Human Resource Development.

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Human Resource Development.

  1. 1. A monograph on a groundbreaking example of sustainableconstruction in the manufacturing industry HRDIllustrate Through MAS Intimates- Thurulie BHRM 41114 - Human Resource Development Department of Human Resource Management University Of Kelaniya
  2. 2. Group Members1. V.P.N Badungodage BM/2007/010 – Performance Evaluation Systems2. M.D.D Baig BM/2007/011 – Framework for the HRD Process3. S.J.L Madusanka BM/2007/146 – Training Needs Analysis4. M.D.V.S Mendis BM/2007/153– Performance Evaluation Systems5. M.D.S Mudannayake BM/2007/156 – Evaluation and Feedback6. W.D.S Suboda BM/2007/262 – Implementation of Training Programs7. M.K.M.E Perera BM/2007/180– Implementation of Training Programs8. P.A.C.H.K Weerakoon BM/2007/283– Implementation of Training Programs9. W.G.I.L Wijesinghe BM/2007/299 – Introduction to the Assignment & the Company10. M.V.L.C.S Karunarathna BM/2007/314 – Designing the Training Programs Each group member took the responsibility of collecting information and developing the allocated subtopics and in addition to that every group member has participated in to the field visit and help with their group members in completing the report. 2
  3. 3. Introduction to Human Resource Development.Human Resource Development (HRD) is the framework for helping employees develops theirpersonal and organizational skills, knowledge, and abilities.HRD includes such opportunities as, Employee training, Employee career development, Performance management and development, Coaching, Mentoring, Succession planning, Key employee identification, tuition assistance, Organization development.The focus of all aspects of Human Resource Development is on developing the most superiorworkforce so that the organization and individual employees can accomplish their work goals inservice to customers. Organizations have many opportunities for human resources or employeedevelopment, both within and outside of the workplace.To get a better understanding about the practical approach of above mentioned topic, we allvisited MAS Intimates Thurulie factory located at MAS Fabric Park – Thulhiriya. 3
  4. 4. Introduction to MAS Intimates –ThurulieMAS Intimates Thurulie, MAS‟ eco-manufacturing plant geared for exclusive manufacture oflingerie for UK high street retailer, Marks & Spencer (M&S) was declared open on 25th April2008.Housed at MAS Fabric Park (Thulhiriya), MAS Intimates Thurulie is the first lingeriemanufacturing facility producing goods for goods UK retailer M&S which has been designed toreduce carbon emissions and aims to become carbon neutral.It features the biggest installation of solar panels to date in Sri Lanka, which will provide around10% of the total electricity required for the plant. The remaining electricity will be mini-hydro,sourced through a green power agreement that MAS pioneered for Sri Lanka earlier this month.The facility will also use net-metering allowing the MAS fabric park to utilize the solarelectricity it generates when the factory is not in operation.Dian Gomes, Managing Director of MAS Intimates, expressed pride at MAS‟ union with theM&S “green” initiative saying: “Our relationship with M&S is based on the values we share.With Thurulie this long and productive relationship finds new ground. When M&S launchedPlan A, MAS was the first to commit to the construction of an eco-apparel manufacturingfacility. It was a revolutionary venture – as always, MAS has forged ahead and set newstandards. The global environmental crisis cannot be ignored. MAS is proud to be a pioneer infinding solutions. Thurulie is just the beginning of our eco journey.” 4
  5. 5. Commenting on the occasion Sir Stuart Rose, Chief Executive of M&S and Chief Guest at theopening said: “The MAS factory is a truly exciting development in clothing production. It reallyhas been a partnership of two like-minded companies, M&S and MAS, and will trial acompletely new approach to manufacturing and set standards for others to follow. Not only has itbeen designed to be carbon neutral, use less electricity and less water than a similar scaleclothing factory, it will also produce great quality lingerie products – what our customers wouldexpect from M&S – whilst ensuring its workers are treated well through its leading standards inemployee welfare.”In 2007, M&S announced Plan A, its company-wide eco-plan, in response to big issues such asclimate change and sustainable sourcing. One of the commitments within Plan A is to support thedevelopment of green factories with its suppliers. M&S has supported the development of theMAS Intimates plant through advice from its store development team in the UK and sponsorshipof the solar panels and the architects‟ design costs.Features of the new MAS Intimates plant include: The use of extensive daylight to help light the premises; Energy efficient lighting and LED based task lights reduce the energy used for lighting; Low energy cooling systems to replace air conditioning in addition to other cooling measures such as green roofs (roof with vegetation on top), cool roofs (roof with high solar reflectivity), and strategically positioned courtyards with wide arrays of greenbelts to cool the microclimate. The use of eco bricks in construction to help maintain a cool interior. 5
