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HRD Strategies:

A comparison

Presented By
Rohit Harit
 Introduction to HRD strategies.
 Identification of two different organization
with different environment and core
 Identification of similarities and differences.
 Conclusion.
HRD strategies.
 What is HRD strategy?
 Major types of HRD strategies.
What is HRD strategy?
 HRD Strategy is a plan that defines how
the human resources would be utilized
through the use of an integrated array
of training, organizational development
and career development efforts to
achieve individual, organizational
Types of HRD strategies.
 Communication strategy.
– In today's scenario it is essential to educate
and train employees about the change.
 Accountability and ownership strategy
– Employee’s accountability and ownership
leads to higher productivity and customer
Types of HRD strategies.
 Quality Strategy
– Quality needs to be fostered in the employees
through training and development.
 Intrapreneurship Strategy
– Every employee needs to be an independent
entrepreneur, who can generate ideas and bring
them to reality by using the existing resources and
support of the org to create innovative and creative
products and services.
Types of HRD strategies.
 Culture building Strategy
– Organization’s valuing its employees have a sustainable
competitive edge over competitors because employees are
highly charged, motivated and commitment to the org.
 Systematic Training Strategy
– The planning and organization of formal on-job training and
off-job training leads to improving vital employee
characteristics, build and sustain appropriate work culture
and brings in more professionalism in action
Types of HRD strategies.
 Learning Strategy
– Continuous learning and development
environment promote self development of
employees , of self and by self.
Identification of organizations
 Siemens.
 Nestle.
 Global electronics manufacturing firm.
 Global HQ based in Germany.
 Half a million employees.
 Siemens products touch all our lives,
ranging from kitchen equipment to power
generation and from traffic lights to
hospital scanners.
 Emphasize on team work culture.
 Wants all of its employees to be truly
involved in the business and to feel part of
its success.
 Employees need to know how they fit into
the business.
 With this in mind Siemens establishes
clear expectations.
 Targets for individuals are related to
targets for the whole business
Siemens:HRD strategy
 Delivering the HRD strategy through
employee engagement.
 Key pillar of Siemens strategy alongside
performance and portfolio, operational
excellence and corporate responsibility, is
the way it manages, develops and
motivates its employees.
Siemens:HRD strategy
 People excellence the key strategy for
– Achieving a high performance culture.
– Increasing global talent pool.
– Siemens leadership excellence program.
 World's foremost Nutrition, Health and
Wellness Company.
 Global HQ based in Switzerland.
 265000 employees.
 Success of a corporation is a reflection of
the professionalism, conduct and the
responsible attitude of its management and
 Rich Diversity; operates in many countries.
 Respect for local laws, religions and
 Believe in people than in systems.
 Continuous improvement rather than drastic
 Continuous training and development of
 Importance on professional development of
Nestle:HRD strategy
 Training.
 International Assignments.
Nestle:HRD strategy
 Training
– Training by Nestle people only.
– Each country has separate training center.
– E-learning, Classroom sessions.
– Rive-Riene: creating ‘agents of change’,aimed
at creating leaders.
Nestle:HRD strategy
 International Assignments:
– Exposure to multicultural values and
– Focuses on gradual and comfortable learning.
Similarities and Difference
 Similarities.
 Differences.
 Both organizations focused on learning
 Both organizations wanted employees to
be part of the business.
 Development of employees was the major
strategy of both organizations.
– Team culture emphasis. – No such emphasis.
– Proper Target setting. – Continuous training.
– Employee engagement. – Professional
– Talent management development of
emphasis. employee.
– High performance – Emphasis on multi-
emphasis. culture learning.
 Both the organizations focused on employee
development ,however one was concerned with
experiential learning the other followed a systematic
 Nestle was towards leadership development because it
deals with different culture and requires its employees
to manage such diversity properly.
 Siemens was more of quality oriented firm and thus,
was concerned with individual excellence, coordinated
with organizational development.