Structuring Professional Management

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


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


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


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


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

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Safety award by Government of TamilNadu


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

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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

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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

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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

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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”.

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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.


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


Performance Mapping through CBM

Competency based Performance Management System – Tracking of

continuous Improvement (MpCps) & Breakthrough Projects (MFO).


Benefits


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


Current Vs Future Competencies - Example

18


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


Project Structure

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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

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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


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


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

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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


Description: Reinforce the strength of Company Culture from an informal to formal process of dissemination

4. Formalising Culture

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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.)


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


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

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Low

Low


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


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.


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

Structuring Professional Management

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