Dejobbing

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Employee Dejobbing

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  • Reasons y dejobbing is required: Flatter organisations Instead of traditional, pyramid-shaped organizations with seven or more management layers, flat organizations with just three or four levels are more prevalent. Most large firms have already cut their management layers from a dozen to six or fewer. Because the remaining managers have more people reporting to them, they can supervise them less, so the jobs of subordinates end up bigger in terms of both breadth and depth of responsibilities. Work Teams; Managers increasingly organize tasks around teams and processes rather than around specialized functions. For example, at Chesebrough-Ponds USA, a subsidiary of Unilever, mangers replaced a traditional pyramidal organization with multi-skilled, cross functional, and self-directed teams; the latter now run the plant’s four product areas. Hourly employees make employee assignments, schedule overtime, establish production times and changeovers, and even handle cost control, requisitions, and work orders. They also are solely responsible for quality control under the plant’s continuous quality improvement program. In an organization like this, employees’ jobs change daily; there is thus an intentional effort to avoid having employees view their jobs as a specific, narrow set of responsibilities. Re-engineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed. The principles that shaped the structure ad management of business for hundreds of years like highly specialized divisions of work should be retired. Instead, the firm should emphasize combining tasks into integrated, unspecialized processes (such as customer service) assigned to team of employees. Re-engineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed. The principles that shaped the structure ad management of business for hundreds of years like highly specialized divisions of work should be retired. Instead, the firm should emphasize combining tasks into integrated, unspecialized processes (such as customer service) assigned to team of employees.
  • Reasons y dejobbing is required
  • These r a few of the methods using which dejobbing can be introduced in organisations. These are nt th methods in which dejobbing can be actually applied only those methods thru whch it can be introduced. Plz dnt frgt to clarify this distinction wen making the presntatn.
  • Kindly read & understand ths throughly from th report
  • Kindly read & understand ths throughly from th report
  • Kindly read & understand ths throughly from th report
  • Kindly read & understand ths throughly from th report
  • What an employee needs to do to prepare himself for the challenge of dejobbing
  • What an employee needs to do to prepare himself for the challenge of dejobbing
  • Dejobbing

