Introduction to HRD:
‘Dhanesh “ Auto Inc. has been a major global manufacturer of automotive product. In December 2002, Lumax Industries acquired it. Headlight, side indicator and brakelight are among their leading products. One of the challenges that both the former Dhanesh Auto Inc. and the present Lumax Industries have faced is the fact that over half of their employees not regional employees. Lumax Industries executives recognised that there was a need for more company leaders with global expertise, as Lumax Industries then became a publicly traded company in February 2004. They wanted executives with expertise concerning issues in more than one country. They also wanted leaders who could help promote a “Seamless” organization, that is, an organization that had fewer boundaries between functions, business units – and countries.
Dhanesh auto had already established an executive development program that it called the Business Leadership Program (BLP). This program was aimed at developing the top one percent of “promotable” employees. The BLP addressed issues such as global strategy, leadership style and behaviour, culture and organization capabilities. The program used various techniques during the formal training portion, including lectures, discussions, individual projects, case studies, and team building interactions. There was also an “action learning” module, where trainees worked on actual issues that the company was currently facing. Approximately thirty-five people at a time went through the BLP process.
An assessment made by Lumax senior managers was that, in general, Lumax management did not have the level of global competency that was required to manage their increasingly global corporation. In particular, the company’s succession planning process had identified a sufficient gap between the global skills required and those possessed by their top managers. This led them to refocus their Global Leadership Program (GLP). This was also connected to their performance appraisal, professional development, and succession managerial management process.
Questions: If you were part of the leadership development team at Lumax, what type of global issues would you like to see emphasised in the new GLP? What types of training methods do you; think might be appropriate for training top managers and executives? Why? Are there other things that you would include in addition to formal training?
Increasingly more importance is given to “people” in organizations. This is mainly because organizations are realising of all assets. This emphasis can also be partly attributed to the new emerging values of humanism and humanisation. Moreover with the increased emphasis on creativity, and autonomy, which people are increasingly acquiring and enjoying in the society, the expectations of people are fast changing. People cannot be taken for granted any more.
Have you ever:
trained a new employee to do his or her job (either formally or informally)? taught another person how to use a new technology?
attended an orientation session for new employee?
taken part in a training program?
gone through an experiential training experience, such as “rope” course or other outdoor learning experience? completed some type of career planning project or assessment? participated in an organisation-wide change effort
If you said “yes” to any of the above questions, you have been involved in some form of human resource development”. Organisation of all types and sizes, including schools, retail stores, government agneices, restaurants, and manufacturesrs have al least one thing in common: they must employ competent and motivated workers. _________________________________________________________________
The concept of HRD was formally introduced by Leonard Nodler in 1969 in a conference organised by the American Scoiety for Taining and Development. Leonard Nodler defined HRD as,...