Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Is the level based training curriculum working for OEMS?


Published on

In the automotive after sales domain, majority of OEMs still rely on level based curriculum as a primary strategy driving their skill development actions for their network.We present an approach which builds on the level based curriculum approach that is complemented with specialized and customized training programs to achieve right mix of skilled manpower.

Published in: Leadership & Management
  • Be the first to comment

  • Be the first to like this

Is the level based training curriculum working for OEMS?

  3. 3. 3 TECHNICAL SERVICES In the automotive after sales domain, majority of OEMs still rely on level based curriculum as a primary strategy driving their skill development actions for their network. While the level based training curriculum is rooted in sound principles, the automotive technology has evolved at a rapid pace that needs different approach if OEMs wish to ensure that the dealer manpower skills keep pace with changing technology. In this publication, we present an approach that has been put to work at one of our client organisation. It builds on the level based curriculum approach that is complemented with specialized and customized training programs to achieve right mix of skilled manpower. 01 EXECUTIVE SUMMARY
  4. 4. 4 TECHNICAL SERVICES 02 RETHINKING LEVEL BASED TRAINING CURRICULUM IN AUTOMOTIVE AFTERSALES The fact that you are reading this publication suggests that you are a manager responsible for accomplishing a business objective through a team of skilled resources. How good your life will be, if you have all your colleagues reporting to you having the highest possible skill level for all the jobs performed in your department? Think if you have all Master Technicians to work in workshop, if you have all SuperSales consultants in your show room and so on. While this sounds as the ideal scenario in the business, it does not generally happen so. Since the customer pays basis the level of outcome (job difficulty), and not all jobs need equal level of skills, you need to have a mix of skill levels within the team to balance your salary budget. Customer will not be willing to pay the cost of master technician for routine service job of one hour. Hence you need different people having different skill level basis the tasks they need to perform. The real challenge is in getting a right skill level mix in your team at levels that helps dealership in meeting customer expectations and also keeps manpower costs at a reasonable level. This is the point where the conventional “Level Based Curriculum” starts becoming a limiting factor. The conventional manpower model recommended by the OEMs to their dealerships is created basis the overall business model. In theory, this is a good model created keeping customer expectation in mind. In such a model, the number of head count required in each skill Level is defined, Level progression plan is also defined. Minimum time limit for attempting to migrate to the next skill level is also defined. In the modern day automobile retail, this model starts showing gaps at the time of on-ground implementation as the time required for each individual to migrate from one level to the next higher level differsdue to various reasons. This is simply because as you move up on the skill level more and more multi taking is involved and a large set of skills will be required. For example Sr. Technician (Level 2 certified technician) skill level for each topic (mechanical, electrical, body, etc.) will differ from other. Hence moving all Sr. Technicians (Level 2) to the Master Technician (Level 3) by providing Level 3 training program will be less successful. You would typically see this reality manifesting itself in the situations where there is always a lack of sufficient participants in the higher level training programs or dealerships are not willing to nominate their employees for higher level training. The skill is the function of training input and opportunity to Practice the Skill. The Level based training programs are designed assuming the trainee will have uniform skill / knowledge. In some markets there is uniform assessment for Educational institutions which provides the base level of manpower to the industry. In this case, the first level of training defined by OEMs works well and most of these candidates are able to attain the First Level. In some markets where the uniform assessment system does not exist, Managers find candidates not able to clear even first level.
  5. 5. 5 TECHNICAL SERVICES 02 RETHINKING LEVEL BASED TRAINING CURRICULUM IN AUTOMOTIVE AFTERSALES Making the Level 1 skilled person migrating to next higher level becomes a difficult task for department managers since the training program is designed for mass audience covering topics on various aspects and skills whereas the basic skill / knowledge level is not same for all the candidates. Everyone at level 1 does not get equal opportunity to utilize all the skill / knowledge they acquired during the Level 1 Training, working condition differs for different geography. There are many other factors like work culture, family back ground, supervision methods, motivation, etc. contributes to variation of skills / knowledge for the audience coming for the 2nd Level training. This applies to all the job roles in a dealership. As you move up in the skill index, more variation is found in skill level for different topics. Many employees get stuck in a particular skill level for long time. They can only progress to next level if the customized training program is delivered after identifying exact skill gap. The level based training structure does not support the same. The candidates keep on attending the same level training till the time he/she is able to clear the next level assessment, sometime this takes several months / years. Thesolutionliesinadoptingamixoflevelbasedcurriculumandspecializedcompetencedevelopment programs for your dealer manpower training For achieving the right mix of skill levels (e.g. Service Technician – Level 1, Sr. Technician – Level 2, Master Technician – Level 3); long term Level base training programs are required for critical mass. It works well for skill development for the Level 1, where the skill level of incoming audience is within the bell curve and you have choice to remove the audience outside the bell curve. For Level 2 and higher, there will be variation in skill level for various subjects. To attain the critical mass for these higher levels it is important to have customized and specialized program designed from the inputs of individual skill profiling to help them bridge the skill gap in specific area and move to the next higher level of skill set. Sewells Group recommends to use the mix of Level based training program structure and complement if with specialized programs to achieve the objective. Linear Transition – Better success rate Difficult Transition – Low success rate Manpower (skill mix) planning and sourcing as per business 2 years L2 6 months 1 year L1 Level based course Customised courses
  6. 6. 6 TECHNICAL SERVICES Sewells Group competence development framework uses Level base structure as well as specialized programs.SewellsIndividualskillprofilingallowsyoutoidentifytheexactskillgapforeachindividual, basis which we plan the short duration customized and specialized programs to complement the Level based training structure. Sewells profiling tool, research for specialized programs, designing of program basis the target audience (Customization of program / delivery) helps fill the skill gap. Sewells two prong strategy of Level based programs supported with specialized programs have enabled our clients to achieve the right mix of skill level for their network. To know more about our approach, please drop a line to us at 03 KEY BENEFITS Key Benefits • The required skill mix can be achieved • This has cut down the training cost for many OEMs by eliminating the repetitive level based long term programs. • It provides equal opportunity to all the candidates for career progression and hence motivated work force • Helps dealers to manage manpower cost at reasonable level
  7. 7. 7 TECHNICAL SERVICES CONTACT US Sewells Group is a global consulting and outsourcing firm which specializes in the automotive retail industry. Our very reason for being in the business is to improve the performance of individuals and organizations in the automotive retail industry. We operate across the Asia-Pacific, Africa and Middle East regions. Our in-depth subject matter expertise in this area and our deep engagements with many leading automotive brands make us a leader in our business. Our Integrated Dealer Performance Management Model has delivered exceptional success to leading OEMs across the world. Through our business management, competence development and process efficacy initiatives, we contribute meaningfully to our clients’ businesses. 04 To know more, visit us at or write to us at
  8. 8. © 2014 Sewells Group Disclaimer: The information in this brochure is correct at the time of production. Sewells Group reserves the right to make changes at its sole discretion. V1/2014 ASIA PACIFIC – AFRICA – MIDDLE EAST