Manpower optimisation and competency development
- 1. HR Visioning and Strategic Development Manpower Optimisation and Competency Development
- 2. What does an organisation expect from his employees? Expectations from Employees: – To meet organizations' vision , mission, objectives within organisation value system . – Internalizing and practice integrity, customer delights, accountability, respect and entrepreneurship. – To continuously upgrade their competence to meet organization’s future requirements. – Be Innovative, passionate and committed with continuously raising the performance bar while involving and empowering their team/ work force.
- 3. What do an employee look from his job? Employees Expectations: – Remuneration as per market value – Opportunity to learn, grow and develop with social well being and work life balance – Empowered to take strategic and development decisions independently
- 4. Manpower Optimisation Model will help in: • Aligning the organization's objectives and employees aspiration. • To provide platform to employee to learn grow and innovate. • Continuously raising the job worth of the employee so that appetite for growth and constant improvement in the quality of business offering and work life balance.
- 5. Manpower optimisation model will help us : • To redefine the role, responsibilities and competencies , removing overlapping of activities/ functions. • It will help us to move executives from comfortable zone to stretch zone by giving them additional responsibilities. • Performance / Competency Matrix will be prepared for each dept. and thereby laggers will be identified. • Such executives will be asked to leave the company. Significance
- 6. Methodology • Discussions with Job Holders • Validation with HODs and Incumbents • Recast and Redefine process, job , organisation structure • Reallocation and redeployment of responsibilities to identify the surplus manpower.
- 7. Recast Managerial Processes Job Analysis and Job X-ray Job Recast Organization Restructuring & Strength Competency assessment Performance Measurement Deliverables
- 9. - Defining Process - Identifying and coding the processes - Eliminating Non Value Added - automate/ outsource/ empower Defining Performance measures Identifying performance Gaps for select processes Recast Processes Methodology
- 10. Process I - AWP Defining process - Cutting/ Stripping/ Centre stripping/ Seal insertion/ Crimping/Double crimping Coding Process - Barcoding can be done to make job card printing automatic Performance Measures: - To avoid wrong job card - Time saving - Increase in productivity
- 11. Process II – Wire Store Defining process - receipt, storage and issuing Coding Process - To automate Barcoding can be done for selection of racks and maintaining of records Performance Measures: - Evaluating the mixing of material - Time saved in searching the records - Increased accuracy in issuing the records
- 12. Process Recast Format Function - MWH (Sample) Sl. No. Current Process Detailed Activity Action for Process Recast Recast Process activities Benefits Eliminatio n Outsource Automate Retain 1 Process I - AWP Wire Cutting, Stripping and Crimping Scheduling of wire cutting √ Link with ERP inventory (Auto Scheduling) Time saving Loading of all raw material on machine with mannual verification √ √ Inroduction of Barcoding Chances of mistake will be less 2 Process II - Wire Store Receive, Store and issuing √ Barcoding can be done for selection of racks and maintaining of records - Evaluating the mixing of material - Time saved in searching the records - Increased accuracy in issuing the records 3 Process III - WIP 4 Process IV - MWH Assembly Process Recast Format
- 14. Empowerment & Responsibility Dependent Routine & Repetitive Excellence & Strategic Jointly Consultation Independent Fire Fighting Condition Monitoring Systemic Solutions Development Enhancement Existing Job Job X- Ray - Matrix dCba 1 2 3 4 5 6
