ROLE OF DEVLOPMENT OFFICES- ADMINISTRATORS, CONSULTANT, DESIGENERS AND INSTRUCTORS

ROLE OF DEVLOPMENT OFFICES- ADMINISTRATORS, CONSULTANT, DESIGENERS AND INSTRUCTORS.

In India the business environment is changing radically. The Companies are increasingly becoming aware of the need and importance of training for the employees working at different levels. Besides up gradations of employee‘s knowledge and skills training increases employee‘s loyalty to the organisation. If the company is serious about training to its workers it shows that it also cares for them. Nothing binds the entire workforce to the company as effectively as opportunity to be trained especially skills beyond their daily operations. A large number of companies have their own in company training programs.

A prominent Companies running in company training program are Larsen and Toubro.KRIBHCO, ONGC, VOLTAS, INDIAN OIL, GAIL Etc. In this present Compititative environment the companies deputed various roles and responsibilities to its Administrative officers, Consultants, designers and instructors to achieve the pre-determined objective and to survive in this present globalize economy.

The role of administrative officers of any organisation in respect of Training and Development for its employees is as follows.
Training Need Analysis.
Training & Development Budget
Identification & preparation of Employees for proper training & development as per training need analysis.
Development of proper system for training
Proper identification of trainer
Proper coordination of training activities.

The role of Consultant in any organisation in respect of Training and Development for its employees is as follows.
The consultant shall provide all latest information regarding external / outside training agencies for better conduct of training program on need basis.
The consultant shall give proper feedback regarding future training and development programs.
The consultant provide work environment in which customers use company‘s products.
The consultant should ensure that training should be of global best practices.

The role of Designers and instructors of any organisation in respect of Training and Development for its employees is as follows.
Designing a learning environment for training in an organisation.
Proper control of training and development program.
System Development
Creating an environment of Development.
Designing the program agenda.
To creating an environment of trust and learning.
Proper evaluation of training program.
Preparation of proper training guidelines.
To making the program a grand success.
To analyzing the program as per, pre determined goal as well.
Responsibilities of maintain peace during training program.
To have the program under training budget.

Major challenges of HRM
The major challenges of HRM are:
Outsourcing HR activities
BPO and Call Centres
To balance work-life
To make HR activities ethical
To manage diversity
Attitude towards unions
Globalisation
Organisational restructuring
Changing demographics of work-force
Changed employee expectations

Outsourcing HR ActivitiesIncreasingly many large firms are getting their HR activities done by outside suppliers and contractors. Employee hiring, training and development and maintenance of statutory records are the usual functions contracted out to outsiders. P&G has signed a 10 year, $400 million deal with IBM to handle employee services. IBM will support almost 98,000 of P&G employees in nearly 80 countries with services such as payroll processing, benefits administration, compensation, planning, expatriate and relocation services, and travel and expense management.

BPO AND CALL CENTRES

Business Process Outsourcing (BPO)
Several MNCs are increasingly unbundling or vertical deintegrating their activities. Put in simple language, they have begun outsourcing (also called business process outsourcing, or BPO) activities formerly performed in-house and concentrating their energies on a few functions. Outsourcing involves withdrawing from certain stages/activities and relying on outside vendors to supply the needed products, support services, or functional activities.

Call Centres-Challenges
If an external company develops the software for a company, if someone else does advertising for the company‘s products and if some other firm administers benefits for the company‘s employees, it is BPO. Similarly, if some other company makes calls to the company‘s customers or receives their calls, it is call centre business – a part of BPO itself. But because of its high visibility, call centre business is treated independently.

HOW TO BALANCE WORK WITH LIFE
Balancing work and life assumes relevance when both husband and wife are employed. Travails of a working housewife are more than a working husband, as the opening case to this chapter shows. Work-life balance is becoming a major challenge to HR manager as more women are taking up jobs to add to finances of their families or to become careerists. In India, workingwomen now account for 15 per cent of the total urban female population of 150 million. The number is likely to increase as more number of girls is coming out of colleges and universities with degrees in their hands.