  6. 6. These combined features will enable the facility to save around 40% on electricity compared to asimilar scale factory. It will also reduce its water usage by approximately 50% by capturingrainwater to be used in toilet facilities, waste water management systems and low-flow fixtures.MAS Intimates Thurulie will also become the world‟s first lean and green manufacturing facility,designed for MAS‟ lean manufacturing standard. Based on the renowned Toyota ProductionSystem, the MAS Operating System (MOS) is geared towards the elimination of waste both inmaterial and process in order to achieve higher efficiencies.MAS Chairman Deshamanya Mahesh Amalean declared that “We have always excelled inethical business practices and MAS Intimates Thurulie brings in the environmental focus tocomplement our excellent work in social sustainability. Today MAS has set a tough globalbenchmark to show what the future of manufacturing will be – ethical, efficient and sustainable.”MAS Intimates Thurulie will initially employ 520 people with an expected increase in operationswith 1,300 employees by 2010. 6
  7. 7. A Framework for the Human Resource Development (HRD) ProcessHuman Resource Development (HRD) is the framework for helping employees develop theirpersonal and organizational skills, knowledge and abilities. And a set of systematic and plannedactivities designed by an organization or HR department to provide its members with thenecessary skills to meet current and future job demands.Functions of HRD Training and development (T&D) Organizational development Career development 1) Training and development (T&D)Training – improving the knowledge, skills and attitudes of employees for the short-term,particular to a specific job or task.  Employee orientation  Skills & technical training  CoachingDevelopment – Preparing for future responsibilities, while increasing the capacity to perform ata current job  Management training  Supervisor development 7
  8. 8. 2) Organizational developmentThe process of improving an organization‟s effectiveness and member‟s well-being through theapplication of behavioral science.Focuses on both macro- and micro-levels, and HRD plays the role of a change agent 3) Career developmentOngoing process by which individual‟s progress through series of changes until they achievetheir personal level of maximum achievement.  Career planning  Career management Librarian’s Role in HRD  A “front-line participant” in HRD  Implements HRD programs and procedures  On-the-job training (OJT)  Motivational lecture  Career and employee development  Integrates HRD with organizational goals and strategies  Promotes HRD as a profit enhancer  Tailors HRD to corporate needs and budget  Institutionalizes performance enhancement 8
  9. 9. A Framework for the HRD ProcessHRD efforts should use the following four phases (or stages): • Needs assessment • Design • Implementation • Evaluation 9
  10. 10. Training Needs AssessmentA training needs assessment can be defined as determining the gap between what an employeesmust be able to do and what he or she can or is currently doing. A training needs assessment(also called a “training needs analysis”) therefore identifies the gap between what the job expectsan employee to do, on the one hand, and what the employee is actually doing, on the other. Atraining needs analysis discovers whether there is a discrepancy or conflict between what anemployee ought to be doing and that which he or she can doIntroduction to training needs assessmentBefore training design issues are considered, a careful needs analysis is required to develop asystematic understanding of where training is needed, what needs to be taught or trained, andwho will be trained. Unless such a needs assessment has been adequately performed it may bedifficult to rationally justify providing training. Such a needs assessment should enable anexplanation to be given on why the training activities should be done, and also show that trainingis, in fact, the best solution for the performance problem or development need.A needsassessment can be an important tool for any trainer or organization planning a programmed orcourse. Accurate needs assessment can help develop a programmed or course based on the realneeds of the people that it is serving. As time is often limited in training programmers, courseswhich take learners‟ needs into account can ensure that what is most useful for learners iscovered.What perceptions do people have of these needs?Education and training needs, as opposed to a basic needs such as the need for food, are oftendifficult and complex things to understand – for example, looking at the list above, think howcomplex a set of needs are present in a person wanting to build self-awareness, self-confidenceand motivation! A further complication is that people may not be aware that they are in need.Hence trainers often talk of four different types of educational and developmental needs: Felt Expressed 10
