structuring professional management
DESCRIPTION
Structuring Professional Management. K S Gopalakrishnan Vice President – IR &HR. Site:Foundry Division,Sholinghur. Evolution of HRM in BIF. Phase 1 (Upto 2005) Human Resource practices. Phase 2 (2006-2010) Competency based management. Phase 3 (From 2011) Astra project. Phase 1. - PowerPoint PPT PresentationTRANSCRIPT
Structuring Professional Management
Site:Foundry Division,Sholinghur
K S GopalakrishnanVice President – IR &HR
Evolution of HRM in BIF
Phase 1 (Upto 2005)Human Resource practices
Phase 2 (2006-2010)Competency based management
Phase 3 (From 2011) Astra project
Phase 1
Human Resource practices
Phase 1 : Human resource practices
We recognize our Human resource as our most precious asset, and aim
to harness their potential for individual growth and organizational
effectiveness. We should ensure systematic and comprehensive “Total
care of people” to realize harmonious industrial relations, purposeful
welfare, result oriented performance management, individual-centric
training and development to improve the quality of work life of the
employees.
HR Vision
Executive Director-Foundry
Issue : 1
Jan 20011
Phase 1 : Human resource practices
Institute:• Free –Medical centre• Vocational training centre• Own vehicle scheme• Recreational club• Free –Education for
wards• Computer literacy classes
Provide:• Housing for
employees• Subsidised food • Fair-price shops• Uniform • Health check ups
Basic requirements
Atmosphere of care
Developmental aspirations
Improve the quality of lifePUSH PULL
• Periodical Family
visits to foundry • Sports day
• Awards of recognition
• Suggestion schemes
Atmosphere of trust / Organisational climate
BIF one large family
Ownership and accountability
Empowerment of
Employees
Dedicated employees
Social meets Employee participation
Human side of BIF
2
Phase 1 : Human resource practices
HRM
Training & Competency Development
Recruitment & Placement
Total Employee Involvement
Occupational, Health and Safety
Needs Identification
Curriculum Design
Faculty Selection
Training Methods
Training Effectiveness Evaluation
Competency Evaluation
Vacancy Identification
Skill Set
Selection
Induction Program
Placement
Career & Succession Planning
Industrial Relations
Employee Welfare
Statutory compliance
Suggestion Schemes
QC circle
CFT
Employee Satisfaction Survey
PDA
Employee Health Screening
Safety Audits
Safety committee meetings
Safety Education
Design Ergonomics
3
Expansion Plans
Business Plan
New technology / New work methods
Succession plan
Resignation
Employee profile
Manpower planning
Recruitment
Placement
Training
Development
Manpower planning for Recruitment
Phase 1 : Human resource practices 4
Phase 1 : Human resource practices
Pre-employment check for new entrants
Periodical deworming / Immunization schedule
In house Occupation Health Centre
Health
Annual in-house health check up for illness /Master health checkup by hospitals
Referrals to reputed medical institutions for deserving cases
Counselling and advise by Dieticians on food habits
Provision of Diet meals
Training including Yoga on healthy way of life
Developing Government health centers for better treatment to employees / public
Observance of statutory and OHSAS provisions
5
Phase 1 : Human resource practices
On the job & off the job training for safer operation.
Regular patrol inspection for dangerous action and Implementing
Poka Yoke
Identify, analyze and rectify the accidents / near miss cases
Carry out mock drills and fire fighting training
Wearing of personal protection equipment
Safety caution boards across foundry for better awareness
Safety manual preparation & training
Man related safety
Detect Safety related abnormality during operation and rectify.
Perform regular equipment diagnostics as per statutory norms
and established standards.
Simplify equipment operation through Kaizens.
Regular patrol inspection for unsafe conditions and rectification through
countermeasures / Kaizens.
Safety manual preparation & training.
