HR staff to get accreditation
In a move to professionalise and give accreditation to human resource (HR) professionals, the National Human Resource Development network (NHRD) has signed a memorandum of understanding (MoU) with the CII and the XLRI, Jamshedpur, for an accredita...
By Gouri Agtey Athale, TNN |
PUNE: You hear it at every seminar, meeting and a brain storming session that people are an organisation’s most valuable asset. Followed immediately by the despair, over attracting and then retaining that asset.
In a move to professionalise and give accreditation to human resource (HR) professionals, the National Human Resource Development network (NHRD) has signed a memorandum of understanding (MoU) with the CII and the XLRI, Jamshedpur, for an accreditation process. This will be launched in a month’s time, P Dwarkanath, director, Glaxo SmithKline (GSK) and president, NHRD, said.
“We want to develop competencies in the HR professional, so we have tied up with the CII and XLRI, who will design and develop the competency. We are developing a model where accreditation like a chartered accountant’s could be given to an HR professional,” Mr Dwarkanath remarked.
Mr Dwarkanath said that although details are to be worked out, there will be a grading of HR practitioners, from expert, professional, operational, etc. He added they still have to work out relating higher grades to monetary or other benefits. “This is a blue print and we need to work out benefits for the employer and the employee,” Mr Dwarkanath added. He was in Pune for a national seminar on ‘corporate credibility: HR’s role in building trust’, organised by the Pune chapter of the NHRD.
With attrition hitting all sectors of the economy, the task of retaining talent within the company is being seen as that of the HR manager’s primary responsibility.
However, Rajeev Karwal, CEO, consumer durables, Reliance Industries (retail business), cited from his varied experience, that it is the leader or promoter who has to set the pace.
“The biggest challenge for any organisation is to bind the national or local organisation or subsidiary through a value system. And after binding them through this value system, he/she has to remain true to those values. Business is a perpetual enterprise and those organisations, which have weathered the ups and downs of business have survived,” Mr Karwal noted.
Citing the Korean experience, at LG, where the decision making was eventually done by Koreans in Korea, to Philips and Electrolux, where Europeans spoke one global business language (English), Mr Karwal also pointed to the issue of a limited tenure, which affects the long-term bonding between the employer and employee. This bonding is necessary for retention, which the HR manager is expected to handle.
“If a top manager has a limited term, he does things for that period. The next person could change all that, so there is no continuity because the top management has different perceptions. And there is the pressure of reporting quarter to quarter, too,” Mr Karwal said. He stressed that it is not just the HR manager’s responsibility to build trust across the organisation.
“It is the leader who has resources to manage the day-to-day affairs of the organisation who should be involved in building the values, devising the long-term strategy. The leader is the biggest HR manager,” he said.
Mr Dwarkanath was critical about the lack of attention given to the subject in the curriculum in the country’s top management institutes. And the narrow segmentation of specialisation in B-Schools.
“We need to stress people processes, so even if you are in marketing you need people skills. Line managers must also be exposed to a module to develop people skills,” he said, pointing to the example of the armed forces, where one person has to be able to get others to lay down their lives for him.
In a move to professionalise and give accreditation to human resource (HR) professionals, the National Human Resource Development network (NHRD) has signed a memorandum of understanding (MoU) with the CII and the XLRI, Jamshedpur, for an accreditation process. This will be launched in a month’s time, P Dwarkanath, director, Glaxo SmithKline (GSK) and president, NHRD, said.
“We want to develop competencies in the HR professional, so we have tied up with the CII and XLRI, who will design and develop the competency. We are developing a model where accreditation like a chartered accountant’s could be given to an HR professional,” Mr Dwarkanath remarked.
Mr Dwarkanath said that although details are to be worked out, there will be a grading of HR practitioners, from expert, professional, operational, etc. He added they still have to work out relating higher grades to monetary or other benefits. “This is a blue print and we need to work out benefits for the employer and the employee,” Mr Dwarkanath added. He was in Pune for a national seminar on ‘corporate credibility: HR’s role in building trust’, organised by the Pune chapter of the NHRD.
With attrition hitting all sectors of the economy, the task of retaining talent within the company is being seen as that of the HR manager’s primary responsibility.
However, Rajeev Karwal, CEO, consumer durables, Reliance Industries (retail business), cited from his varied experience, that it is the leader or promoter who has to set the pace.
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“The biggest challenge for any organisation is to bind the national or local organisation or subsidiary through a value system. And after binding them through this value system, he/she has to remain true to those values. Business is a perpetual enterprise and those organisations, which have weathered the ups and downs of business have survived,” Mr Karwal noted.
Citing the Korean experience, at LG, where the decision making was eventually done by Koreans in Korea, to Philips and Electrolux, where Europeans spoke one global business language (English), Mr Karwal also pointed to the issue of a limited tenure, which affects the long-term bonding between the employer and employee. This bonding is necessary for retention, which the HR manager is expected to handle.
“If a top manager has a limited term, he does things for that period. The next person could change all that, so there is no continuity because the top management has different perceptions. And there is the pressure of reporting quarter to quarter, too,” Mr Karwal said. He stressed that it is not just the HR manager’s responsibility to build trust across the organisation.
“It is the leader who has resources to manage the day-to-day affairs of the organisation who should be involved in building the values, devising the long-term strategy. The leader is the biggest HR manager,” he said.
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Mr Dwarkanath was critical about the lack of attention given to the subject in the curriculum in the country’s top management institutes. And the narrow segmentation of specialisation in B-Schools.
“We need to stress people processes, so even if you are in marketing you need people skills. Line managers must also be exposed to a module to develop people skills,” he said, pointing to the example of the armed forces, where one person has to be able to get others to lay down their lives for him.
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