Team dynamics for skill and performance management of Technology deployment in MSME
- 1. 29: Am°JñQ> 2019 www.twitter.com/MCCIA_Pune MSMEs working for ZED also find the right skill mapping, performance monitoring & employee development challenging. The repeat complaint is their employees are not putting in efforts as per their expectations. The similar complaint is also heard for any certification, or huge shipment. For certification, a consultant joins and depending on the time spared by thetop management and team, some training, d o c u m e n t a t i o n a u d i t s a n d improvements are initiated. The third- party agency in a day or two covers all the activities on sampling basis and issues the certification. Irrespective of the certificate, the top management & the employees are fully aware they have no system. The resultants reflect the commitment, engagement and skill of the consultant and auditor. Committed top management gets employees engages and selects proper consultant, and ensures the system is established for growth and not for certification. Such organisation not only maintain but grow. The TCS success story and beyond states one such committed team and system. For organisation working for certification, get certified, even without maintained and established system, just on documented system evidences. Theorganisation gets certified, based on sample inspection, non-conformities are responded by Corrective action responses, with evidences, and the organisation is relaxed, till the next audit. No system is established, maintained and sustained without top management commitment or employee engagement. Both are non-tangible parameters, so never get documented explicitly during any audits. Typically for a small organisation most of the samples are done jointly with consultant or done by consultant alone. The involvement of the management and Technology for electrical vehicle is facing two major problems, one is the difference of energy density of fuel and batteries, and the transfer time (refill time against charging time). I am sure the Technology centres and ignited minds working across globe will find solution and solve this problem soon. Similarly, in MSME there is skill and ability difference in the top boss and employees and the transfer/ charging similar to development is a challenge. Team Dynamics for skill and performance management of Technology deployment in MSME Dr Sanjeevani Gogawale
- 2. : Am°JñQ> 201930 www.twitter.com/MCCIA_Pune If the organisation has to take the benefits of ZED not as a scheme, but as an improvisation tool, a road map, an effective way is to get employees engaged is defined in ZED, that has to be followed. With or without ZED, the organisation still can be working for excellence focus on employee Consultancy is like a doctor's practice, who advices certain practices to the patient and the patient for few days follows the same, and slides to the routine, slowly. In case of again same symptoms using the same prescription is a great risk. Most of the consultant tend to do the same, of course these are low cost practices. Similarly, if system is not established and maintained, the time the team is not aware of what to do in case of problem. To establish and maintain the system is a challenge, QCI with their ZED portal has built in learning, even before the certification, organisation can start working on it. No system can be maintained without the e m p l o y e e e n g a g e m e n t , t o p management commitment, time spend in learning that demonstrates both. It is the team dynamics, it is not the leadership, or team or system designer, the consultant, alone. Assessment or system design is the resultant. The ZED model focuses on the enablers and diagnose the status, relating the result p a ra me te rs. Th e p ro fe ssi o n a l judgement then can be interpreted by the owner for his business. If he or she does not have time for his business, then something is really wrong. Taking medicines and precautions are responsibilities of implementors, that is why the employee development is a mandatory parameter in ZED and also considered as an enabler. employees to just witness the audit, naturally after the audit, the organisation feels now the money on consultant is wasteful, and their team is ready to take over. During periodic audit, the auditor raises concern saying the certification is a paper exercise, yet the certification continues with or without established and maintained system. Most of the time the auditor is told unwanted, illogical, absurd or genuine excuses, and the major being money and team members, and time commitment. The auditor also has to complete his report, so beyond a certain point, closes the audit, or at the m o s t r e c o m m e n d s o m e o t h e r consultant, and the cycle continues. ZED methodology is different. It assesses the maturity and it starts with self-rating and DA. Ratingis based on enablers and results. ZED is a rating, that certifies an organisation to a level, from no certification to platinum. In this journey of upgrading therating, the organisation has clearly defined actionable mile stones similar to the travel map. The documented evidenced based paper exercise is also backed up with operators' interactions and trained assessors' professional judgements. It is entirely different process, for ZED, the certificate even if differed, it will not be only the consultant to be blamed, or the implementors or the top management. Based on enablers and results of almost 200 evidences and 30 parameters organisations are rated, and each organisation gets clear road map of excellence.
- 3. 31: Am°JñQ> 2019 www.twitter.com/MCCIA_Pune An effective method has to be iterative, to identify the skills, required and some method for mapping will help the organisation to identify the development needs, but it is of no use without the timely review and improvements to cope up the dynamics. The PDCA: plan do check and act cycle, calls for training or other actions based on learning effectiveness. But most of the time the top management feels the employees should work by hand why train for thinking and or emotional stability. The employer feels: “It is either too costly or not meant for our organisation. These people get trained and leave us, as they get better paid elsewhere. So, why waste money.” The team as priority is never understood. The organisation is developed by the entrepreneur grabbing the best opportunity with minimal resources if first generation & MSME, and with growth either the think big concept is missing or getting good employees is a challenging so ended up with compromise. The employees are also not involved& compromising. They feel irrespective of putting in efforts, the g r o w t h o p p o r t u n i t i e s i n s u c h organisation is limited. A compromise results in compromised solution. Unless they see clear growth opportunity, means the Vision, mission, policy, objectives are not just on Paper or as wall hanging, or for audit, it would make all difference. If efforts getting converted in money, and development and growth, no one will leave the job. People sharing values, views and problems sustained, engagement and development, using ESS, or training and many other methods. The Tata has employee satisfaction feedback linked to access control and only one question a day, built in redundancy and evaluation by third party to ensure, most effective input and learning. How many MSME would be in a position to follow this system? Finance is one part; the other bottle necks are management approach. The management has to know, why the employees are working. And the employees also need to know what is the motive of the management. A good manager need not be IIM output.Agood manager knows what triggers the actions. The top boss has to delegate. An average set up with 20-40 employees, the top boss has no time to have direct interaction with all, all the time, so delegation is unavoidable. It is like multiplier effect. The limitations of all get multiplied, so are the strengths. Anyone having negative values not only nullify the results but pulls down the image and brand. It is very difficult to identify such members. So, in ZED L1, L2 are the two elements addressing the e m p l o y e e i n v o l v e m e n t a n d development, the enabler and the result. The development is direct function of skill. The skill mapping is a real challenge. The lower the grade it is easier, but as you go up the ladder, this is most unpredictable. Especially problem-solving ability is never knowing the tools and techniques. The involvement is the key indicator. The appreciation can be also apprehended as it may arouse the unwanted politics. This needs a very careful system & review. Same applier to training needs, execution and effectiveness review.