Machine related safety
Safety
6
Safety award by Government of TamilNadu
Phase 1 : Human resource practices
Training and DevelopmentCustomer complaints due to lack of knowledge and skills
Knowledge & skills required for future business needs in terms of new technology & new processes.
Internal non-conformities and rejections due to lack of
knowledge & skills
Lack of knowledge and skills resulting in poor operational
performance obtained through PDA
Competency mapping
Career and Succession planning
Are the knowledge &
skills available
Identification of training needs
Classify the needs as Vital, Essential and Desirable
Identify the number of training hours, curriculum,scope and the trainers
Make a training plan and training budget
Prepare a monthly training calendar
Impart training as per plan
Measure trainee effectiveness
Periodical review of effectiveness and retrain if required
Update the resource data base
Trainer & Training course data base
Review & Approval
Measure trainer effectiveness
Measure training course effectiveness
Plan
Do
Check
Act
7
Phase 1 : Human resource practices
Suggestion schemes &Continuous improvement projects
Presentation by employees themselves to management on continuous improvement projects
Active participation & contribution in TQM / TPM initiatives
Total Employee Involvement
Participation in contests / quiz programmes by our employees conducted by customers / suppliers and Government agencies
Sports and tournaments for employees
Facilitating employees for Government awards like Best worker award (Uyarntha Uzhaipalar Virudhu)
Encouraging employees to pursue higher education for self development
Providing opportunities for higher education (BE,MBBS) to employees children
Bearing the entire cost of education of a child of employees
8
One of our employees receiving the Uyarntha Uzhaipalar Virudhu
Competency based management
Phase 2
Phase 2:Competency based management
Competency Based Management (CB
M) is an approach that enables people management in the strategic
direction.
Competency Based Management (CB
M) is an approach that enables people management in the strategic
direction.
It enhances human capital, and Improves the overall organizational
capability
It enhances human capital, and Improves the overall organizational
capability
CBM supports imperatives such as speed-to-market, customer satisfaction, flexibility, and employees’ control of their careers and personal liv
es
CBM supports imperatives such as speed-to-market, customer satisfaction, flexibility, and employees’ control of their careers and personal liv
es
What is Competency Based Management ?
9
Phase 2 : Competency based management
Why Competency based management ?
Competency Mapping exercises were found adequate for
Sustenance and Continuous Improvement, but not sufficient for
Breakthrough and Innovation
Training plans are not developed based on competency
requirement
10
Phase 2 : Competency based management
Salient Features of CBMMapping role competencies and create competency dictionary
Conducting assessment centre and identify development needs
Preparing individual specific development plan
Preparing succession plan and link the development plan
Incorporating development goals as KPIs in performance management system
Enabling development through job rotation and continuous education
Enabling grassroots empowerment, implementing score card based performance monitoring and skill based progression system
11
Phase 2 : Competency based management
Competency based management• Competencies for future business strategies to be identified and
developed
• Individual aspirations and organization's requirements to be linked
• Enhance competency level of the organization
Exit
SHIFT
Bell curve representing the normal distribution of performers in BIF
Competencies when properly applied, significantly skew the distribution to the right to create a “High Performance Organization”.
12
What is competency
Competency is demonstrated ability for superior
performance
There are two types of competencies – Leadership & Functional
FunctionalFunctional
LeadershipLeadership
Phase 2 : Competency based management 13
Legend
BIF Requirement
Top Mgmt
Sr Mgmt
Mid Mgmt
Entry
Leadership Functional
GM/VP
Mgr / Div Mgr
Sr Egr / Dy Mgr
Jr Egr / Engineer
Composition of competencies required for various levels.
