approach note on grassroots skill building ver.1 2016

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HR Technology SolutionsExecutive Search /

Temp StaffingMass Recruitment /

Learn & EarnOD Consulting Solutions

Grassroots Skill Building

Approach Note by

Career Tree HR Solutions Pvt. Ltd

http://www.career-tree.in/



2Copyright @ CareerTree HR Solutions2016-17

Credentials of CareerTree

3Copyright @ CareerTree HR Solutions

About Us

Integrated HR solutions provider,

began our journey in 2003 as specialist in

OD Consulting, Recruitment, and HR Technology;

operations in over 6 states; partnering with over 200 clients;

over 70 passionate professionals;

continuing our endeavor to make positive difference in the lives of

millions of workforce.

2016-17

Business Verticals

Helps organization in building work culture / system & processes for achieving high performance

OD Consulting Competency Management HR Audit

Performance Management Organization Health Survey

HR Process Outsourcing Learn & Earn / SMT

Helps organization to select the right talent through scientific selection process

Talent Acquisition Executive Search Temporary Staffing / Payroll

Mass Recruitment Wage Survey / Compliance Audit

Recruitment Process Outsourcing Employee Assessment

Enables organization to make use of technology in providing HR services

HR Technology MyPDCA.in Jobsfactory.in

Helps employees to gain experiential learning

Training & Development Leadership Development Outbound Training



Apollo Tyres Ashok Leyland Bajaj Auto Brakes India

CEAT Tyres Daimler Mahindra & Mahindra Michelin Tyres

MRF Royal Enfield Schindler Tata Motors

Volvo Asian Paints Coromandel Fertiliser EID Parry

HPCL India Cements Indorama, Indonesia ITC

Petronas, Malaysia Saint Gobain Welspun Alembic

Dr. Reddy‟s Labs Granules India Matrix Laboratories Orchid Chemicals

Strides CavinKare Heinz Hindustan Unilever

Home Center KFC PepsiCo Pioneer Seeds (Dupont)

Airtel Apollo Hospitals Care Hospitals GMR Airports

GVK Group KPMG MSSRF Spencer‟s Retail

2016-17

Our Valued Clients…


Abbot Solutions Acuvate Allsec Technologies Axa Technologies

Codeforce FOX Control GE Money HCL Technologies

Juniper Networks Pennywise Solutions SAP Labs Sitel

Sutherland

Technologies Take Solutions XIUS Amara Raja

Indo NationalKobe Precision Tech,

Malaysia Motorola Nokia

Philips Raychem RPG Areva T&D Bharti Infratel

Gammon GMR Group HCC KEC International

L&T Gamesa Tenaga Nasional Vestas

2016-17

Our Valued Clients…

Experience in both leadership as well as

functional competency domain

Adopted assessment centre and 360 feedback

method

Assessed more than 4000 people across

functions

Conducted over 100 assessment centres

Supported by expert research team

Initiatives led to achieving great milestones

PCMM Certification

Japanese Quality Gold Award (Golden

Peacock)

South East Asia‟s Best Practice Award

CII-EXIM Business Excellence Award

1. Tube Investments of India

2. Coromandel International

3. Brakes India Foundry

4. Daimler Commercial Vehicles

5. Gamesa Renewable

6. PepsiCo India

7. UB Group

8. Bajaj Auto

9. HPCL

10. VATech Wabag

11. GMR Group (Infra & Airports)

12. CESE (RPG Group)

13. Take Solutions

14. Commtel Networks

15. Kobe Precision Tech (Malaysia)

Consultant‟s Expertise in FacilitatingCompetency Management & Skill Building Initiative



Competency Based Management

(Introduction)

What worked in 1900s may not

work in 2000s?

