Developing Line Managers as People Managers: HRD Impact in DFPCL, India

International Journal of HRD Practice, Policy and Research 2017, Vol 2 No 2: 21-32
doi: 10.22324/ijhrdppr.2.113

Naresh Pinisetti, Deepak Fertilisers and Petrochemicals Corporation
Ashutosh Sharma, Deepak Fertilisers and Petrochemicals Corporation
Preeti Datta, Deepak Fertilisers and Petrochemicals Corporation

Human Resource Development (HRD) within an organizational context continues to face challenges to demonstrate impact and contribution to business success. This article provides an account of HRD practice in a large Indian manufacturing company. A difficult business and industrial relations context in the early 2010s provided the stimulus for HRD to take a more strategic role within the organization. The article focuses upon HRD’s initiative with the company’s line managers. Fundamentally managers needed to take greater responsibility for managing their people. The approach followed and the interventions made to equip managers with a set of new capabilities are critically assessed. The initiative reflects how, appropriately positioned and supported, HRD’s impact can be significant in terms of business performance.

Key Words: HRD practice, impact, line managers, development, India