Phase 2 : Competency based management 14
The Methodology
Discussion with Top Management
Discussion with Top Management
• Business Plan• Future Strategies• Culture• Organization Structure
“Task Analysis” to evolve functional
competencies required for a role
“Task Analysis” to evolve functional
competencies required for a role
• Studying the Job• Mapping the responsibilities• Defining the Job description• Evolving the functional competencies required for the
role
Competency Dictionary
development
Competency Dictionary
development
• Functional Knowledge• Application skills
1
2
3
“Behavioral Event Interview (BEI)” to evolve leadership
competencies
“Behavioral Event Interview (BEI)” to evolve leadership
competencies
• Leadership Qualities• Skill4
Gap Assessment & Individual
Development Plan
Gap Assessment & Individual
Development Plan5
• Gap Analysis , Training Plan , Curriculum Design
• Faculty Selection , Special Assignment , Small Practices
• Coaching , Role Modeling , Observation
6ResultsResults
• Highlight potential leaders• Train internal assessors• Evolve model to link KPIs & IDPs
Phase 2 : Competency based management 15
Performance Mapping through CBM
Competency based Performance Management System – Tracking of
continuous Improvement (MpCps) & Breakthrough Projects (MFO).
Phase 2 : Competency based management 16
Benefits
Phase 2 : Competency based management 17
Competencies for the future
business needsCompetencies for current
business needs
• Design capabilities
• Brake design
-EWB
• Finite Element Analysis
• Stress Analysis
• Structural Analysis
Department : TECHNICAL
Role : DESIGN ENGINEER
• Analysis of metal solidification
• Designing software to predict
solidification for materials like
Compacted Graphite
Iron,GGV,GGV SiMo etc.,
• 3D Modeling
• Knowledge on Gating and
Risering practices
Present Competency
• Knowledge on Pro-E,
Unigraphics and IDEAS
• Developing machining
program in Pro-E
• Basic contraction knowledge
Competency Enhancement
Phase 2 : Competency based management
Current Vs Future Competencies - Example
18
Phase 2 : Competency based management 19
Post Graduate in Business
Administration
Graduate Engineers
Diploma Engineers
Technicians
Multi skilled Operators
OperatorsKnowledge and Skill
enhancement
11
60
4
24
18
Results
ASTRA project
Phase 3
Background
A team was chartered to review and come with an actionplan to improve the state of HR functions by taking intoaccount the issues faced today, Industry benchmarks andbest practices that will be useful in implementing the project. The team consisted of ten members representing majority of functions.
The team discussed with management and agreed on aprioritized set of initiatives to focus on working structure (i.e.,team structure, resourcing, team goals etc.) towardsexecuting these initiatives
Phase 3 : Astra project 20
Examined 5 areas of HR policy covering the talent management cycle
A. Attraction, Recruitment and Selection
B. Engagement and Retention
C. Performance Assessment
D. Compensationand Benefits
E. Career Growth, Development and Training
Attrition and Retirement
Phase 3 : Astra project 21
Identified 19 HR related initiatives to pursue
A. Attraction, Recruitment and Selection
E. Career Growth, Development and Training
B. Engagement and Retention
C. Performance Assessment
D. Compensation and Benefits
Initiatives
1. Workforce planning (e.g., workforce requirements, role definitions, JD / JS)
2. Talent sourcing (i.e., channels used, communication to potential candidates, branding)
3. Talent selection (i.e., pre-screening, interview process, interview format, competency based assessment etc.)
4. Induction (e.g., orientation program, buddy systems)
5. Employee satisfaction (e.g., develop stronger identity with BI, CSR initiatives, socialization, conduct annual survey, exit interviews etc.)