- 15. Routine & Repetitive – Mechanically performed procedure or activities having no special quality. A usual and regular method or procedure. Excellence & Strategic Roles - Initiatives that are responsible for leading the strategic implementation of key projects. The ability to persuade, influence, demonstrate integrity, communicate and motivate, innovate and implement strategic vision. Fire Fighting – Short-term fixing of problems or suppression of their symptoms rather than understanding the factors that cause the problems. Condition Monitoring – It is used as proactive defect elimination strategy to drive failure prevention, improved reliability and extended mean time between failures and additional availability of resources. Systemic Solutions - Finding solutions to unique problems are facilitated by encouraging a constant information flow in all directions and emphasizing responsiveness to changing demands. Development Enhancement Roles - The ability to innovate and drive an organization or people towards new ideas and directions. Job X- Ray Matrix - Explanation 1 2 3 4 5 6
- 16. Independent roles – the responsibility handled on their own and for which you will be accountable. Dependent – the type of responsibility for which you have to be totally reliant for completion of the work. Jointly roles – the responsibility is divided among the members of a team and is completed with each other consent. Consultative roles – these roles require some specialization for which any one can take your advise and you are playing a consultative or advisory role. Job X- Ray Matrix - Explanation a b c d
- 17. • The matrix describes the relation between job worth and empowerment and responsibility. • As regard with the job worth the executive should move from routine and fire fighting job profile to developmental and strategic job profile. • As regard with the empowerment and responsibility the movement is from dependence to independence where the executives would be independently executing their job rather than being dependent . • The basic objective of the matrix is to move the executives from routine and dependence profile to strategic and independence job profile Job X- Ray - Matrix
- 18. Job Recast
- 20. Job Recast Format • In order to cover the various aspects of the model –job analysis job –x-ray and job recast a format has been designed. Job Recast Format Sl. No Job Responsibilty Classification of Responsibility (Based on the Job X-ray matrix) Job Recast (Activities that can be delegated) Additional Responsibility (Strategic/ Developmental/ Systematic Roles) Potential to take the higher responsibilities Performance Measurement (in case of empowerment / delegation) Job worth/ Empowerment Eliminate/ Automate/ Empower Examples 1 Introduction of new methods e.g. lean manufacturing, KanBan in Wiring Harness production to increase the output and decrease inventory levels 4c (Systematic Solution/ consulting) Retain To Actively participate in new projects, discussion regarding site planning, and the execution of new project as guided by management 2 New Machine Installation & Commissioning 4d (Systematic Solution/ independent) Delegate To coordinate with Process planning Engineer regarding the time studies and to work on productivity improvements 3 Finalising the monthly reports, review and analysis of the same 3d (Condition montitoring/ independent) Delegate
- 21. Empowerment & Responsibility Dependent Routine & Repetitive Excellence & Strategic Jointly Consultation Independent Fire Fighting Condition Monitoring Systemic Solutions Development Enhancement Existing Job dCba 1 2 3 4 5 6 Job Migration Recasted Job New assignment
- 22. • This will help in Job Enrichment and Job Enlargement • It will also help in delegation/ empowerment • Job expectation will be higher so executives will delegate routine and fire fighting jobs down the line. • Improvement organisations’ competence and quality of life of the executives. Job Recast - Benefits
- 24. • After process and job recast HOD/ Section Head will submit a proposed Organization Structure of his dept. to HR Dept. • The existing structure and proposed structure will give us Surplus manpower. Proposed Organisation Structure
- 25. Organisation Structuring Recast processes Processes to be Outsourced/ delegated Job Analysis, Job X-ray, Job Recast Proposed Organisation Structure Identification of Surplus manpower
- 26. Proposed Organisation Structure Surplus Identified
- 29. 29 WHAT IS COMPETENCY? • Competency is a bridge between the vision of the company and implementation of its strategies. • A complete understanding of an individual’s position and individual as a person.