2016-17 9Copyright @ CareerTree HR Solutions

Frederick Taylor (1900s)

The Man who introduced Scientific

Mgmt

He taught us breaking down of jobs

into various sub-components and

thus came ‘departments’

Henry Ford

The Man who introduced Mass

Production

He who believed ‘Standardization &

Less of Human Intervention’

David McClelland (1970s)

The Man behind Competency

Movement

He who believed „there is something

more than these IQ, and Academic

qualifications which differentiated

between the superior performer

from the rest‟

This is not the era of „pair of hands

and legs‟ - it‟s an era of „knowledge

workers and human capital as

competitive advantage‟.

The Changing Paradigms


Knowledge

Skills

Identify & Train

Motives

Traits

Thought

Select For

Attitude

Often people ask “why separate initiative for

competency development”. It is supposed to be the

employee‟s responsibility.

The reality is „often neither the employee nor the

employer know the hidden part‟ of ones personality,

which largely determines whether he/she would be an

average performer or superior performer.Competency is “an underlying

characteristic of an individual

which is causally related to

effective or superior

performance in a job”

- Richard Boyatzis, 1982

It is a combination of Knowledge,

Skills and Attitude (KSAs).

The man who defined

“Competency”


Competencies when properly applied, significantly skews the distribution to the right to create a high performance organization.

Bell curve representing the normal distribution of performers in a company

Low Performers Average PerformersHigh Performers

10% 80% 10%

Exist / Exit Enhance Excel

SHIFT

Competencies drive Performance


Knowledge vs. Skill

The fact of knowing – familiarity or

understanding – putting the pieces

together.

A Proficiency – in art, trade or technique

Ability to perform a task consistently at an optimal

efficiency in a certain / predictable environment

A learned, repeatable process – typing, carpentry,

cooking, reading.

Broadly “It refers to technical skill or functional skill

and may be acquired through experience or

training.” This is purely on the job exercise to excel

in skills.

Fundamental

Critical for all employees

Reflections of the organization's values,

culture and business imperatives

Leadership

Critical for managerial/ executive roles

Functional

Specialized know–how or abilities

Function/Job specific

Functional

Leadership

Fundamental

CareerTree‟s approach to Building Competency Model


HR Strategy

Role Definition & Job Profiling

Sourcing &Recruitment

Selection &Assessment

Succession Planning

Training & Development

PerformanceManagement

New Hire Orientation

Leadership Competency Functional Competency

Critical Behaviour ApplicationKnowledge

Leadership

Proficiency

Functional

Proficiency

Overall Individual

Proficiency

Individual Development Plan

High Potential Employees

Future Leaders

Career Planning

Talent Pipeline

Vision and Values

Business Plan and Challenges

Competitive Advantage

Organization Structure and

Roles

Operational

Excellence

Competency Linkage to HR

Processes



Approach to Grooming

Skilled Workforce (Grassroots Level)

What

– A model that enables an organization to build multi-skilled and flexible workforce at

the grassroots level.

Why

– Improve the performance & productivity of employees.

– Create a pool of workmen who can handle multiple machines and operations.

– Build every team / VAP with all the required skills (production, maintenance, QA

and planning) to independently manage the process.

– Recognize employees for the efforts to acquire skills – differentiate those who

acquire more skills.


Skilled Based Progression

System

Identify Skill

Blocks

Identifying

Levels (LEEP)

Defining

Knowledge

Defining

Skills

Assessment

Tool (K&S)

Skill

Assessment

Skill

Development

Plan

Skill

Progression

Plan

Skill

Upgradation

Identify

VAP’s

L – Learn

E – Execute

E – Excel

P – Propagate

The approach

is unique until

here


Skilled Based Progression System- Process Steps

MIXING

EXTRUDING

TYRE BUILDING

PAINTING

FINISHING

UNIFORMITY

CURING

BEAD

BIAS CUTTING

FABRIC CALENDARING

INSPECTION

DIPPING

STEEL BELT

APEXED BEAD

RUBBER CALENDARING

The model can be

replicated to all

processes to create

plant-wide multi-skilled

workforce.