6. Employee policies (e.g., standardize and publish,)
7. Communication (e.g., management town halls, HR programs, policies & processes)
8. Support during a role change
9. Mentorship
10. Formalization of culture (e.g., consistency across the firm, reinforcement of values etc.)
16. Grade structure and career growth (e.g., career advancement paths, technical experts)
17. Potential assessment & career planning (charting out a 1-2 year plan with employees, job rotation etc.)
18. Standardize development opportunities (e.g., competency based training, education)
19. Talent Reviews (leadership and functional bench strength review, succession planning )
11. Objective setting (e.g., clear measurable goals, MBO, standardization across functions)
12. Assessment criteria (e.g., streamline PDA form, ensure competencies are more relevant and more tied to end result, grade based differentiation,)
13. Assessment process (e.g., curve fitting, manager training in PDA process, 360 degree feedback)
14. Compensation strategy (i.e., fixed vs. variable, benchmarking and level setting)
a. Immediate compensation adjustment (revise existing pay scales in line with future strategy)
15. Compensation structure (e.g., flexible compensation package, benchmark travel, leave and other benefits)
22Phase 3 : Astra project
Guiding Principles for Implementation• Provide sufficient Management Support to ensure follow
through over next year (e.g., director sponsor for each work stream)
• Ensure that this HR Initiative has buy-in across the organisation (e.g., cross functional implementation teams; locational considerations)
• Focus on creating Sustainable Processes rather than quick fixes.
• Ensure Impact is Measured through clear pre-defined goals
• Create a Balanced Work Load from a team perspective and overall company perspective
23Phase 3 : Astra project
Project Structure
24
Management Team
(Review every 1-2 mos)
Project Mgmt Team
(Review every 2 wks)
Steering Committee
(Review every 2-4 wks)
Core Implementation Team
Role
Ensure ongoing support across the organization (e.g., visibility, resources)
Ensure alignment of initiatives with business goals
Provide mentorship to teams Help resolve road-blocks that cannot be handled by
the team
Track project status of all initiatives Ensure consistency across initiatives (measurement,
execution and content cross linkages) Ensure build up of HR capabilities to maintain
processes post implementation
Define objectives and work plan for each initiative Implement initiative: request / co-opt additional
resources as needed during implementation Measure progress against pre-defined metrics
ExternalSupport
Phase 3 : Astra project
25
Description: To effectively and efficiently acquire talent suited for organizational needs. To deploy right channels of recruitment, including in-house, for sourcing best fit persons within the shortest time.
Goals / Outcomes Reduce time to fill an open position from XX days to YY days Identify 2 – 3 creative / new avenues to source the right talent (e.g., online, in-house
advertisement) Enhance awareness of BI amongst potential candidates Increase selection ratio once a candidate is brought in for department interviews from XX% to YY%
(i.e., percentage of candidates that we would want to hire)
Deliverables Define specific actions / info to be published / modus of publicity etc. to build brand image eg.
Academic Institutions / Job Fairs / Forums / BI Website / Auto – Auto Components fairs Define channels that BI will use for specific job types (e.g., diploma holders from XX, YY and ZZ for
job type AA or BB, GET from WW, VV for job type CC etc.) Define BI’s image for recruitment Define interaction process and timeline with each channel (i.e., who is responsible, what is the level
of interaction and or branding required with the channel)
1. Talent Sourcing
Phase 3 : Astra project
Some samples of initiatives
Description: To develop a process for capturing employee satisfaction level at a defined frequency, Providing feed back to employees, conducting structured exit interviews and a system to improve the satisfaction level.
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2. Employee Satisfaction
Goals / Outcomes Creation and measurement of an employee satisfaction index with specific components and measured through multiple avenues (e.g., survey, structured exit interviews etc.) 2-3 initiatives at each site / corporate to improve employee satisfaction
Deliverables List of initiatives to be identified to proactively nurture employees & enhance satisfaction Create an employee satisfaction survey that is used to construct an employee satisfaction index and create the process to administer the survey (when is it given, who takes it etc.) Develop a framework to address issues that arise out of the survey at the department level, site level or corporate level Administer the survey once and develop a plan to address issues from the survey
Phase 3 : Astra project
Description: To Design & Develop a process which facilitates personal & professional growth in an individual by sharing the knowledge and insights that have been learned through the years. All GET & Lateral Entries up to deputy Manager will undergo this process for a period of one year.
