Training the Mind: in HRD

“Deep within man dwells those slumbering powers; powers that would astonish him,that he never dreamed of possessing;forces that would revolutionize his life if aroused and put into action”-Orison Swett Marden.
Each individual has an immense untapped potential that is waiting to be explored. The power and strength of the human mind is unfathomable. This power is revealed ,evoked and converted into action through proper training by the HRD of any company. Through scientific evidences and statistics,different programmes are set for training employees. Thus the emphasis is more on the practical aspects of human psychology rather than theoretical or conceptual. 

The HR team assesses human characteristics through proven data and accordingly designs the tools to improvise the execution processes- through various methods, tests and procedures.
HR can design the ideal candidate profile by studying the chracteristics required to fulfill the post and accordingly plan different training programmes tailored to fit each employee as per their mind set,ability and comprehension. 

The HR team also has mastery over improving an employee’s capability and can solve and eliminate problems from the root one identified. This boils down to not only to short-term conflict/ problem solving or control of group dynamic but improving long term relationships, cohesion, esteem and team work. This is achieved through an extensive scientific study of human psychology and mind and thereby establishing models.
One such suggested model is the ability-motivation-opportunity model. The model is meta-analytical in nature and is examined to enhance three main components of HR – skills, motivation and opportunity – from the employees perspective on proximal institutional outcomes like human capital and motivation and then the broader organisational outcomes of turnover, operations and finance. 
Drawing on the ability-motivation-opportunity model, this meta-analysis examined the effects of three dimensions of HR systems—skills-enhancing, motivation-enhancing, and opportunity-enhancing—on proximal organizational outcomes (human capital and motivation) and distal organizational outcomes (voluntary turnover, operational outcomes, and financial outcomes). This meta analysis helps to understand the links in between individual and organisational factors and how they blend.
This insightful article titled ”How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms”, by Jiang et al, 2012 is available online.
At IRIANS, we constantly strive to better our understanding of the psychology involved in art and science of Human Resource Management. We can help you improve the dynamics of your organisation in order to reach the desired optimal function of personnel for smooth and efficient attainment of organisational goals.
Power to You.

Aditi Dutta Chatterjee


Human Resources Director

IRIANS- The Neuroscience Institute


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