Macro Process Mapping- e.g. Tyre Building

PRODUCTIONMAINTENANCE

(ELECTRICAL)

TYRE BUILDING

MAINTENANCE (MECHANICAL)

QUALITY PLANNING

ACTIVITY DESCRIPTION

SKILL BLOCKS

SKILL & KNOWLEDGE

LEVELWISE INDICATION


Our approach to Skill Building

INNER LINER APPLICATION

Stage 1 Stage 2

PLY APPLICATION

BEC AND CHAFER APPLICATION

POLYFILM APPLICATION

SIDEWALL APPLICATION

BEAD INSERTION BELT APPLICATION

CAP APPLICATION

Skill BlocksEntire process is split

into two stages for the

purpose of identifying

skill blocks.


Macro Process to Skill Blocks- e.g. Tyre Building

Production

Sl No Skill Block

1 Bead & Inner Liner Application

2 Ply Application

3 Inspection

4

Belt Edge Cushion (BEC) & Chafer

Application

5 Poly Film Application

6 Side-wall Application

7 Cap Application

8 Belt Application

9 CLRI & Safety Checks

Maintenance Mechanical

Sl No Skill Block

1 Daily Checks

2 Time Based Maintenance (TBM)

3 Breakdown Maintenance

4 Data Entry

5 Setup Change

Maintenance Electrical

Sl No Skill Block

1 Daily Checks

2 Time Based Maintenance (TBM)

3 Breakdown Maintenance

4 Data Entry

5 Setup ChangePlanning

Sl No Skill Block

1 Phase Wise Plan

2 Scheduling

3 Inventory Data Capturing

Quality

Sl No Skill Block

1 Daily Checks

2 Builder Rating

3 Quality Audits

4 ISO and TS complianceTotal 26 Skill Blocks


Skill Blocks Identified- e.g. Tyre Building

Can handle independently

Learning / shadowing another person

Can do with assistance

Can teach others, is a resource

Execute

Level 2

Excel

Level 3

PropagateLearn

Level 1


Skill Levels

• Learn: Basic skills & knowledge required to perform an operation.

• Execute: Skills & knowledge required to consistently perform & manage the

variances.

• Excel: Skills & knowledge required to consistently maintain and improve

performance. Also predict variations & attack them even before they arise.

• Propagate: Skills & knowledge required to train other‟s.


Skill Levels – Rater Scale

VAP: Tyre Building Skill Block: Bead & Inner Liner Application


VAP > Skill Block(Knowledge & Skills)

STAGES_I-and-II_29-MAY-2010.xls

Skill Blocks

Knowledge LEVEL 1 (Learn) LEVEL 2 (Execute) LEVEL 3 (Excel) LEVEL 4 (Propogate)

Bead & Inner liner

Application

Awareness on RMS / DEVON / CHIN Machines' Inter locks

Understands interlocks in tyre building machines

Aware of the Interlocks in the RMS / Devon machines

Aware of the Interlocks in RMS / Devon / Chinese & Taiwan machines

Aware of the functionality of the interlocks in te RMS / Devon / Chinese and Taiwan machines

Machine controls - foot switch for OBSR positioning

Identifies the foot pedal control in the machine

Aware of the foot switch for OBSR positioning

Quality of Drum stick used and applying procedure

Identifies the drum stick used for application of coating on drum

Aware of the quality of the drum stick and its purpose

Knowing splicing and stitching procedure, roller used and its condition

Aware of the splicing procedure

Aware of the splicing, stitching procedures

Aware of roller used, its condition and its impact on tyre quality

Skill LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4

Placing the bead on the IBSR Places the bead on the IBSR as per instructions

Places the bead on the IBSR as per procedure

Controlling the machine / parts thru foot switch control

Controls the machine / parts thru pedal switch

Application of drum stick on the drum

Applies drum stick on the drum

Applies drum stick as per process / quality standards

Identifying the material lay direction and application as per specification

Identifies the material lay direction and applies as per product specification

Trains others in lay direction & liner application


Skill & Knowledge- Proficiency Level

PRODUCTIONMAINTENANCE

(MECH)

