Feedback from HR Conference PapersF

Feedback from HR Conference Papers
From the review of the various papers presented at a series of conferences organized
by the author in the last decade focusing on best HR practices (Rao & Chawla,
2005; Rao, Mahapatra, Rao & Chawla, 2002; Rao, Ramnarayan & Chawla, 2010;
Rao & Rao, 2000), the following conclusions may be drawn:
1. Post-intervention studies of 360 degree feedback indicate that it increases
receptivity to feedback, internal customer service and resilience in dealing
with problems. Human capital formation through this intervention has lasting
benefits. The assessment and development centres also have ensured
competency improvements in a few cases and enhanced employee satisfaction.
2. Organizational climate surveys in public and private sector as well as human
service organizations also enhanced organizational capability leading to performance
excellence. Gaps still exist in effective utilization of other HR
systems such as Integration and Assimilation Enhancement Systems (IAES)
and team excellence enhancement mechanisms to improve performance
excellence. The experience on these by corporations in India such as the
Oil and Natural Gas Corporation (ONGC), Bharat Petroleum Corporation
Limited (BPCL), Kochin Refineries Limited (KRL), Indian Oil Corporation
(IOC) and National Thermal Power Corporation (NTPC) have shown
the way of using HR interventions to build human capital in a slow and
steady way.
3. The use of competency mapping and competency based HR interventions
such as competency based performance management, leadership development,
competency-focused 360 degree feedback and 360 degree based
leadership interventions are on the rise.
4. Many of these interventions are being undertaken both in the private sector,
public sector, multinational and family-owned business corporations.
5. These interventions indicate a higher level of competencies of HRD managers
as compared to the past.
6. Leadership and other competency models are being developed increasingly
by Indian corporate and HR managers have begun to make a difference in
bigger way than before.
7. However these interventions are limited to some companies where competent
and committed HR managers are present and there is perhaps a need to
develop many more change agents with HR competencies.
On the negative side, the author would like to make the following observations
from his experience:
• A number of these interventions are carried out as talent management interventions
by external consultants rather than internal HR managers.