HRD Climate and HRD Culture

HRD Climate and HRD Culture Introduction
If we need to find a way to develop employees in order to become effective contributors to the goals of an organisation, we need to have a clear view of what an effective contribution look like. The use of personal capacities can be very helpful in describing the way in which an effective employee should operate and behave. What finally makes an employee effective is a combination of personality, natural capabilities, developed skills, experience and learning. The process of enhancing an employees present and future effectiveness is called development. HRD Climate HRD climate is an integral part of general organisational climate. Organisational climate is the summary perception which people have about an organisation. It is the global expression of what an organisation is. Organisational climate is the manifestation of the attitudes of organisational members towards the organisation itself. An organisation to tend to attract and keep people who fit its climate, so that its patterns are perpetuated at least to some extent. HRD climate is a set of characteristics referred in the descriptions employees make of the policies, practices and conditions which exist in the work environment. HRD climate is a relatively enduring quality of the internal environment that is experienced by its members influences their behaviour and can be described in the terms of the values of a particular set of characteristics of organisation.
Components of HRD climate

The organisational climate consists of: Organisational Structure. Organisational culture- Patterns of beliefs, knowledge, attitudes and customs that exist within an organisation. HR Processes- From recruitment to retirement whole process should be according to employees expectation and ability of employees.
To facilitate HRD, an optimal level of development climate is essential. Some of the characteristics of such climate are: A tendency at all levels and especially the top management to treat people as the most important resource. A perception that developing the competencies in the employees is the job of every manager or supervisor. Faith in the capability of people to change and acquire new competencies at any stage of life. A tendency to be open in communications. A tendency to encourage risk-taking. A tendency to help employees recognise their strengths and weaknesses. A general climate of trust. A tendency on the part of employees to be generally helpful to one another and collaborate. Team spirit. A tendency to discourage favourism and bias. Supportive personnel or HR policies. Development oriented appraisals, training, reward system, job- rotation, career planning and potential appraisal. Organisations differ in the extent to which they have these tendencies. Some organisations may have some tendencies, some others may have only a few of these and a few may have most of these. It is possible to work out the profile of an organisation on the basis of these tendencies.
HRD Culture The selection of relevant dimensions of HRD in an organisation would depend upon the requirements of the organisation for developing its human resources. In the fast changing environment, the organisations have to develop and maintain an enabling culture become dynamic and growth oriented. The purpose of HRD is to facilitate development of such a culture in the organisation. An enabling culture is one where employees use their initiative, risk, experiment, innovate and make things happen. HRD culture is characterised by openness, confrontation, trust, autonomy, proaction, authenticity and collaboration which are represented by the term OCTAPACE consisting of first letter of each characteristics. They are in detail as follows:OpennessEmployees feel free to express their ideas & the organisation is willing to take risks and experiment with new ideas and new ways of doing things. The degree of openness of the organisation is the important factor in determining the nature of various dimensions of HRD being designed. Confrontation ( A bold challenge)Employees face the problems and work jointly with others concerned to find its solution. They face the issues squarely without hiding them or avoiding them for fear of hurting each other. TrustA minimum level of trust may be deemed necessary for the introduction of the performance appraisal system and other elements of HRD. Employees, departments and groups trust each other and can be relied (trust) upon to do whatever they say they will.
AuthenticityAuthenticity is the value underlying trust. It s the willingness of a person to acknowledge the feelings he/ she has, and accept himself/ herself as others who relate to him/ her as persons. Pro-activity (Actively thinking in advance)Employees are action- oriented, willing to take initiative and show a high degree of proactivity. They anticipate issues and act or respond to the needs of the future. AutonomyIt is the willingness to use power without fear, and helping others to do the same. Employees have some freedom to act independently within the boundaries imposed by their role/ job. CollaborationIt involves the working together and using anothers strength for a common cause. Individuals, instead of solving their problems by themselves, share their concerns with another and prepare strategies, workout plans of action, and implement them together. ExperimentingExperimenting as a value emphasizes the importance given to innovation and trying out new ways of dealing with problems in the organisation. Organisational climate is the human environment within which an organisations employees do their work. It is, therefore, essential to democratise the organisational systems for successful decision- making. In other words, introduction of a group decision making process must be copied with supportive and congenial organisational climate.

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HRD Climate and HRD Culture Introduction

Components of HRD climate

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