In House Training Details

1
Structuring Professional Management
K S Gopalakrishnan Vice President IR HR

SiteFoundry Division,Sholinghur
2
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
3
Phase 1
Human Resource practices
4
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
1
Phase 1 Human resource practices
5
Human side of BIF
Atmosphere of care
Basic requirements
Developmental aspirations

• 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

Dedicated employees
Empowerment of Employees
PUSH
PULL
BIF one large family
Improve the quality of life
Employee participation
Social meets
Ownership and accountability

• Periodical Family visits to foundry
• Sports day

• Awards of recognition
• Suggestion schemes

Atmosphere of trust / Organisational climate
Phase 1 Human resource practices
2
6
HRM
Recruitment Placement
Occupational, Health and Safety
Training Competency Development
Total Employee Involvement
Vacancy Identification Skill Set
Selection Induction Program Placement Career
Succession Planning
Needs Identification Curriculum Design Faculty
Selection Training Methods Training
Effectiveness Evaluation Competency Evaluation
Employee Health Screening Safety Audits Safety
committee meetings Safety Education Design
Ergonomics
Industrial Relations Employee Welfare Statutory
compliance Suggestion Schemes QC
circle CFT Employee Satisfaction Survey PDA
3
Phase 1 Human resource practices
7
Manpower planning for Recruitment
Business Plan
Succession plan
Expansion Plans
New technology / New work methods
Resignation
Employee profile
Manpower planning
Recruitment
Placement Training Development
4
Phase 1 Human resource practices
8
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
5
Phase 1 Human resource practices
9
Safety
Man related safety
Machine related safety
On the job off the job training for safer
operation.
Detect Safety related abnormality during
operation and rectify.
Regular patrol inspection for dangerous action
and Implementing Poka Yoke
Perform regular equipment diagnostics as per
statutory norms and established standards.
Identify, analyze and rectify the accidents /
near miss cases
Simplify equipment operation through Kaizens.
Wearing of personal protection equipment
Carry out mock drills and fire fighting training
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
6
Phase 1 Human resource practices
10
Safety award by Government of TamilNadu
11
Training and Development
Plan
Do
Check
Act
Customer 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
Are the knowledge skills available
Lack of knowledge and skills resulting in poor
operational performance obtained through PDA
Career and Succession planning
Identification of training needs
Competency mapping
Classify the needs as Vital, Essential and
Desirable
Identify the number of training hours,
curriculum,scope and the trainers
Review Approval
Trainer Training course data base
Make a training plan and training budget
Prepare a monthly training calendar
Impart training as per plan
Measure trainee effectiveness
Measure trainer effectiveness
Periodical review of effectiveness and retrain if
required
Measure training course effectiveness
Update the resource data base
7
Phase 1 Human resource practices
12
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
8
Phase 1 Human resource practices
13
One of our employees receiving the Uyarntha
Uzhaipalar Virudhu
14
Phase 2
Competency based management
15
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 2Competency based management
9
16
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 management
10
17
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
18
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
19
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
20
BIF Requirement
Composition of competencies required for various
levels.
GM/VP
Top Mgmt
Mgr / Div Mgr
Sr Mgmt
Sr Egr / Dy Mgr
Mid Mgmt
Entry
Jr Egr / Engineer
Legend
Leadership
Functional
Phase 2 Competency based management
14
21
The Methodology

• Business Plan
• Future Strategies
• Culture
• Organization Structure

Discussion with Top Management
1

• Studying the Job
• Mapping the responsibilities
• Defining the Job description
• Evolving the functional competencies required for
  the role

Task Analysis to evolve functional competencies
required for a role
2
Competency Dictionary development

• Functional Knowledge
• Application skills

3

• Leadership Qualities
• Skill

Behavioral Event Interview (BEI) to evolve
leadership competencies
4

• Gap Analysis , Training Plan , Curriculum Design
• Faculty Selection , Special Assignment , Small
  Practices
• Coaching , Role Modeling , Observation

