1- HRD Audit Questionnaire


This is a comprehensive questionnaire, which has questions evaluating the following dimensions:


A. Career System: A1 Manpower Planning & Recruitment A2 Potential Appraisals & Promotions


A3 Career Planning and Development


B. Work Planning: B1 Role Analysis (Goal Setting) B2 Contextual Analysis B3 Performance Appraisal


C. Development System: C1 Training and Learning C2 Performance Coaching/Counseling C3 Others like job rotation, mentoring C4 Staff (Worker) Development


D. Self Renewal System:
D1 Role Efficacy
D2 Organization Development
D3 Action Oriented Research


E. Culture Systems:
E1 HRD Climate
E2 Values
E3 Quality Orientation
E4 Reward and Recognition
E5 -a Information
E5- b Communication
E6 Empowerment


F. HRD Function


2- Map Your HRD Practices Profile


This questionnaire has activities that could be undertaken by the HRD department in any organisation. This questionnaire intends to assess the degree to which these activities are performed as well as the effectiveness. Those organizations with good HRD Practices seem to perform a large number of activities. It is hypothesized that performing all the activities very well would be a characteristic of a World Class Organisation. When all these activities are performed, it is obvious that the organisation is in sound health.


This questionnaire is to be administered to the entire HRD stall as well as a representative staff of other managers. The dimensions covered by the questionnaire and the items are given below


3. HRD Climate Survey


An optional level of "Development Climate" is essential for facilitating HRD. Such a climate is characterized as consisting of the following tendencies on the part of the organisation:


- A tendency at all levels and specially the top management to treat people as the most important resource.
- A perception that developing the competencies in the employee is the job of every manager/supervisor.
- Faith in the capability of people to change and acquire new competencies at any stage of life.
- A tendency to be open in communications.
- A tendency to encourage risk-taking.
- A tendency to help employees recognize their strengths and weaknesses.
- A general climate of trust.
- A tendency on the part of employees to be generally helpful to each other and collaborate.
- Team spirit.
- A tendency to discourage favoritism and biases.
- Supportive personnel policies.
- Development-oriented appraisals, training, rewards, job- rotation, career planning and potential appraisal.


Organizations differ in the extent to which they have these tendencies. Some organisations may have only a few of these tendencies and a few others may have most of these. The 38-item HRD climate survey developed by T.V. Rao and E. Abraham at the XLRI Center for HRD is an instrument that is widely being used to survey the HRD climate. These 38 items assess OCTAPAC (Openness, Confrontation, Trust, Autonomy, Proaction, Authenticity and Collaboration) culture and implementation of HRD mechanisms.


4. TVRLS Manual on HRD Audit


TVRLS has completed detailed manuals for assessing the HRD Systems and Competencies. The manuals are very comprehensive and have 775 points. The point assigned for assessment of various systems is as follows:


- Culture 100
- HRD strategies 50
- HRD Styles 45
- Career System -Manpower Planning 50
- Recruitment and selection 50
- Potential Appraisal 40
- Career planning and Development 40
- Promotion system 50
- Job Rotation 50
- Training 100
- Performance Management 100
- OD 100


5. The Supervisory And Leadership Beliefs Questionnaire


One of the most important tasks of a manager is to manage human resources. Effective management of human resources requires understanding the capabilities of subordinates, assigning them appropriate tasks, helping them to acquire new capabilities, maintaining their motivation level, and structuring the work so that people can derive some satisfaction from doing it. As one goes up the managerial ladder, he or she is required to spend an increasing amount of time interacting with people. These interactions may be on the shop floor, in group meetings, in dyadic transactions, through telephone conversations, or in formal or informal gatherings. Many managers spend more than 50 per cent of their time interacting with their subordinates.


The effectiveness of the manager depends on both the content of the interaction and the manager's style. The manager's technical competence, functional knowledge, skills, and information are very important in determining his or her effectiveness in managing subordinates. A capable manager is able to influence a subordinate by providing technical guidance and clear directions when needed. However, if the manager is not sensitive to the emotional needs of subordinates and does not use the appropriate styles of supervision and leadership, there is a great danger of crippling the growth of the subordinates. For example, an authoritarian manager may arouse strong negative reactions by continually dictating terms to capable subordinates but may do extremely well with subordinates who are dependent and who are just beginning to learn their roles. Similarly, a democratic manager may be liked by capable subordinates but seen as incompetent by dependent subordinates. It is necessary, therefore, for managers to interact differently with different people


6. TVRLS - HRD - LOC Inventory


A good number of HRD managers in recent times have failed to make a mark as they lacked self-confidence and lost faith in their own ability to make things happen. The term locus of control indicators the point of influence as perceived by the respondent. Researches have shown in the past that effective managers and leaders tend to believe in their own capacity to influence the environment and make things happen. The managers who believe that they can have a significant impact on their own environment and have faith in their own capability to make things happen are called as Internals. Those who believe that events that happen to them or to others in their organisation are influenced factors beyond their control are called as Externals. It has been found that internals have tendency to work hard, work more and work with confidence. It has been found that it is internals who can make things happen. Externals on the other hand are less likely to put in as much hard work and dynamism.


HRD success depends to a large extent on the attitudes of the HRD Manager. If he is external and thinks that he cannot do much to create a learning culture or to make HRD succeed in the organisation and believes that it is the top management, unions, line managers and powerful others that make things happen, he is less likely to succeed.


The TVRLS-HRD-LOC inventory measures the extent to which the HRD Manager or HRD Staff member is internally oriented or externally oriented. A good degree of internality is indicative of the dynamism needed to make HRD succeed.


7. HRD Knowledge test


The test is a test to measure HRD Knowledge and Attitudes - K&A. Knowledge forms the basis of skills. Skills are easy to acquire and become meaningful if they are based on an understanding of their appropriateness. This test measures the extent to which the candidate has professional knowledge in HRD. What is given below is a sample set of items and one version of the test the author has developed and used in HRD audit programmes. The scoring key is not given here as it is a knowledge test and it needs continuous modification for an appropriate assessment.


8. HRD Profile Questionnaire

The HRD profile questionnaire is used to assess the professional preparation & expertise required by the HR manager.