Human Resource
Development had remained a neglected area in Pakistan
both in Public & Private Sectors. Present Government is taking some
positive steps in this field. Business success in Pakistan
is measured in terms of profitability & tangible assets of a business.
This
paradigm has now shifted to Quality of Human Resource. It is the quality of
Human Resource that will determine chances of success or failure in business.
Human Resource Development means investing in your people, training them for
their best performance in their present job and developing them for their
future roles.
As competition is becoming more intense, the quality of Human
Resource is becoming increasingly important. Companies are forced to develop
human resources for their economic survival. Nations develop human resources
for economic prosperity. Individuals develop themselves for better
employability & progress.
Importance of HR Development for HVACR:
HVACR is
a very technical industry, which need a fully trained & developed
workforce. It is, therefore, of utmost importance to develop the skills base
& intellectual capital the organization requires as well as ensuring that
the right quality of people are available to meet present & future needs.
Technological innovations require training for affected employees.
Competitive
pressures are also changing the ways organizations operate and the skills that
their employees need. HVACR has to take a proactive approach towards the
development of its Human Resource. Total
quality management implementation is as important in the training &
development of HVACR Human Resource as it is for the products of HVACR because
it is not only the gun but the man behind the gun is equally important for
success / victory.
HR Development is concerned with the provision of learning,
development & training opportunities in order to improve individual, team
and organizational performance. Categorization of HR in HVACR Industry for the
purpose of Training & Development
- Labour
a. Skilled labor b. Semi-skilled labor
- Mechanics & Technicians for Installation of
HVACR Equipment
- Engineers for Designing & Supervision
- Staff for Operations & Maintenance
- Sales Force
- Managerial Staff for Administration
HVACR's Strategy For HR Development:
HVACR should develop a
strategy focusing on a learning organization providing an environment in which
employees are geared to learn & develop with appropriate support &
guidance. The HRD Strategy developed by HVACR should address the critical success
factors of the business in the field of product ___ market development,
innovation and cost leadership.
The HRD Strategy should demonstrate the real
link between learning, development and business performance while indicating
how these activities will add value and contribute to the achievement of
competitive advantage. HVACR Industry should focus on six-factor model of
learning organization: 1. Shared Vision
2. Conducive Learning Environment
3. Supportive Culture
4. Empowering Management
5. Motivated Workforce
6. Enhanced Learning
Training & Development of Labor
a. Skilled Labor: Specialization Courses, On the Job Training, Task Force, Lectures / Presentations, Quality Circles, Employee Assistance Program (EAP) /Centers.
b. Semi- Skilled
Labor: On the Job Training, Demonstration, Coaching & Counseling · Apprenticeship Programs, Employee Assistance Program (EAP) /Centers.
Training & Development of Mechanics & Technicians
External Training Courses, Observation & Practice, Special Assignments, Coaching & Counseling, Job Rotation, Junior Management Boards.
Training & development of Engineers
Junior Management Board, Task Forces, Role Playing, Specialization Courses, Management Development Programs, Case Studies, Project /Special Assignments.
Training & Development of Sales Force
Presentations & Workshops, Role Playing, Personality Development Course, Coaching & Counseling by Marketing
Consultants, Market Research Assignments, Brain Storming.
Management Development
Development of managerial staff is the application
of planned efforts to assists in maintaining & improving managers for
effective achievement of organizational goals. Management development begins by
defining goals, assessing management staff's weaknesses & strengths and
developing a long-range plan. Training programs are then established &
implemented and finally they are evaluated for effectiveness. Management
development should produce the desired change in behavior.
Following techniques are
suggested for development of managerial staff in HVACR Industry:
External Courses, In-house Seminars / Workshops, Guided Self Study, Mentors, TaskForce, Management Boards, Assistant to Positions.
Organizational Development for HVACR industry
Organizational
Development is a planned & calculated attempt to change the
beliefs, attitudes and structure of an organization to adapt to new
technologies and market demands in a global competition.
The Organizational
Development Techniques / Approaches for HVACR Industry are the following three:
1. Survey Feedback: Organization members are
interviewed or a questionnaire is circulated to get their views on the
organizational procedures & processes and any change desired by them. 2. Team Building: It
focuses on goal setting, interpersonal relations and role analysis. 3. Third Party Intervention: It involves
hiring the services of Human Resource Development Consultants.
Conclusion:
The real need of
today and the future have changed for developing learned managers to learning
managers. The model manager is a multiplier manager who brings in synergy in the team thus enhancing & multiplying the outcome / productivity. The
learning manager of today stresses participative learning and relates personal
knowledge & skill to the projected tomorrow.
To learn something new,
we have to unlearn certain things that demand a proper attitude towards
learning.
The training &
development programs simply make a person aware of the growth possibilities and
encourage self- help. The urge to acquire knowledge & skill must be strong
within the individual that requires proper motivation.
A positive & proactive retired Major from Pakistan Army. MBA from IBA,Karachi University.Presently, Head of Business Administration Department in Minhaj University, Gulberg Campus, Lahore. Member HR Forums at Lahore, Pakistan.
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