- 30. 30 •Core competencies are human capabilities required for the organisation to maintain and develop its competitive edge. •Core competencies cut across functions and lines of business and can be applied to all the employees. They reflect the culture of the organization. •Core Competencies are measurable and possible to develop. CORE COMPETENCIES CORE COMPETENCE VALUES ATTITUDE APTITUDESKILLS KNOWLEDGE
- 31. SPECIFIC COMPETENCIES Specific competencies are unique to job profile. - Technical Competencies - Process Competencies - Functional Competencies 31
- 32. 32 COMPETENCY PROFILING MODEL – DESIGN & DEVELOPMENT Steps involved in designing and developing the Competency Profiling model:
- 33. Measuring of Competencies - • Each identified Competency is defined and given five level scale. • Description from one level to another clearly showed a marked difference in the requirements. • Identified competencies with five level scale are documented and final compilation is termed as Competency Directory. • Relevance of each Competency viz-a-viz Position is determined. 33 COMPETENCY PROFILING - METHODOLOGY
- 34. 34 DEPARTMENTAL COMPETENCIES VIZ-A-VIZ POSITION DEPT: BOP POSITION: Dy. Manager •Identification of Competencies •Identification of Core Competencies •Identification of Specific Competencies •Relevance of each Competency viz- a-viz Position was determined
- 35. • In Position Profiling importance of each competency viz a viz position is determined. • The importance of High, Medium & Low shall be given an equal weightage. The weightage scale of 33% each for an importance level of High, Medium & Low holds importance as it is a scientific way to avoid skewed distribution. POSITION PROFILING 35
- 36. 36 POSITION PROFILING •Assigning weightage to each competency •Identifying degree for each competency on n 5 degree Rating scale •Preparing a Competency Directory •Determining the Position Score DEPT: BOP POSITION: Dy. Manager
- 37. • Person Profiling and Position Profiling are done at different days to make it more objective. • Person Profiling is done by the Individual, Peer, his / her immediate Supervisor and Subordinates. • Individual rates himself on 5 degree rating scale and is again rated by his immediate supervisor. PERSON PROFILING 37
- 38. COMPETENCY DIRECTORY - SAMPLE 38 S. No. COMPETENCIES 5 DEGREE PERFORMANCE RATING SCALE 1 2 3 4 5 Core 1 Awareness about the Organization, philosophy, product & Process Demonstrate a fare Knowledge about the company policy and procedures and has a potential to execute the task given, whenever required. Demonstrate good knowledge about the company policy and procedures and has ability to efficiently respond to the need and requirement within the given guidelines. Reasonably well versed with the company policy and procedures and can identify the areas of improvement for fulfilling the strategic business requirements. Demonstrate exceptionally good knowledge about the company policy and procedures and is helpful in disseminating the values and culture of the organization and can modify/restructure the policy and procedures, whenever required. 2 Leadership Manages Expectations and Informs Others: expresses positive expectations of others and speaks to group members regularly. Shares useful and relevant information and explains the rationale behind decisions. Builds Team Effectiveness: Guide, motivate coach and support groups and teams. Asks questions to encourage team input and focuses team on the topic at hand. Acts to promise a friendly and cooperative environment conducive to personal and professional development and employees sense of belonging. Cross-Team Collaboration: Ensure cross-team collaboration to contribute to organizational effectiveness, such as providing information to other areas of the organization to help make decisions collaboratively and sharing resources to solve mutual problems. Defines a Vision: Provide vision and charisma to drive the organization forward. Defines and articulates a vision that generates excitement, enthusiasm and commitment to action that is aligned with the strategic direction. 3 Cost Consciousness Aware of and sensitive to cost relative to the benefit obtained. Ascertain, evaluate and communicate the direct/ indirect cost and benefits of operations within one’s own job area. Critically evaluate cost and benefits of activities, establish operating standards and develop alternatives for effective decision making. Create an environment that encourages the linkage between decisions making cost with difference analysis leading to a cost conscious culture. 4 Communication skills & Interpersonal skills Convey ideas and information clearly and accurately to create awareness in one's own job area. Convey complex messages in an understandable manner across functional areas. Convey ideas concisely and clearly to create interest and acceptance among internal and external groups outside the company. Convey ideas to influence and obtain action and commitment among external groups outside the company.
