NHRD Journal - National HRD Network

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some good work worthy of sharing. It would meet cost of printing of 2000 copies of the newsletter and also the mailing it free to all HRD chiefs and CEO s in the country. L&T was the natural choice as every one was talking about L&T in relation to HRD. L&T readily agreed. Abe stayed on in Mumbai to prepare feature on L&T. TV wrote an article on HRD. Rajen Gupta's dilemmas in Jyoti was converted into a case let the first newsletter was published. The seminar proceedings were also published as a book "Recent Experiences in HRD". Then TV returned to IIM, Ahmedabad, and continued to promote networking. In the fist newsletter the idea of forming the HRD Network was announced. TV worked with: State Bank of Patiala, Indian Oil, Sundaram Clayton, Hindustan Petroleum, MMTC etc. While Abe continued to coordinate from XLRI, TV helped in setting up National HRD Network. Somanth Chattopadhyay drafted the constitution of NHRDN in a hotel in Madras where they happened to work on a joint assignment. S. Chandrasekhar facilitated this initiative to form the South Indian chapter of NHRDN at Madras with the help of the Madras Management Association which launched the first meeting of the chapter. Institutionalization of Change: There is a long history of the evolution of the National HRD Network. The main milestones of the developments are given below. The names are indicative of the kind of persons involved and the lists are not exhaustive. The lists are largely limited to those office bearers who played active roles. A large number of HR professionals like Balaji, Mali, Aquil, RR Nair, Rupa Padki, Nagaraj, Pallabh, Hari Iyer, Gopal etc. played a very supportive role and kept the Bangalore chapter provide leadership. G.P. Rao was all over. • Foundation and Culture Building: (TV Rao, Fr. E. Abraham, S. Chandrasekhar, PVR Murthy, K.K. Verma, Anil Khandelwal, KS Rao, H N Arora etc) • Stability and Growth (MRR Nair, Udai Pareek, Anil Sachdev, Arvind Agarwal, Shashi Khanna P K Sarangi, Rakesh Kumar, Keith D'Souza etc) • Turbulent Times Management (Rajesh Vidyasagar, VS Mahesh, Debashish Mitra, Arvind Pande, Baburaj Nair) • Turn Around (TV Rao, Satyanarayana, YRK Reddy, Arvind Agarwal, Udai Pareek, Rupa Padki, P V R Murthy, Bangalore team and Delhi team) • Going places (Santrupt Mishra, Arvind Agarwal, G.P. Rao, P.D. Dwarkanath, Delhi Chapter, Pune Chapter and other members of current team) • Going Global (in process) Different individuals contributed to development of NHRDN at different stages. Of these, stage 3 of turbulent time took place by accident. V.S. Mahesh and Rajesh Vidyasagar left for UK and USA in the middle of their terms and Arvind Pande was busy providing stability to SAIL. During this period, NHRDN slowed down but all core activities continued. An interim committee had to be set up to rejuvenate NHRDN and TV shouldered that responsibility and got an Executive Director appointed to pay full attention to NHRDN. During the turbulent times, when VS Mahesh left the country, TV took over again as Interim President and ensured that the next President was appointed and that no activity suffered. Thus, twice in this period TV had to play the role of managing NHRDN's stability and continuance. The credit of a big launch of the HRD network should be given to Chandrasekhar of L&T, assisted ably by Mukunadan and PVR Murthy at Chennai, Anil Khandelwal and KK Verma of Bank of Baroda and Fr Abraham. The 104 November 2007 NHRD Journal
Newsletters used to be published and mailed from Ahmedabad. This continued until Keith D'Souza joined XLRI and Fr Abraham returned to XLRI as its Director. In the Initial years TV was self appointed President of the NHRDN and Fr. E Abraham was Secretary and Treasurer of the NHRDN. There were no paid members. In a short time NHRDN established itself and chapters were opened wherever there were interested people. It was registered as a Society and membership was made open. The journey from then for the next five years has been that of hard work and perseverance. No one knew NHRDN and many did not see the reason for NHRDN when ISTD was serving the same purpose. Only those who saw the distinction between HRD and training appreciated the need. The First national Conference is a record of sorts. It had a full day devoted to CEO presentations. Starting with Dr Krishnamurthy who inaugurated the program many CEOs made presentations. They include: Suresh Krishna, Venu Srinivasan, M V Subbaiah, Deenadayalu of MRL, Arunachalam, and KK Nohria of Crompton Greaves etc. A printed version of the conference papers was distributed. All sessions started on time and ended on time. There was a great cultural program by a troupe of Krishnaswamy Associates. A special issue of economic times devoted to HRD was brought out (courtesy IIM colleague and editor of ET Manu Shroff). This was the turning point for the popularization of NHRDN and NHRDN never looked back since then. In this conference the next conference was planned to be held in Delhi and the director personnel of SAIL took a lot of interest and we promptly requested him to Chair the next conference to be held two years latter. To distinguish NHRDN from others and to communicate that this is not yet another body for fellowship annually but a serious body that does its work professionally, we wanted to give enough time between the first and the second conference. While the preparations for the second conference began almost two years in advance the preparations for the election for the next President also began. MRR Nair was requested to take charge as the next President so that there was also some synergy between the NHRDN proceeds and the conference at Delhi. The Delhi Conference two years alter was also a great success. The