MAINTENANCE (ELEC)

SB 7

SB 8

SB 2

SB 1

SB 3

SB 6

SB 4

SB 5

SB 9

PLANNING

SB 11

SB 12

SB 10 SB

16

SB 13

SB 14

SB 17

SB 15

SB 21

SB 18

SB 19

SB 22

SB 20

QASB 23

SB 25

SB 26

SB 24

Companies can

set the RPL as

L3 in most skill

blocks within a

defined timeline

to create multi-

skilled

workforce.


Skill Building – within VAP

A plan on how to make the workmen learn other skills and get them multi-skilled.

This a structured approach to determine the timeline as well.2016-17 27Copyright @ CareerTree HR Solutions

Skill Progression –Learning Sequence

Final Presentation_31.05.10\STAGES_I-and-II_29-MAY-2010.xls

Conditions:

1. Min L3 in any skill block before moving to another skill block.

2. Compulsory shuffling between skill blocks of all functions – however the

logical sequence will be followed.

3. Skill block learning sequence to be formulated considering the company-

specific needs.

4. Poor learners in complex skill blocks will be moved to simple skill blocks on

management‟s discretion.


Skill Progression –Conditions

LEARNEXECUTEEXCELPROPAGAT

E


Skill Matrix –Visual Control


Connecting Competency Framework

to other HR Processes


Job Description

KRAs & KPIs

Performance Feedback

Individual Training Needs /

IDP

Business Plan &

Department Goals

Key Deliverables

Functional Competency

Feedback

Department Training Needs

Values &

Competency Framework

Values & Competencies

Leadership Competency

Feedback

TDP

PROCESS

BUSIENSS UNIT(Values & Capability)

ORGANIZATION(Vision)

DEPARTMENT(Goals)ROLE

1

CAPABILITY BUILDING PLAN

a) Capability Building Calendarb) Training Modules (Business, Leadership & Functional)c) Training Methodologyd) Desired Outcomee) Stakeholders Responsibilities

DRIVERS

OUTCOME

2

3

4

Define

Evolve

Share

Identify

Holistic Approach to Capability

Building


Learning from Others

1. Shadow a high-performer

you admire

2. Seek out a mentor

3. Informally solicit

feedback from your

peers, direct manager,

and other managers

4. Attend an outside

networking event specific

to your role or interests

Learning by being Taught

1. Attend a training class

2. Take an online learning

module focused on the

skill or behavior you want

to develop or improve

upon

3. Attend an outside training

seminar or class

Learning by Doing

1. Lead a team meeting

2. Represent your team at a

cross-functional meeting

3. Work on challenging or

new projects

4. Train / teach something

new to team members

5. Seek job rotation /

transfers / travel

70% On-the-Job

Experiences

20% Relationships,

Networking & Feedback

10% Formal Training

Opportunities

DE

VE

LO

PM

EN

T A

VE

NU

ES

SELF MANAGER ORGANIZATION

70:20:10 - Model of Adult

Learning


Competency Application to

Big Picture

Competency AssessmentIndividual Development

Plan

Business Academy

All Participants

High Potentials

On the Job Projects

Career Development

E Learning

Coaching and Mentoring

Technical Training Centre

Job Posting Applicant Evaluation Career Moves

Vacancies

Job Description

Profile Description

Past Performance

Experience in Current Org

Experience in Current Role

Supervisor Comments

ADC Inputs

Those who have not

qualified for OA


Count on our expert support..

Corporate Office:

Career Tree HR Solutions Pvt. Ltd

# 4, 3rd Cross Street,

Shenoy Nagar,

Chennai – 600030.

Tamil Nadu, India.

Write to us at

[email protected]

[email protected]

[email protected]

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www.career-tree.in

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approach note on grassroots skill building ver.1 2016

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