  11. 11. Normative Comparative.Doing needs assessmentsA training needs assessment typically involves a three-step process that includes organizational,task and person analysis. However there are many ways of doing such a needsassessment/analysis. Lists of steps to follow and handy techniques for the assessor abound!Though such checklists are useful.Guidelines on doing needs assessmentFollowing are seven basic guidelines:1. Assess whether training needs (rather than other needs) are a priority.2. Determine whose needs are being expressed.3. Collect your information from as many sources, from as wide a base, and in as many andvaried ways as possible.4. be careful about putting words into employees‟ mouths.5. Check (and recheck) your understanding with the employees!6. Don‟t stop at a superficial understanding of needs. What are employees telling you? Probe andquestion why they feel they need something.7. Determine who can reasonably be expected to meet the needs (if indeed they can be met). Tellemployees whether you can or cannot meet their needs.When doing needs analysis it is easy to capture the needs expressed by the most vocal of thegroup being consulted. If you are doing a needs assessment in a workplace unfamiliar to you it iseasy to listen to the needs expressed by the person or people who are most „public‟ and mostaccessible (and who may appear to be the „leaders‟). It is not so easy to find out the needs of thequietest person in a group or of those who are less visible. 11
  12. 12. Designing The Training Programme.In MAS Thurulie Employee Relations (ER) function is responsible for employee training anddevelopment. ER function which is headed by Waruni (HR Executive) plan, design andimplement the training programmes within the company. When designing the trainingprogramme, ER function together with the management of Thurulie considers about thefollowing requirements. Training Objectives. Contents of the Training Programme. Selection of Trainers for the Training Programme. Selection of Training Methods and Techniques. Training Delivery, Venue etc.Training Objectives.Training objectives of each training programme will depend on the employee trainingrequirements. For an example“Train and develop all staff to be more competent in their chosen field and to train them on other skills they mayneed to improve their job function whilst ensure development & execution that are aligned with the companystrategy.”“Portray the professional Image of an executive in an internationally renowned company.”“Fine tune the social and business ethics essential in a corporate environment.” 12
  13. 13. Contents of the Training Programme.When designing the Training Programme the ER staff will include the contents to each trainingprogramme depending on the training objectives and the target employee group for the trainingprogramme.Few examples for Training contents are as follows. Personal Branding Social & Business Etiquette Art of Entertainment – Presentation Good Grooming and Corporate Dress SenseSelection of Trainers for the Training Programme.After the Training Objectives and Training contents were developed, the designers will now lookfor possible trainers. In this situation trainers can be both inside and outside. MAS Thurulie has acadre of qualified and effective trainers who are also the employees of Thurulie. Those trainershave relevant and updated knowledge and skills in order to train the floor level employees.Thurulie HR Team, mainly the ER function use the support of both inside as well as outsidetrainers accordingly to make the training programme efficient and effective. If the managementfeels that it is not practical to send all the floor level employees to a separate training programmeand if they feels that it is more effective to conduct the training in-house, Thurilie use their insidetrainers and carry out on-the-job training without affecting their production targets.If the HR team couldn‟t find effective resource persons within their tea to conduct certaintraining programmes such as advanced training programmes for senior managers, Specifictraining programmes on machine operating etc. the HR team send those employees for outsidetraining programmes within the country or abroad. 13
