Human resource development (HRD) interventions are needed in oral health care services to effectively manage changes. HRD involves assessing needs, setting objectives, delivering training methods, and evaluating outcomes in a cycle. It aims to develop individual, team, and organizational performance through activities like training, career development, and performance management. Dental organizations need HRD to develop employees' skills and handle the interface between staff and management through practices like career development and motivation. Adopting an open, trusting, and collaborative culture through HRD can benefit dental organizations in the long run.

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HUMAN RESOURCE DEVELOPMENT (HRD) INTERVENTIONS IN ORAL HEALTH
CARE SERVICES
Author: Dr. Shoeb Ahmed Ilyas BDS, MPH, EMSRHS, M.Phil. (HHSM), MHRM,
MS (PSY), MS (BIOTECH), PGDMLE, FHTA.
Health Care Quality Management Consultant
Ruby Med Plus, Telangana State, India.
Oral Health care has emerged as one of the Dynamic and
most perceptible expressions of society’s mind-set to the value of life. The approach to health care
is no longer narrowly techno-medically oriented, but an integral one taking together physical,
emotional, social, spiritual and intellectual health (O’Donnell 2000; Shea 2000). Oral Health care
sector in India has undergone a rapid change and development within the last decade. In order to
keep pace with the technological, socio-cultural and economic changes, the Indian Oral health care
sector has improved its physical and financial resources considerably and need to focus on
development of human resource.
UNDERSTANDING CONCEPTS OF HUMAN RESOURCE AND HRD
Human resource plays a significant role in effective functioning of an Oral health care
establishment. According to the world health report 2000, human resources for health are defined
as -
“The stock of all individuals engaged in the promotion, protection or improvement of population
health”. Human beings are the most essential resources in health care as they play a pivotal role in
managing and delivering the health services. Proper and efficient management of human
resources is essential to any health care system because it improves the overall patient health
outcomes and delivery of health care.
Gibb, S (2008) Defined Human resource development as “a process of observation, planning,
action and review to manage the cognitive capacities, capabilities and behaviors needed to enable
and improve individual, team and organizational performance in work organizations”.
HRD as a concept demands a specific and congenial climate to take root. It enriches the work life
in an organization and aims to link productivity with a sense of personal fulfillment. HRD involves

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all management decisions and practices that direct, affect or influence the Human Resources in the
organization. The HRD process can be depicted as follows:
The first phase in the HRD process involves observation, which mainly deals with the assessment
of HRD needs at work. The next phase involves planning, which deals with setting objectives for
HRD at work intervention to achieve results. The third phase involves action, in professionally
delivering HRD at work using a range of methods and techniques. The process is completed by
review wherein HRD experiences and outcomes are evaluated.
Gibbs, S (2008) Human Resource Development (HRD) encompasses the development-oriented
activities of the organization and in a broader sense can be considered as a part of people
management that deals with the process of facilitating, guiding and coordinating work related
learning and development to ensure that individuals, teams and organisation can perform efficiently
and effectively. 'HRD mechanisms take' into account potential appraisal, performance appraisal,
training and development, career planning and development, and related activities.
Gilley et al (2002) in his pioneering work on human resource development concluded that there are
four fundamental component areas of human resource development: individual development,
career development, performance management and organisational development. According to
OBSERVE
REVIEW PLAN
ACT
The HRD Process
(Source: Gibb, S (2008) Human resource development)

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them each component varies from organisation to organisation depending on the complexity of the
operation and the organisational commitment to improved human resources.
NEED FOR HRD INTERVENTIONS
In today's highly turbulent Economic Recession environment, 'change' has become an inevitable
part of life. Dental Hospitals that do not change when needed are not sensitive to the need for
change, do not survive in the perfect market. Hence, Creation of a quality environment and a
responsive synergic climate is necessary to reinforce cooperative, collaborative and
communicative mindset and vision of transformation and change (Lombardi 1997).
Dental Hospitals in order to be successful need to place a high priority on proactivity and
systematic understanding of organizational issues and on responding to current and future Patient
needs. In present Dental settings, the question 'How Dental Hospitals can establish their
competitive positions' is vital for their survival in a highly competitive environment need to be
analyzed.
The competitors can easily imitate all the functional area competencies and Strategies followed but
it seems difficult to match competent human resource, which is the appreciating asset of any
Dental Hospital.
The quality of Oral health care Service Delivery in terms of Dental equipment and
infrastructure, competent Dentist, well-trained Dental Hygienist and dental nurses, efficient
administrative personnel and hygienic surroundings are undoubtedly needed, but without a ‘care
culture’ they might prove derisory. This is particularly so because Oral health care is basically a
service that has 80-90 per cent human interface in the process of delivery, whereas only 10 per
cent is equipment supported human interface.
The audit in several Dental organizations shows wide discontent of Dental staff concerning
personnel Polices, Lack of motivation & supervisory skills at the senior management level, High
parochialism with respect to one's function and department and Highly bureaucratic culture. If the
Indian Dental organizations are to develop and maintain their competitive edge, the potential value

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of the employees needs to be increased by enhancing and linking their skills and capabilities in
tune with the contemporary requirements of the market.
The interface between the Dental staff and the Dental organization are critical to full utilization of
human resources. This interface between the Dental staff and the Dental organization can be
effectively handled with the
help of HR planning, work analysis, career development, leadership, job motivation, appraisal-
reward process, and a favorable organizational culture.
Spindler (1994), suggested that individual and the organization establish a ‘psychological
contract’ which creates emotions and attitudes, which form and control behaviour .The individual
member expects to make contributions to the organization and receives certain rewards in return.
The organization provides certain rewards and expects in return certain contributions from
the individual..
For an Dental Staff to perform productively, the climate prevailing in the organization needs to be
conducive for their development, Hence 'OCTAPAC culture' can be adopted, which depicts the
degree of openness, confrontation, trust, autonomy, pro-activity, authenticity and collaboration.
CONCLUSION
HRD in Dental organizations is necessary for effectively coping with changes in the external
environment, expectations of the new breed of Dentist and the need for adjustment to rapid
changes in Dental technology. Sustained leadership of Dental organizations is likely to depend on
the successful implementation of HRD programmes. A successful combination of committed Dental
Staff and a benevolent Dental organization would be beneficial in the long run. This is possible only
if Dental organizations adopt HRD practices with modern managerial philosophy.
REFERENCES: -
Gibb, S. (2008) Human Resource Development: Process, Practices and perspectives. 2nd Ed.
Hampshire: Palgrave Macmillan

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Gilley,J.W., Eggland,S.A and Gilley,A.M. (2002) Principles of Human Resource Development. 2nd
Ed. Cambridge: Perseus publications.
O’Donnell, M. (2000). Health promotion in the workplace. Chicago: American Hospital Association.
Lombardi, Donald (1997). Reorganizational and renewal: Strategies for health care leaders.
Chicago: American College of Health Care Executives.
Shea, John (2000). Spirituality and health care. Chicago: Park Ridge Center.
Spindler, G S (1994). “Psychological Contract in the Work Place: A Lawyer’s View,” Human
Resource Management, 33(3), 325-333.)
World Health Report 2000. Health Systems: Improving Performance (online) World Heath
Organisation. Available from: http://www.who.int/whr/2000/en/whr00_en.pdf (Accessed 20
December 2008).

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