3. Mentoring
27
Goals / Outcomes XX% of employees will have a mentor
Employees with a mentor score higher on employee satisfaction index along XX dimension YY% of manager level & above will be trained and ready to perform the role of a mentor Mentor to mentee ratio of XX:YY (e.g., 1:2)
Deliverables Define goals and objectives of a mentor-mentee relationship Identify target mentor and mentee populations and create matching program Conduct training program for mentors and launch pilot program Develop mentoring survey to assess the effectiveness & improve program
Phase 3 : Astra project
Description: Reinforce the strength of Company Culture from an informal to formal process of dissemination
4. Formalising Culture
28
Goals / Outcomes Convergence of culture across sites and regions (measurement TBD) Faster cultural assimilation of industry hires
DeliverablesDefine the aspects of ‘culture’ that we want to reinforce at Brakes IndiaDefine how we measure existing culture (e.g., through a survey or interviews) at regions or sitesCreate a change program to shift culture towards the desired state (e.g., identify visible encouragement of adherence to behavioral standards / likewise discouragement of non-adherence, create right tool sets to obtain culture etc.)Identify channels through which culture setting is done (e.g., induction, management town-halls etc.)
Phase 3 : Astra project
Description: Define a clear process of setting goals for individual which are measurable and are linked to Business and Company objectives. These are reviewed and updated each year.
5. Objective setting
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Goals / Outcomes Clear MP-CPs and MFOs to all levels of the organisation till shift incharges Transparent objective setting process and up to date monitoring system Facilitating entity to coordinate & moderate policy deployment, performance review and course
correct. LTO, MTOs and yearly targets with clear inter-linkage. Baseline objectives for a common role across the organisation.
DeliverablesDefine what a good vs. bad objective (based on linkage, measurability etc.) and how one creates good objectives based on manager’s objectivesDefine the process for objective setting across the company (e.g., first at director level, then at a VP level workshop etc.)Perform objective setting exercise once (trickle down to manager level) and train managers and above on how to repeat this annuallySpecify how to audit objectives (to ensure ongoing consistency) and perform training as needed
Phase 3 : Astra project
Results of initiative prioritisation
Urgency X Gap
Importance
Harder to implement
Easier to implement
Talent selection
Communication
Compensation structure
Career planning
Workforce planning
Induction
Assessment criteria
Mentoring
Objective setting
Assessment process
Employee satisfaction
Formalize culture
Talent reviews
Compensation strategy
Grade structure
Development initiatives & Training
Talent sourcing
Employee policies Support during Role change
Compensation adjustment
High
30
Low
Low
Phase 3 : Astra project
Ease of Implementation
• Defined as : How easy or difficult it is to implement measured by complexity of entities involved – Hands on involvement of / does not involve Top Mngt. / Single Vs. Multi Function / External Support (Only For Knowledge).
– Top Mngt. + Multi Function + External Support - 1
– Top Mngt. + Multi Function - 2
– Top Mngt. + External Support - 2
– Multi Function + External Support - 2
– Multi Function - 3
– Top Mngt. + Single Function + External Support- 3
– Top Mngt. + Single Function - 4
– Single Function + External Support - 5
– Single Function - Not a feasible option
– External Support - Not a feasible option
– Top Mngt. - Not a feasible option
31Phase 3 : Astra project
Benefits rolled out so far
Communication of policies through portal.
Mode of Exit interview revised
Mentoring and buddy programme
Identification of unique positions and job description for succession planning
Creation of Development Center.
32Phase 3 : Astra project
What is a Development Center ?
• DC is a virtual center where participants and assessors congregate for 2 to 3 days to• Create a trust and open atmosphere for learning and reflection
• Participants are put through a variety of tests at individual and group levels to• Perform various tasks • Assess strengths and weaknesses against specific pre-determined
competencies• Provide non-judgmental development feedback to each participant’s
leveraging strengths and areas for improvement
• Identification of Hi-Potential employees for accelerated growth and the determination of gaps in competencies that need to get plugged in
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Thank you