Gap Assessment Individual Development Plan
5
Results

• Highlight potential leaders
• Train internal assessors
• Evolve model to link KPIs IDPs

6
Phase 2 Competency based management
15
22
Performance Mapping through CBM
Competency based Performance Management System
Tracking of continuous Improvement (MpCps)
Breakthrough Projects (MFO).
Phase 2 Competency based management
16
23
Benefits
Phase 2 Competency based management
17
24
Current Vs Future Competencies - Example
Department TECHNICAL Role DESIGN
ENGINEER
Competencies for the future business needs
Competencies for current business needs

• Design capabilities
• Brake design
• -EWB
• Finite Element Analysis
• Stress Analysis
• Structural Analysis

Present Competency

• 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

• Knowledge on Pro-E, Unigraphics and IDEAS
• Developing machining program in Pro-E
• Basic contraction knowledge

Competency Enhancement
Phase 2 Competency based management
18
25
Results
Post Graduate in Business Administration
Graduate Engineers
Diploma Engineers
Technicians
Multi skilled Operators
Operators
4
24
18
11
Knowledge and Skill enhancement
60
Phase 2 Competency based management
19
26
Phase 3
ASTRA project
27
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
28
Examined 5 areas of HR policy covering the talent
management cycle
A. Attraction, Recruitment and Selection
B. Engagement and Retention
E. Career Growth, Development and Training
C. Performance Assessment
D. Compensation and Benefits
Attrition and Retirement
Phase 3 Astra project
21
29
Identified 19 HR related initiatives to pursue
Initiatives
A. Attraction, Recruitment and Selection

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)

B. Engagement and Retention

1. Employee satisfaction (e.g., develop stronger
   identity with BI, CSR initiatives, socialization,
   conduct annual survey, exit interviews etc.)
2. Employee policies (e.g., standardize and
   publish,)
3. Communication (e.g., management town halls, HR
   programs, policies processes)
4. Support during a role change
5. Mentorship
6. Formalization of culture (e.g., consistency
   across the firm, reinforcement of values etc.)

C. Performance Assessment

1. Objective setting (e.g., clear measurable goals,
   MBO, standardization across functions)
2. Assessment criteria (e.g., streamline PDA form,
   ensure competencies are more relevant and more
   tied to end result, grade based differentiation,)
3. Assessment process (e.g., curve fitting, manager
   training in PDA process, 360 degree feedback)

D. Compensation and Benefits

• 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)

E. Career Growth, Development and Training

1. Grade structure and career growth (e.g., career
   advancement paths, technical experts)
2. Potential assessment career planning (charting
   out a 1-2 year plan with employees, job rotation
   etc.)
3. Standardize development opportunities (e.g.,
   competency based training, education)
4. Talent Reviews (leadership and functional bench
   strength review, succession planning )

Phase 3 Astra project
22
30
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

23
Phase 3 Astra project
31
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

Project Mgmt Team (Review every 2 wks)

• 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

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

ExternalSupport
24
Phase 3 Astra project
32
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 BIs 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)

25
Phase 3 Astra project
33
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

26
Phase 3 Astra project
34
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 XXYY (e.g., 12)

• 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

27
Phase 3 Astra project
35
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
36
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 managers 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
37
Results of initiative prioritisation
Harder to implement
Easier to implement
Low
Employee policies
Support during Role change
Workforce planning
Talent selection
Talent sourcing
Communication
Induction
Importance
Compensation structure
Assessment criteria
Career planning
Mentoring
Objective setting
Employee satisfaction
Compensation strategy
Assessment process
Formalize culture
Grade structure
Development initiatives Training
Talent reviews
Compensation adjustment
High
Low
Urgency X Gap
30
Phase 3 Astra project
38
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

31
Phase 3 Astra project
39
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.

32
Phase 3 Astra project
40
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 participants 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
41
Thank you