Welfare amenities, rewards and incentives improve the quality of life of employees and make the workplace a stimulating one for employees. The contributions of these HRD subsystems to various development dimensions are shown in the table below:
Contribution of HRD Subsystem to Development Dimension:
2) Individuals in the present role.
3) Individual in regard to likely future roles.
4) Dyadic relationships
5) Teams & teamwork
6) Collaboration among different units / teams
7) Self renewing capability and health of organization
HRD Subsystems mechanism:
1) Feedback and coaching performance
2) Performance appraisal
3) Potential appraisals and development
4) Feedback and performance coaching
5) Organization development
6) Performance appraisal
3) Performance appraisal
4) Organizational development
Potential Appraisal and Development:
1) Feedback and performance coaching
2) Team rewards
The HRD mechanisms described above should not be viewed in isolation. They are designed to work together in integrated systems, although they may cast in an organization that does not have an overall HRD plan. The collective benefits of integrating mechanisms may not accrue to an organization, when these are viewed in isolation. Each subsystem is inter linked to other subsystems and offer rich benefits to an organization when they are well integrated.
Principles in Designing HRD systems:
In order to realize the benefits of integrated HRD systems, top management must invariably observe certain principles which are catalogued below:
Management support: HRD requires consistent support from managers working at various levels. They must formulate the HRD policies keeping organizational requirements in mind and implement these whole wholeheartedly.
Focus of the HRD systems: The system must be designed keeping various contextual factors such as size, technology, skill levels, support for function in mind. It must focus on developing human resources at various level (problem solving capabilities leading to increased employee productivity) and commitment. It must take the organization forward by anticipating changes and preparing people for future challenges. It must be properly integrated with other long range functions such as corporate planning, budgeting etc. Line managers must be actively involved in all the above steps.
Structure of the HRD systems:
These system must have a distinct identity of their own headed by a senior managers taking care of the implementing process. The HR department created for this purpose must have proper linkages with outside systems as well as internal subsystems. The system must be reviewed periodically so as to find out the progress and effectiveness of the programs.
Functioning of the Systems: the system must provide for appropriate feedback from various departments at regular intervals. It is better to quantify the various aspects of HRD and arrange for storage of data in computers. Internal experts and external consultants could be judiciously used to offer training to various departments / persons. Various aspects of HRD, should be introduced in a gradual way, after a thorough review of the organization’s size, its needs and level of sophistication. Each stage should be planned carefully, with subsequent phases built one over the other.