Transcript Structuring Professional Management K S Gopalakrishnan Vice President – IR &HR Site:Foundry Division,Sholinghur

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
Human Resource practices
HR Vision
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.
Issue : 1
Jan 2001
Executive Director-Foundry
Phase 1 : Human resource practices
1
Human side of BIF
Atmosphere of care
Basic requirements
Provide:
•
Housing for
employees
•
Subsidised food
•
Fair-price shops
•
Uniform
•
Health check ups
PUSH
Developmental aspirations
Institute:
• Free –Medical centre
• Vocational training centre
• Own vehicle scheme
• Recreational club
• Free –Education for wards
• Computer literacy classes
Improve the quality of life
PULL
Social meets
Employee participation
• Periodical Family
visits to foundry
• Sports day
• Awards of
recognition
• Suggestion schemes
Dedicated employees
Empowerment
of
Employees
BIF one
large family
Ownership and
accountability
Atmosphere of trust / Organisational climate
Phase 1 : Human resource practices
2
HRM
Recruitment &
Placement
Vacancy Identification
Occupational,
Health and Safety
Skill Set
Employee Health
Screening
Selection
Safety Audits
Induction Program
Safety committee
meetings
Placement
Career & Succession
Planning
Safety Education
Design Ergonomics
Training &
Competency
Development
Total Employee
Involvement
Needs Identification
Industrial Relations
Curriculum Design
Employee Welfare
Faculty Selection
Statutory
compliance
Training Methods
Training
Effectiveness
Evaluation
Competency
Evaluation
Suggestion Schemes
QC circle
CFT
Employee
Satisfaction Survey
PDA
Phase 1 : Human resource practices
3
Manpower planning for Recruitment
Business Plan
Expansion
Plans
Succession plan
New technology /
New work methods
Resignation
Employee profile
Manpower
planning
Recruitment
Placement
Training
Development
Phase 1 : Human resource practices
4
Health
In house Occupation Health Centre
Pre-employment check for new entrants
Periodical deworming / Immunization schedule
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
Phase 1 : Human resource practices
5
Safety
Man related safety
On the job & off the job training for
safer operation.
Regular patrol inspection for
dangerous action and Implementing
Poka Yoke
Machine related safety
Detect Safety related abnormality
during operation and rectify.
Perform regular equipment
diagnostics as per statutory norms
and established standards.
Identify, analyze and rectify the
accidents / near miss cases
Wearing of personal protection
equipment
Carry out mock drills and fire fighting
training
Simplify equipment operation through
Kaizens.
Regular patrol inspection for unsafe
conditions and rectification through
countermeasures / Kaizens.
Safety caution boards across foundry
for better awareness
Safety manual preparation & training
Safety manual preparation & training.
Phase 1 : Human resource practices
6
Safety award by Government of TamilNadu
Training and Development
Customer complaints due to
lack of knowledge and skills
Career and Succession
planning
Knowledge & skills required for
future business needs in terms of
new technology & new processes.
Are the
knowledge &
skills
available
Internal non-conformities and
rejections due to lack of
knowledge & skills
Lack of knowledge and skills
resulting in poor operational
performance obtained through
PDA
Plan
Identification of training needs
Competency mapping
Classify the needs as Vital, Essential and
Desirable
Trainer & Training course data
base
Identify the number of training hours,
curriculum,scope and the trainers
Review & Approval
Make a training plan and training budget
Prepare a monthly training calendar
Do
Impart training as per plan
Measure trainer effectiveness
Measure training course
effectiveness
Measure trainee effectiveness
Check
Periodical review of effectiveness and retrain
if required
Update the resource data base
Phase 1 : Human resource practices
Act
7
Total Employee Involvement
Active participation & contribution in TQM / TPM initiatives
Suggestion schemes &Continuous improvement projects
Presentation by employees themselves to management on
continuous improvement projects
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
Phase 1 : Human resource practices
8
One of our employees receiving the Uyarntha Uzhaipalar Virudhu
Phase 2
Competency based management
What is Competency Based Management ?
Competency Based Management
(CBM) is an approach that enables
people management in the strategic
direction.
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 lives
Phase 2:Competency based management 9
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
Phase 2 : Competency based management10
Salient Features of CBM
Mapping 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
Phase 2 : Competency based management 11
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
Bell curve representing the normal distribution of performers in BIF
Exit
SHIFT
Competencies when properly applied, significantly skew the distribution to the right to create a
“High Performance Organization”.
Phase 2 : Competency based management 12
What is competency
Competency is demonstrated ability for superior
performance
There are two types of competencies – Leadership & Functional
Functional
Leadership
Phase 2 : Competency based management 13
BIF Requirement
Composition of competencies required for various levels.