  14. 14. Selection of Training Methods and Techniques.Selection of training methods and techniques will depend on the training requirement. NormallyMAS Thurulie conduct following types of training methods and techniques. On-the-job Training. Coaching. Apprentice Training. Lectures. Outward Bound Training.(OBT)The HR Team will select the training method based on the training requirement of the targetemployees. For an instance if the training need is to develop soft skills they will use trainingmethods such as coaching, Role play, Lectures etc. and if the training need is for Technical skilldevelopment the HR Team will select training methods such as on-the-job training, Apprenticetraining coaching etc. If the training need is to develop leadership skills, teamwork the HR teamwill organize an OBT Training.Training Delivery, Venue etc.Training delivery and the venue will depend on the nature of the training programme. MASThurulie is using technological aids such as use of multimedia, Power point presentations etc.also to deliver and effective training programme to the employees.Mainly On-the-Job Training will be carried out for the floor level employees who are involvedwith sewing. Coaching, Apprentice Training and Lectures will mostly for the executive level andabove. OBT Training will be conducted for both executive as well as floor level staff. In order tocarry out OBT Training Thurulie has a dedicated ground area in their factory premises and theygo for outside places as well. 14
  15. 15. Implementation of Training ProgramMAS Thurulie maintains Annual Training Plan and organize that plan in to annual calendar.They assess their plan once a month and measure the progress. By considering all the factors(time, venue, trainers, trainees etc) the management implements the training program.Throughout the implementation process management is responsible for effective supervision ofthe program. Trainees and the Manager is requested to fill Pre Evaluation form contentsobjective of attending program, way of applying learning to enhance their job. In simply themanagement is responsible for implementing all the decisions which we have mentioned above.Evaluation and FeedbackAfter every training programme they conduct an evaluation for both executives & nonexecutives. And also they have a performance management system. They evaluate performanceannually. They have evaluation forms set to evaluate the training programmes. Through this,effectiveness of the training can be measured. Every participant is being given evaluation formsafter every training programme. Objective of this evaluation is to check whether the trainingprogramme is worthy for employees or not. They normally measure performance at the end ofeach year. They measure-overall performance by rating 1, 2,3,4,5 (five rating scale). To givepromotions Performance management system will beneficial. 15
  16. 16. Performance Evaluation System of MAS Company at ThulhiriyaPerformance Evaluation Employee performance evaluation is both an evaluative process and a communication tool. The performance evaluation process which should be done with a great care and understanding, helps employees to see how their jobs and expected contributions fit within the bigger picture of their organization.Performance Evaluation at MAS Thurulie MAS Thurulie believes that the most effective employee performance evaluation processes accomplish its goals and have additional benefits. According to them employee performance evaluations are communication tools that ensure the supervisor and her reporting staff members are clear about the requirements of each employee‟s job. The employee performance evaluation also communicates the desired outcomes or outputs needed from each employee‟s job and defines how they will be measured.Performance appraisal includes following types of methods:  360-degree appraisal  Manager evaluation  Behavioral observation scale  Management by objectives 16
  17. 17. MAS has been used 360-degree appraisal method for some time back. 360-degree feedback, alsoknown as multi-rater feedback, multisource feedback, or multisource assessment, is feedbackthat comes from all around an employee. Here by the word "360" they mean the 360 degrees in acircle, with an individual figuratively in the centre of the circle. Feedback is provided bysupervisors, subordinates and peers. It comprises of a self-assessment and, in some cases,feedback from external sources such as customers and suppliers or other interested stakeholders.Here even managers are given feedback by their direct reports, or a "traditional performanceappraisal," where the employees are reviewed only by their managers.The results from 360-degree feedback are often used by the person receiving the feedback toplan training and development. Results are also used by some organizations in makingadministrative decisions, such as pay or promotion. When this is the case, the 360 assessment isfor evaluation purposes, and is sometimes called a "360-degree review.However 360-degree method is a very complex, time consuming and expensive method. 17

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