New technologies are getting deployed frequently and speedily. Is the team ready to accept the new technologies? How do MSMEs get their team engaged in the process of deploying new technology. Read more to know, and understand the methodology in the ZED certification.

1. 29: Am°JñQ> 2019
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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
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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
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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
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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
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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