GM/VP
Top Mgmt
Sr Mgmt
Mgr / Div Mgr
Mid Mgmt
Sr Egr / Dy Mgr
Entry
Jr Egr / Engineer
Legend
Leadership
Functional
Phase 2 : Competency based management 14
The Methodology
1
Discussion with Top
Management
2
•
•
•
•
•
•
•
•
“Task Analysis” to
evolve functional
competencies
required for a role
3
Business Plan
Future Strategies
Culture
Organization Structure
Competency
Dictionary
development
Studying the Job
Mapping the responsibilities
Defining the Job description
Evolving the functional competencies required for the role
• Functional Knowledge
• Application skills
“Behavioral Event
Interview (BEI)” to
evolve leadership
competencies
4
Gap Assessment &
Individual
Development Plan
5
Results
6
• Leadership Qualities
• Skill
• Gap Analysis , Training Plan , Curriculum
Design
• Faculty Selection , Special Assignment ,
Small Practices
• Coaching , Role Modeling , Observation
• 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
Current Vs Future Competencies - Example
Department : TECHNICAL
Role
: DESIGN ENGINEER
Competencies for the future
Competencies for current
business needs
business needs
Present Competency
• Knowledge on Pro-E,
• Analysis of metal solidification
• Designing software to predict
•
Design capabilities
•
Brake design
-EWB
solidification for materials like
Unigraphics and IDEAS
•
Compacted Graphite
•
Finite Element Analysis
Iron,GGV,GGV SiMo etc.,
•
Stress Analysis
•
Structural Analysis
Developing machining
• 3D Modeling
program in Pro-E
• Basic contraction knowledge
• Knowledge on Gating and
Risering practices
Phase 2 : Competency based management 18
Results
Post Graduate in
Business
Administration
Graduate
Engineers
Diploma
Engineers
Technicians
Multi skilled
Operators
Operators
Phase 2 : Competency based management 19
Phase 3
ASTRA project
Background
A team was chartered to review and come with an action
plan to improve the state of HR functions by taking into
account the issues faced today, Industry benchmarks and
best 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 a
prioritized set of initiatives to focus on working structure
(i.e.,team structure, resourcing, team goals etc.) towards
executing these initiatives
Phase 3 : Astra project
20
Examined 5 areas of HR policy covering the talent
management cycle
A. Attraction,
Recruitment and
Selection
E. Career Growth,
Development
and Training
D. Compensation
and Benefits
B. Engagement
and Retention
C. Performance
Assessment
Attrition and
Retirement
Phase 3 : Astra project
21
Identified 19 HR related initiatives to pursue
Initiatives
A. Attraction,
Recruitment
and Selection
B. Engagement
and Retention
C. Performance
Assessment
D. Compensation
and Benefits
E. Career Growth,
Development
and Training
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.)
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)
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 )
Phase 3 : Astra project
22
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
Phase 3 : Astra project
23
Project Structure
Role
Management Team
(Review every 1-2 mos)
 Ensure ongoing support across the organization (e.g.,
visibility, resources)
 Ensure alignment of initiatives with business goals
Steering Committee
(Review every 2-4 wks)
 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
Project Mgmt Team
(Review every 2 wks)
External
Support
Core Implementation
Team
 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
Phase 3 : Astra project
24
Some samples of initiatives
1. Talent Sourcing
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)
Phase 3 : Astra project
25
2. Employee Satisfaction
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.
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
26
3. Mentoring
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.
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
27
4. Formalising Culture
Description: Reinforce the strength of Company Culture from an informal to formal
process of dissemination
Goals / Outcomes
 Convergence of culture across sites and regions (measurement TBD)
 Faster cultural assimilation of industry hires
Deliverables
 Define the aspects of ‘culture’ that we want to reinforce at Brakes India
 Define how we measure existing culture (e.g., through a survey or interviews) at regions or sites
 Create 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
28
5. Objective setting
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.
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.
Deliverables
 Define what a good vs. bad objective (based on linkage, measurability etc.) and how one creates
good objectives based on manager’s objectives
 Define 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 annually
 Specify how to audit objectives (to ensure ongoing consistency) and perform training as needed
Phase 3 : Astra project
29
Results of initiative prioritisation
Harder to implement
Easier to implement
Low
Employee policies
Talent selection
Importance
High
Support during Role
change
Workforce planning
Talent sourcing
Communication
Induction
Compensation structure
Assessment criteria
Career planning
Mentoring
Objective setting
Compensation strategy
Employee satisfaction
Assessment process
Grade structure
Formalize culture
Compensation adjustment
Development initiatives
& Training
Talent reviews
Urgency X Gap
Phase 3 : Astra project
Low
30
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 Support1
– Top Mngt. + Multi Function
2
– Top Mngt. + External Support
2
– Multi Function + External Support
2
– Multi Function
3
– Top Mngt. + Single Function + External Support3
– 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
Phase 3 : Astra project
31
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.
Phase 3 : Astra project
32
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
33
Thank you