programmme started on time even when the Chief Guest Dr Abid Hussein did not arrive in time. He appreciated our starting the conference without waiting for him. It was attended by over 600 delegates and a book was distributed. The Conference set benchmark in size of the Conference, performance on time, themes and academic content, and put now NHRDN fully on stream. Some initiative in governance practices helped NHRD to evolve as a vibrant democratic organization. During the tenure of the authors as President of NHRD , two provision of built in the constitution, one that each person would be a President only for one term and would not be re-elected. The other provision except was to avoid election, and search the next President by a team appointed by the Governing Board. Elections introduce politics in the process, and therefore, it was thought important to have some other modes for searching the President. Arvind Agarwal, during the tenure as President, introduced another useful tradition that the search committee, after identifying the potential President, would interviewed the CEO of the company to negotiate release of time and energy for the candidate to be appointed as President. The provisions has made NHRD a really democratic body. Today NHRDN has over forty chapters, nearly twenty and odd publications to its credit, collaborating with CII to develop HRD models November 2007 NHRD Journal 105
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NHRD Journal Organizational Change
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S.no Title of the Article Author Pa
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ORGANIZATIONAL CHANGE INDIRA J PARI
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give subtle shape to the organizati
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to be tempered by a sense of humor,
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Although the result did not spell o
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the Project Sponsor to engage the C
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• Consultative - The target popul
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Now they are confronted with change
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A living system can never be direct
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ut in absence of formal process of
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Higgs, M. and Rowland, D. (2005),
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• Organization Structure Rigid hi
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magnitude of the programme, you can
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• In only about 10% of the school
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memorization, the focus of the teac
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HOW HR CAN IGNITE 'HOT SPOTS' YOGI
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pointed the prerequisites of change
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BRINGING CHANGE TO THE CHANGE AGENT
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were low, people lived simply and s
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'People Academy' that seeks to fost
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DEFINING CHANGE AGENTS SANDEEP K. K
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human resource process like leaders
Page 47 and 48:
References Chris Argyris, Initiatin
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needs to tell a trained nurse about
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esponse to changes in the external
Page 53 and 54: THE ENDURING SKILLS OF CHANGE LEADE
Page 55 and 56: left to resolve tensions, answer qu
Page 57 and 58: neglected step in the change proces
Page 59 and 60: enefits of the long march are lost,
Page 61 and 62: To address the challenge of executi
Page 63 and 64: very capable people; but the organi
Page 65 and 66: DRIVING ORGANIZATIONAL CHANGE LEENA
Page 67 and 68: change, preparing the leadership an
Page 69 and 70: However the good news is that the a
Page 71 and 72: Organizational Culture and Sub-Cult
Page 73 and 74: References Ashkanasy, N. M., Broadf
Page 75 and 76: • Finance and Accounts • Techni
Page 77 and 78: and gives the freedom to fail. Chan
Page 79 and 80: therefore shift gear and venture in
Page 81 and 82: COMMUNICATION EFFECTIVENESS, JUSTIC
Page 83 and 84: interactional justice focused on th
Page 85 and 86: and in a manner that is perceived a
Page 87 and 88: the merger, in whichever form has a
Page 89 and 90: is high, implying that there would
Page 91 and 92: • Successful integration approach
Page 93 and 94: management and the labor leaders to
Page 95 and 96: ONE REASON FOR FAILURE OF CHANGE IN
Page 97 and 98: IPO: A POWERFUL INTERVENTION IN ORG
Page 99 and 100: In expectation of such a reaction,
Page 101 and 102: system was designed, requiring mana
Page 103: Then the system was recommended for
Page 107 and 108: CHALLENGE OF MANAGING ORGANIZATIONA
Page 109 and 110: productive deployment of raw talent
Page 111 and 112: Conclusion There is a broad agreeme
Page 113 and 114: change is indeed the engine which f
Page 115 and 116: and regional development programs.
Page 117 and 118: ORGANIZATIONAL CHANGE-MARUTI SUZUKI
Page 119 and 120: in the HR thinking, approach and th
Page 121 and 122: • Cross Functional Teams (CFTs) o
Page 123 and 124: i. Technology • Plant location
Page 125 and 126: consolidates in a short period of f
Page 127 and 128: PBIT (Rs in crores.) The Company ha
Page 129 and 130: concepts in an organizational conte
Page 131 and 132: APPEAL TO CONTRIBUTORS The National
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NHRD Journal - National HRD Network

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