The ultimate aim of any modern corporate is growth with profit maximization. Growth is the first and foremost characteristic of nature and its products which include modern societies with all their industrial, agricultural and service sectors and above all the research organizations to cater to the needs of primary, secondary and tertiary sectors. Governed by the laws of the universe and nature, societies, markets and above all human life are in the constant churn of development in the realm of creativity and innovativeness.

After more than a decade of the changed economic environment, a large number of high performing enterprises have become low performing; many of them have been struggling to survive and some have faced closure also. The arrival of many world class organizations with higher order experience levels has severely threatened many of the so-called high performing Indian organizations with lower order experience levels and has put their total survival at stake. The state of affairs in state government departments also has not been very sound. Widespread frustrations and demoralizations have been found among the state employees. Today, the organizations are looking towards HR to make them more competitive and come out of the red by successfully meeting the challenge. State government departments also undertook HRD planning and implementations at the instance of the World Bank in the World Bank funded projects in the health, forestry and other social development sectors. The paper discusses the HR needs in the present context, the HR perspective, some experiences of developing HRD plan in the forest departments in two states in India, the critical business areas and a few HR challenges that can really help achieving transformations.

The future is going to become much more demanding than the present. The Human Resource Management (HRM) and Human Resource Development (HRD) functions are performed in many organizations by two distinct functional heads independently. The isolated functioning by these two heads has yielded significant results and some kind of integration of the two functions can be thought of. A beginning in integration is already made. As both are an important and an inseparable integral part of the most important `Human Resource functions', it will have to develop new strategies and technologies to enable their organizations to survive, cope and adapt the turbulent environment. The competitions set a decade ago, by liberalizations and globalizations are likely to become intense and severe. These organizations have survived the impacts and have acquired rich experiences. This is the right time to pause, discuss, analyze, review, forecast and decide about the strategies of meeting the challenges forced upon in the current times (Pandey 1999).

The most important challenge is revolutionizing the HR systems to identify, maintain, develop and utilize talents across the organization to their fullest capacities. An organization may claim that it has the best of the systems to identify talents across the organization. However, it may so happen that they already have highly talented people floating in the pool of non-talented ones in the organization. What is that system where such kinds of things are happening? Can these systems be still called the best? The challenge is no longer living under virtuality but has started living in realities. The organizations might have to pay heavy costs for not living in reality. The challenge, therefore, is making a paradigm shift towards reality. The challenge is a large-scale change of HR systems, where the systems should be fine tuned to make a shift, or be ready for any kind of change required if the organization's purpose is to continue to outperform, excel and remain a leader. The slogan for tomorrow's organizations will be: `Outperform or die'.

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