- 4. : Am°JñQ> 201932 www.twitter.com/MCCIA_Pune but anyone with limited abilities may create problems. PMS: performance management system is for identifying such team members. PMS is considered costly, typical excuse is: why we have a performance management system. The Goals, and tracking is never an easy task, with the business dynamics, the agility matters.The PMS again has to be interpreted with its limitation. The team wants money and the leader results. The link is skill and performance but defining the factors that convert the skills into result has a prime mover calls remuneration. This is a trap, the big organisation can offer better pay packs and pull out experience employees any time they want. Such bullying, makes the small players shaky on investing on training, but in such case, MSME have to live with the left overs… Automation, technology, AI are the apparent solution, but not only the cost of the technology, each machine needs human touch, human beings are not dispensable. More hi-tech solution, more is the risk, more is the retention challenge. Quality of the team, team dynamics, leadership system and synergy are all iterative factors. They are subjected to lot of turbulence, so including them in audit, or assessment based on paper evidences is very difficult. But the results are the correct evidences. It is observed all successful and growth-oriented organisation have a growing team. We have seen the organisations, where in the bosses work like a worker, day-in day-out, but still do not have a connect. The team members are not happy and irrespective of the so-called efforts, the organisation does not grow. Remember business is not a KG class, The organisation when taking action on non-performance or negligent behaviour has to understand, the human side of the reason. As a trainer, mentor, consultant we come across both the sides, the top boss saying: my team is no good, the employees saying: the organisation is not worth. The middle managers reviewing and allocating the work if non-effective, they may be replaced by a google tracker. The Work done is never equivalent to work not done and a valid excuse. The efforts if not timely put in may result in loss, unless is money through market is realised, how could we pay, and unless we perform how could we get money is the hitch.
- 5. 33: Am°JñQ> 2019 www.twitter.com/MCCIA_Pune This sounds logical. The transparent performance goals and achievement with man of the day, man of the week, man of the month, man of the year awards is output of monitoring&it means control. But most of MSME owners react: I do not have man power to monitor it. Even if you go for buying a vegetable you check it, then a month's salary and credibility is given without monitoring just because you do not have money, cannot be true. Not having time, money sounds illogical. There are methods but not documented, putting it on paper might need a dedicated person, but paying without monitoring is impossible. The more constrains of time and money more vigilant one should be more transparent and more preventive is the only way to utilise your time and funds. We were working with an organisation complaining: we are too small to challenge the hi-tech components supplier, so we do not inspect. Yet based on field analysis if the same components are failing, interaction has to be initiated, as the customer is not going to spare you. It might not be quality inspection issue but could be application and there could be some way to learn from the supplier. Paying without verification is wrong, unless it is trusted source, identify such sources, but remember trust is also developed after verification. With MCCIA we are soonjoining for ZED promotions till then feel free to share your questions on cell or mail. ---------------------------------------------------- drsanjeevanigigawale@gmail.com ZED allows documents in form of clips, every day to start &conclude the day, if you are appreciating the goodjob done and otherwise, a small clip for such incidences is also acceptable. We are sure the resistance of being on documented systems is wiped off with this. “We can do work or system, we cannot do systematic work is a common approach, if the system is too complex.” The consultant plays a major role in s u c h s i t u a t i o n t o e n a b l e t h e organisation working systematically. Design a system that is suitable, adaptable, flexible and not a burden, and tailor made for the team, based on the skill and competence. Also, if needed intervene and forces the top management to get committed and is sensitive to the problems. where in simply spending time away from home and eating food qualifies you. The KPI, KRAfocus does not mean Objectives being displayed, the 4 M mapping or Planning. It is worth spending the time in understanding tracking and correcting it. The role of top management is tracking and correcting. So, we conclude the skill of the consultant, trainer, system designer is most important, to convert your system and get success by systematic work with help of employee engagement and ensure it sustains without the consultant. Any of you having apprehension of how to identify such consultant, simply approach the certified organisations, sustained without a consultant. Such consultants are always in big demand, and always get recommended hence are busy irrespective of the fact, they do not continue with the same client for the same/ similar assignment. The most critical factor for tracking & correcting is Man, as invariably the motives are not explicit. The illogical, irrational, unpredictable behaviour to be controlled by logic, is impossible. The management therefor should decide what are the KRA, or KPI, and leave the individual to be freewheeling with timely reviews, or even auto trackers, to get i n v o l v e d w i t h d e v i a t i o n a n d improvement support. ZED demands monthly reviews, with Parameters, displayed either in Notice board or an electronic dash board, so even a visitor knows the status. A transparent system enables trust and bonding, resulting in engagement. Dr Sanjeevani Gogawale