MAKING HR ACTIVITIES ETHICAL
The HR manager‘s role in building an ethical climate in the organisation is significant. The HR manager needs to carefully screen applications for jobs, weed out those who are prone to indulge in misdemeanors and hire those who can build a value driven organisation.
Hiring ethically strong employees is only the beginning. The HR manager needs to institute; mechanisms to ensure ethical conduct of employees.

MANAGING DIVERSITY
Employees of organizations are becoming increasingly heterogeneous. As days go by, diversity is going to be an important issue for the HR manager for the following reasons:
 The number of young workers in the work-force is increasing
 More women rejoining the work-force.
 The proportion of ethnic minorities in the total work-force is increasing
 Work force mobility is increasing
 International careers and expatriates are becoming common
 International experience is becoming a pre-requisite for career progression to many top-level managerial positions.

GLOBALIZATION
How to face competition from MNCs is a worry for Indian firms. As globalization spreads, more foreign firms are entering Indian market and the challenge before domestic firms is going to be much more severe in the years to come. Many Indian firms are compelled to think globally, something which is difficult for managers who were accustomed to operate in vast sheltered markets with minimal or no competition either from domestic or foreign firms. The Internet is adding fuel to globalization and most large MNCs are setting up green field projects in India or entering into joint ventures with local companies.

Corporate Reorganizations
It is difficult to imagine circumstances that pose a greater challenge for HRM than reorganizations resulting from acquisitions, mergers, divestitures or take-
over threats. The reorganizations will have impact on organizational levels and employees. Employees experience anxiety and uncertainty about their places in a new organisation. The strength of unionized staff of Shaw Wallace, for example, has risen considerably in 1995, thanks to the acquisition of 14 distilleries. Executive strength has also gone up by 20 per cent in one year. As a trimming exercise, the company decided to retrench as many as 400 executives.
The employees of both the ‗taking over‘ as well as the ‗taken over‘ companies will have anxious moments because of:
 Fear of loss of jobs
 Job changes, including new roles and assignments
 Transfers to new geographic locations
 Changes in remuneration and benefits
 Changes in career possibilities
 Changes in organizational power, status, and prestige
 Staff changes, including new peers, supervisors, and
 Changes in corporate culture and loss of identity in the company.

CHANGING DEMOGRAPHICS OF WORKFORCE
The major challenge that has resulted from changing workforce demographics concerns dual career couples, couples where both partners are actively pursuing professional careers. Organizations have been accustomed to using job moves and physical relocation as an important means of developing talent. Men or women moving through organizational ranks to upper-level positions need experience in a variety of roles in different organizational units. Frequently, physical relocation is required. The increasing number of dual-career professionals limits individual flexibility in accepting such assignments and may hinder organizational flexibility in acquiring and developing talent.

CHANGED EMPLOYEE EXPECTATIONS
With the changes in workforce demographics, employee expectations and attitudes also have shifted. Traditional allurements such as job security, attractive remuneration, housing and the like do not attract and motivate today‘s workforce.
Employees demand empowerment and expect equality with the management. Previous notions on managerial authority are giving way to employee influence and involvement alongwith mechanisms for upward communication and due process.
LOSS OF JOY AND PLEASURE
The HR manager of today is an unfortunate individual. He/she has been denied the joy and pleasure of hiring and managing thousands of employees under one roof. Which HR manager of today claims to have experienced the real HR challenges of yester years? Which HR manager today has received bricks, encountered menacing body language of irate workers, faced strikes, saw lockouts, witnessed vehicles being burnt, executives being lynched, saw graffiti on the walls in which his own name is dragged and maligned by militant union leaders? The HR manager of today is a poor legacy of the one lived in the past.
With regard to the HR function, the focus in the coming years would be on the following lines:
 HRM to become integral of business,
 Empowerment of employees,
 Focus on productivity through team building,
 Dynamic/flatter/matrix organizational structures,
 People-sensitive management styles and practices,
 Management of the changing workforce skill/sex/turnover,
 Managing the changing work diversification – change of priorities,
 Efficient use of information technology,
 Strengthening organizational communication,
 Greater focus on man-machine interface,
 Institutionalizing employee involvement,
 Sustaining individual effectiveness through performance feedback and counselling.