CAREER DEVELOPMENT IN A LEARNING ORGANIZATION

selection and implementation of the HRD strategies that would enable the individual to
improve performance. The HR staff should analyze the strengths and weaknesses of the
employee and should communicate to the staff how he/ she can build upon his strengths
and how he/ she can minimize the impact of his/ her weaknesses. In addition to this, the
HR staff should arrange for a meeting including the line manger/ employee/s and the HR
professional where an exercise to align the employee/s career goals and the
organizational goals, is carried out. An HRD strategy that would help in promoting both
the goals should be identified in the meeting and its implementation should be devised
then.
Here, it is important to mention that even if the task is assigned to the group still
the performance should be monitored individually. The HRD strategy selected thereof,
should also attend to individual needs. This does not necessarily mean that the process
would be costly. The cost affectivity of the process will depend upon how the T&D plan
is designed. The objectives may be mostly achieved through cost affective strategies like
coaching, mentoring, guiding, job enlargement, job rotation, counseling, exposure visits
etc. Trainings should also be arranged for groups, but should be tailor made so as to
attend to the individual needs as well.
As the process continues a time period for performance evaluation should be fixed
so as to facilitate the management in certain decision making. This study showed that
there is a fixed performance evaluation period but the process is not integrated with other
strategies. For example performance evaluation should be followed by rewards such as
increments, promotions, job enrichment etc. which was followed in this case. At this
stage performance evaluation should be carried out keeping in view the career goals of
the individual, work goals and organizational goals.
Simultaneously, in the light of performance evaluation of the individual, the HR
professional should conduct reviews of career progress, work targets and HR strategy.
The process of review should include the employee him/ her self so that he is aware of
the impact of his/ he performance on these different aspects. This would also facilitate in
understanding the level of targets set for career progress and task achievement.
The model suggests that performance evaluation should be followed by the
feedback giving process, where the individual should be given detailed account of how he