1. Welcome to the Presentation
HRD Intervention in New
Venture Creation: Strategic Approach
Dr. M M Bagali,
PhD in HR / Management
Dean / IASMS / India
sanbag@rediffmail.com / www.iasms.in
19 September 2009

2. HR is an asset
“you can get the workplace systems,
style of management, and organization
capital and erect building, but it takes
people to build a business”
Thomas J WATSON,
Founder of IBM

3. agenda
Business Today
HR Today
Strategic Intervention : Strategic Role of HR
An Organization with Innovative HR Practices

4. Business Today
• Collaborative cultures
• Intelligence through knowledge transfer
• Multidimensional Workforce
• Focus on Performance and Result
• Multi National Teams
• Employability and not Employment

5. HR Today
Organizations won’t pay for
the value of the job but for the value of the person
Positions will be organized in teams focused on a task, not
organized around a hierarchy
Positions will be defined by the competencies needed to be
performed
Employees will be increasingly measured by how much value
they contribute to the business, not by whether they fulfilled
predetermined objectives

6. Strategic Role of HR
Successful HR departments will focus on organizational management
HR will evolve from strategic business partnership to strategic business
leadership
Good people management can be the
strategic advantage
Leading change will become HR’s greatest contribution
HR will have a "seat at the table" as part of the top management
team

7. Paradigm thinking
• Are we working for global Organization ?
• Are we working with great place to work?
• Are we working for people centric organization?
• Are we working with break through HR practices ?
• Am I working with PCMM level organization ?
• Are we working with empowered people?

8. Strategic HR Model
The need for strategic HR
model
HR is crucial and empowerment
systems are important components
To look at the Renaissance
Strategies for Creating High
Performance Workforce
Thus, an enquiry into
various empowerment E M POWER M E N T
strategies and practices
em-pow-er-ment (im-pau [-] r-ment)

9. Theoretical and Conceptual framework
E M POWER M E N T
em-pow-er-ment (im-pau [-] r-ment)
Rosabeth Moss Kanter (1977)
Professor at Harvard Business School,
Ernest L. Arbuckle Professorship
“giving power to people who operate at an
advantage in the organization success”
Bowen and Lawler (1992)
Director, the Centre for Effective Organization,
Framework University of Southern California,
“Power to make decisions that
influence organizational direction and
performance”

10. the making of an powered workforce
essentially, empowerment
• an environment where absolute
control is given up, allowing
everyone make decisions, set goals,
accomplish results and receive
empowerment@work:
rewards
• it liberates people from constraints
such as checking with the boss
before taking actions
• decision-making authority and
responsibility percolates from
managers to the employees at the
lowest rung, and to everyone, per se

11. empowerment@work
•The HR practices
•The leadership
•The culture
what we saw •The Traits , and the
•High performance work
systems

12. hr systems –
people centric practices
•Each is accountable for his actions and can’t
blame others;
workplace hr practices
•All information is open and shared;
Complete Freedom
Total Transparency •Each is boss in himself;
Keeping Faith
Complete Responsibility •Common rooms are shared;
Accountability for ones actions
Liberty to decide course of actions •Suggestions are given regularly and honestly;
Involvement / Participation
Transparent feedback •Each is responsible for his actions- whether
Individual, group or team;
Shared Responsibility
Delegated authority
•Management is open to ideas and more
No hidden Agenda information sharing;
Complete Autonomy
Power to take decisions •Every one can have own objectives, mission,
and goals;

13. employee traits
Open and Transparent
Positive Approach
No defined mind set
Empathy
Freedom to do work in one’s own way Free from Bias
institutional values
No Supervision/ Foreman
No Bureaucratic and Administrative
No scapegoat attitude
interference High Commitment
No Red-tapism Disciplined
Sharing Common Platform
Trusting each persons actions Trustworthy
Each one is encouraged Enjoys the work
No restrictions for new inventions
One can fail, no punishment
Loyal and Truthful
Suggestions are part of daily work

14. Don’t hold unto data
Informal Relations
Create Opportunity
Desired Future
•First ‘No’ RULE Power of Empowerment
discipline of empowerment
•Platform for Empowerment Define the Gains
•Workplace Culture Education
•Prioritise the area
Time to empower or not to
•Attitudinal Surveys
empower
•Accountability
•Define the Purpose
Can’t empower areas
•Open Door Policy and Don’t impose
Transparency empowerment
•Ownership Culture Fun at workplace
•Recognition
•Passionate workplace
•Psychological Empowerment

