Pantnagar Tarai Agri Seeds is aggressively pursuing its journey to be a global player in seed industry. It has migrated from being a manufacturing company to a customer-centric organisation.

Being a multi-locational, multi-product company, it is imperative to have an organisation building agenda to manage the present and future challenges before the organisation.

The HR team has evolved a human resources model for the company. This was brought about through an involved process wherein employees played an active role in developing it. The team doccumented the key change criteria based on the business imperatives, derived from internal and external environmental factors as well as the vision, mission and values of the company.

The team has also worked out an intervention plan for preparing the organisation to develop a climate of excellence centred around the dimensions of learning, achievement and collaboration.

Human Resources Management Model



The path of learning

Organisational learning has four distinct levels of progression: behavioural, functional, managerial and leadership, intrinsically linked to the requirements of the organisation and the parent group. The company uses this classification to customise its training.



Learning cycle

The cycle begins with 'need identification', an annual exercise where the learning needs of each employee are identified and classified. Interactions are then arranged between the concerned employees and trainers and resource persons in order to bring about the learning plan.

In 'live application', employees are encouraged to take up projects in their specific areas of work, corresponding to the concepts just acquired. This facilitates transfer of learning into action and helps in internalisation.

Trainees are then encouraged to document their experience of the learning process, which is shared with a larger group, according to its relevance. Functional learning is shared with the department or unit, whereas managerial learning is shared with a cross section of managers in the organisation.

In the 'upgradation phase', knowledge of existing practices is enhanced by putting new knowledge into practice.