- 39. 39 PERSON PROFILING DEPT: BOP POSITION: Dy. Manager •Individual Rating •Rating by the HOD / Section Incharge •Determining the Average Score •Weightage as determined for the Position •Determining the Person Score
- 40. • Determining Position and Person Score to find the Person - Position Ratio. •On completion of the Position and Person Profile, Competency Gap Analysis for each employee is done. • Based on the Competency gap (Position Competency – Person Competency), Individual And Group Training need areas are identified. •Where the Person Competency is higher than the Position requirement, individual can be considered for higher responsibility. 40 PERSON – POSITION SCORE
- 41. 41 PERSON – POSITION SCORE Person Score 115 Position Score 136 Person - Position Ratio 85 6 6 2 8 9 9 6 4 2 1 4 6 2 4 6 4 4 6 1 1 0 2 4 6 8 10 Awareness about the Organization Leadership Cost Consciousness Communication skills & Interpersonal skills Team Work Innovation & Creativity Quality System Knowledge Knowledge of Quality tools & techniques Knowledge CDI& RR- SMT process Knowledge of CDI Score Person - Position Competeny Ratio Position Score Person Score *Only few Competencies have been highlighted in the graph.
- 42. 42 PERSON – POSITION GAP 1 -1 0 1 0 0 1 1 -1 -1.5 -1 -0.5 0 0.5 1 1.5 Awareness about the Organization Leadership Cost Consciousness Communication skills & Interpersonal skills Team Work Innovation & Creativity Knowledge of CDI Knowledge of MSDS Effective Planning, control & monitoring of Resources Competency Gap Analysis Gap Analysis *Only those Competencies have been highlighted where Competency Gaps were observed.
- 43. 43 10 10/10 RatingonCompetence 9 9/9 8 8/8 7 7,7 6 6,6 5 5,5 4 4,4 3 3,3 2 2,2 1 1,1 1 2 3 4 5 6 7 8 9 10 Rating on Annual Appraisal PERFORMANCE /COMPETENCY MATRIX EMPLOYEE SEPARATION OUTSTANDING PERFORMERS CATEGORY ‘A’ MID - PATH CATEGORY ‘B LAGGERS CATEGORY ‘B HIGHLY ENGAGED (30-35%) ALMOST ENGAGED (25-30%) Disillusioned and potentially exhausted (10-15%) ACTIVELY DISENGAGED (10%) Honeymooners
- 44. • The Performance/ Competency matrix will prepared to identify outstanding performers, mid path and laggers. • The Executives having competency ratio less than 80 will be categorized as laggers in Performance / Competency matrix. Competency Assessment
- 45. • Quarterly performance Appraisal has been initiated to review the performance of the executives on quarterly basis. • Based on the Annual Performance Appraisal the executives will be categorised as ‘A’, ‘B’ and ‘C’. • Therefore the Executives categorised as ‘C’ category and identified as Laggers in Performance/ Competency Matrix will be asked to leave the organisation. Performance Measurement
- 46. Benefits of the Model • Process was studied and simplified by: - Automate - Outsource - Eliminate • Job Recast: - Job Enlargement - Job Enrichment - Improved Quality of work • Redefined Organization Structure: - Identified surplus manpower • Competency Assessment and Performance Measurement: - First cut Sieving of People: Qualification/ Categorisation - Second cut Sieving for Mid-band: Competency-based
- 47. THANK YOU
- 48. Job Analysis Document Reference Jobs Location / Function Domain External & Internal Environment Of the job System & Supervision Detail of systems and nature of supervision available Role Other people expectation of the job Objectives Quantification & defining the outputs/ deliverables for key roles Responsibilities Listing of activities for each role/ objective & classification on the basis of value addition Approval Authority Empowerment required to discharge the responsibility Accountability List of output, processes for which the job holder is answerable Performance Stds. Clearly outlining acceptable levels
- 50. Implementation To initiate the implementation process Executives are classified into 3 tiers • Tier 1 – Manager and above • Tier 2 – Asst. Manager and above • Tier 3 – Engineer and above
- 51. Phases of Implementation Phase I The manpower that can be immediately redeployed based on merging, eliminating jobs, giving higher authorization, creating process teams etc. Phase II The implementation of these recommendations would take 2-4 months as it would involve certain changes in the managerial work like change in process, systems and identification of suitable incumbent. Phase III The implementation of these would require changes in the jobs of supervisor where they take the responsibility of quality, quantity, maintenance , multiskilling etc.