15. Endorsement on the Work
XLRI Editor,
when published in XLRI-Management and Labour Studies Journal
The article printed below is a truly extraordinary example of employee empowerment. The methods followed by the organisation
studied would be considered revolutionary anywhere in the world and even more so in India. Infact, one sometimes wonders how
the whole effort did not end in chaos. The company has apparently succeeded in developing a work force and a leadership almost
devoid of the foibles of most other humans. (Printed on the Article XLRI-Management and Labour Studies, 26,2,April, 2001,
pp.109-119)
David Ang, MSHRI
Executive Director,
Singapore Human Resources Institute, Singapore
A Talk to Senior Practising HR Managers of Singapore
The presentation (your paper) was informative and interesting. They have learned insights on the aspects and benefits of
employee empowerment. The talk was timely, as organizations have to give their employees both authority and responsibility to
inspire renewed commitment, innovation and initiative.
(19th Sep, 2003 / Through Personal Letter)
Executive Director,
Indian Journal of Training and Development, ISTD, India
The article published in the area of Empowerment in ISTD has been adjudged as the Best Paper published during the year-2001.
Kindlly accept our Heartiest Congratulations.
(22July, 2002 / Through Personal Letter)

16. publications
Bagali, M M
“Empowerment: Creating strategies in managing HR for high performance”
Behavioral Scientist, Aug, 2(2), 2002,pp. 113-120
Bagali, M M
“Creating High Performance Workforce through Employee Empowerment: An Innovative HRD Approach”,
The Business Review,8(1&2), March 2002,pp. 104-111
(University of Kashmir, India)
Bagali, M M
“People centric Organisation-A Case of Empowered Employees”, Pratibimba, 2(1), Jan-June, 2002,pp.53-66
Bagali, M M
“Demystifying Empowered Culture: A Case of a practicing Organisation”, SAGE-Jl of Entrepreneurship, 11(1), Jan-June,
2002,pp. 33-54
Bagali, M M
“Creating HPWS through Employee Empowerment: The Case of Practising Organisation”, AMDISA – SAJM, 10(4), Oct,
2003,pp.50-57
Bagali, M M
“Creating A Winning Workforce Through Employee Empowerment: An Entrepreneurs Success Experiment in HR”,
Amity Business Review, 4(1), Jan-June 2003,pp.57-67 (Also presented at High Profiled Regional HR Practitioners under the
banner of SHRI-Singapore Human Resources Institute, at Singapore, 19 Sep, 2003)

17. Great pleasure being with u all today
thank you, all, very much
sanbag@rediffmail.com / www.iasms.in

18. hr research @ work: connecting hr
research to the practice

19. outcome
2
2
case
2
Empirical
work
Theory
20
30
50
19

20. level
Organisational Level
National Level
State Level
District Level
20%
10%
60%
10%
20

21. ages hr research
before 1970 not significant
1970’s social security
1980’s welfare/ satisfaction
1990’s law and disputes/ir/tu
2000’s pmir,hrd,qwl
2001’s hr,hrm,shrm
2008 ?…p e o p l e
next ? 21

22. detailing hr's top concerns in 2008
576 top hr directors at fortune 200 firms,us
• skill level of the workforce
• managing change
• information technology
• quality of education
• work ethic, values and attitudes
• managing diversity
• improving productivity
• employee communications
• mnc / transnational
• retention
• reward practices
• aspirations 22

23. cont:
career management and mapping
hr as a profession
balanced scorecard
incentive systems
cultural diversity
hr issues in merger and acquisitions
esop
fun and joy at workplace
23

24. harvard business review
2005-09
leadership 14
change management 04
empowerment 06
shrm 08
decision making 02
Others
 Includes HR related areas 24

25. is hr research taken seriously
theory, theory, and theory
mnc / transnational / global
data validity and reliability
policy implications
too long time
reponses are not standard
macro level
hr return… roi
branding hr research
25

26. hr research as value creator
they should practice / implement it
annual general meetings
board meetings
restructure …. vision / mission / objective
patent
model development / proposal
go back and see what's happening
26

27. cont:
talk at the world conferences
have own web-site and post the results
network with professional organisations
nhrd; nipm; istd; hr in india; global hr group
collaborations
referred journals publish
cd prepare / case / sponsor to publish
centre for excellence in hr
27

28. hr gurus
wayne brockbank,
university of michigan, ross school of business
make hr a player in organizations, not a dumping ground for resumes and
exit interviews
rosabeth moss kanter,
harvard business school, graduate school of business administration
successful leaders at the top of their professions can apply their skills not
only to managing their own enterprises but also to helping solve the most
challenging national and global problems
28

29. vision of hr research-ers
hr research
should change from a
support paradigm
to a
value creation paradigm
29

30. mail:sanbag@rediffmail.com