The precise organizational plan for an HRD department depends on the type and of the organization in which it is located. Here, we are giving hypothetical examples of organizational structure of three different organizations to appreciate the functioning of HRD departments in different organizations.
Structure of HRD system in organizations was briefly discussed in the introductory part of this chapter, duly illustrating an integrated HRD structure and HRD as a separate functional identity in an organization. Here we will discuss the basic principles while structuring HRD Department of an organization.
Needless to mention that the structure of HRD Department differs from organization to organization, for the differences in size, nature of activity, philosophy and attitude. However, following principles are usually followed in every organization, while it goes for structuring the HRD Department.
- Developing an identity of HRD, which may or may not encompass other personnel functions
- Establishing credibility for the HRD function, which is possible by entrusting the responsibility for HRD at a higher level in an organizational hierarchy
- Balancing integration and differentiation. Differentiation can be ensured by not diluting the HRD functions with traditional personnel management and industrial relations function, which is possible by entrusting the functional responsibilities to different department heads as illustrated in Chart 3. Similarly, integration can be achieved by diffusion of HRD functions with other major corporate functions like, marketing, production (as explained earlier) and line functions, as inputs from these areas can enrich the functioning of HRD department, structure of which has been illustrated in Chart 2
- Likewise, while structuring an HRD Department of an organization, it should be ensured that it has linkages with external systems and internal systems, i.e., HRD Department should represent various task groups, ad hoc committees, etc.
- Finally, structure of HRD Department should be developed so that it can sustain a monitoring mechanism
Basic principles governing the functioning of HRD system in an organization have been made clear by the American Society for Training and Development (ASTD), while describing different roles of HRD Managers. However, basic essence of functioning principles of HRD systems can be listed as follows:
(a) HRD systems should develop a strong feedback and reinforcing mechanism.
(b) The system should balance qualitative (subjective) and quantitative (objective) decisions.
(c) The system should balance the requirement of internal and external expertise.
(d) The system should be introduced in a phased manner.
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