    1. 2. <ul><li>Dejobbing - </li></ul><ul><li>Dejobbing: What it Entails </li></ul><ul><li>The Changing Job Market </li></ul><ul><li>Emerging Job Fluidity </li></ul><ul><li>Traditional Job Analysis </li></ul><ul><li>Methods </li></ul><ul><li>Crafting a Dejobbing Strategy </li></ul><ul><li>Organization's Perspective- </li></ul><ul><li>Organisational Life Stages </li></ul><ul><li>Global Trends In Dejobbing </li></ul><ul><li>Characteristics of the Dejobbed Organisation </li></ul><ul><li>Shamrock Organisation </li></ul><ul><li>Primary Analysis: </li></ul><ul><li>GENPACT </li></ul><ul><li>MTNL </li></ul><ul><li>Individual’s Perspective- </li></ul><ul><li>Organisational and Individual Imperatives </li></ul><ul><li>Dejobbing And Career Progression </li></ul>
    2. 3. <ul><ul><li>Definition : </li></ul></ul><ul><ul><li>Dejobbing pertains to broadening the responsibilities of individuals & departments in a company, and encouraging employees not to limit themselves to their job descriptions. It represents the gradual reverse of the process that created an employment driven economy now becoming obsolete. </li></ul></ul><ul><ul><li>Salient Features : </li></ul></ul><ul><ul><li>Boundary-less Organization </li></ul></ul><ul><ul><li>Widespread use of teams and cross-functional task forces </li></ul></ul><ul><ul><li>Encouraging employee initiative. </li></ul></ul>
    3. 4. SOURCE: Rob Notman, President Murray Smith (Ottawa) Ltd Past Present Future Employee cradle to grave uncertainty due to mergers and layoffs small group of core employees Career Growth Upward mobility mobility through job hopping sideways advancement Markets individual company dealing locally, nationally nationally formed &quot;strategic alliances&quot; in trade zones, long-term commitments &quot;virtual corporations, a number of international, cross-industry companies coming together for a specific contract, then dissolving
    4. 5. <ul><ul><li>Internal factors </li></ul></ul><ul><ul><li>Flatter organizations </li></ul></ul><ul><ul><li>Work teams </li></ul></ul><ul><ul><li>Re-engineering </li></ul></ul><ul><ul><li>Agile and responsive organizations </li></ul></ul>
    5. 6. <ul><ul><li>External factors </li></ul></ul><ul><ul><li>Rapid product and technological change </li></ul></ul><ul><ul><li>Global competition </li></ul></ul><ul><ul><li>Deregulation </li></ul></ul><ul><ul><li>Political instability </li></ul></ul><ul><ul><li>Demographic changes </li></ul></ul><ul><ul><li>Rise of a service economy </li></ul></ul><ul><ul><li>Turbulence of the corporate landscape </li></ul></ul>
    6. 8. <ul><ul><li>Job enlargement </li></ul></ul><ul><ul><ul><li>Assigning workers additional same level activities, thus increasing the number of activities they perform. </li></ul></ul></ul><ul><ul><li>Job enrichment </li></ul></ul><ul><ul><ul><li>Redesigning jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth, and recognition. </li></ul></ul></ul><ul><ul><li>Job rotation </li></ul></ul><ul><ul><ul><li>Moving a trainee from department to department to broaden his or her experience and identify strong and weak points to prepare the person for an enhanced role with the company </li></ul></ul></ul><ul><ul><ul><li>Systematically moving workers from one job to another to enhance work team performance. </li></ul></ul></ul>
    7. 9. <ul><li>Reinventing the business model ( Tesco’s ‘Steering Wheel’ strategy ) </li></ul><ul><li>Redesigning traditional structures ( HP & Decentralisation ) </li></ul><ul><li>Transforming organisational culture ( Toyota & the Cultural Change Model ) </li></ul><ul><li>Redefining work ( British Airways’ & Flexible Firm Model ) </li></ul>
    8. 10. <ul><li>Realigning people and resources ( 3M & Innovation ) </li></ul><ul><li>Multi-skilling and multi-tasking ( Nestlé & Continuous Improvement ) </li></ul><ul><li>Uphold the HR values </li></ul>
    9. 11. Source: Tabassum Azmi, Feza. 2007 Job Descriptions to Job Fluidity,EBS REVIEW No 23 (2)
    10. 12. <ul><li>Intel: Work based on projects that change over time &, with it, change responsibilities. Employees work under several team leaders, keeping different schedules, being in various places, and performing a number of different tasks. Hierarchy implodes and gives way to a flexible set-up </li></ul><ul><li>Apple: The nature of the duties keeps changing. People do whatever needs to be done without being selfish or shirking responsibility. There is a lot of flexibility and work goes beyond the ambit of a job description </li></ul>
    11. 13. <ul><li>Microsoft: Frequently deploys project-based assignments as the essential building block. These projects keep evolving and the membership keeps changing. People work on discontinuous projects with a diverse mix of people across functions, divisions and geographies </li></ul><ul><li>GE: The company believes in teaching new and diverse skills. It encourages people to take on different roles and work with different teams. A can-do perspective prevails vis-à-vis new assignments and uncertain challenges </li></ul>
    12. 14. <ul><li>P&G: The company optimises organisation design & work processes to unleash the full potential of employees. So while the job description may look like a standard role on the surface, there are ample opportunities for working in diverse teams and on diverse assignments, and for job rotation, flexible locations, career development & growth </li></ul><ul><li>IKEA: Initiatives related to flexible work design promote work-life balance. Prominent elements of IKEA’s culture are creativity, diversity, openness and competitiveness. The company values the individual’s abilities and encourages people to experiment, innovate and grow </li></ul>
    13. 16. Source: Handy, C. (1998). The Age of Unreason,Harvard Business School Press
    14. 18. <ul><li>People-Intensive Organization </li></ul><ul><li>Lean & Six Sigma Processes </li></ul><ul><li>Highly organized Work structure </li></ul><ul><li>Work undertaken on the basis of Clients & Processes </li></ul><ul><li>Data Security & Secrecy are major issues </li></ul><ul><li>Effective Training teams already in place </li></ul>
    15. 19. <ul><li>Band 1 is completely Dejobbed </li></ul><ul><li>Band 2 & 3 are Dejobbed to a certain extent </li></ul><ul><li>Band 4 & 5 offer great scopes for Dejobbing </li></ul><ul><li>Cross Training </li></ul><ul><li>Empowered Teams </li></ul><ul><li>Secrecy makes it necessary to confine Dejobbing within a Client’s processes </li></ul>
    16. 20.
    17. 21. <ul><li>People intensive organization </li></ul><ul><li>Overstaffing </li></ul><ul><li>Complicated hierarchy, too many levels </li></ul><ul><li>Practically the working profile of E2, E3 and E4 is the same </li></ul><ul><li>Virtually the reporting boss is E5 (Sr.Mgr) </li></ul><ul><li>Offers a lot of scope for Dejobbing </li></ul>
    18. 22. <ul><li>E9 & E10 are Dejobbed </li></ul><ul><li>Easiest level to start Dejobbing-E6 & E7 </li></ul><ul><li>If E6 & E7 are Dejobbed then E8 would become unnecessary </li></ul><ul><li>E2, E3 & E4 can be merged & Dejobbed </li></ul><ul><li>CETTM </li></ul><ul><li>Once E2, E3& E4 are Dejobbed then E5 would automatically be Dejobbed </li></ul>
    19. 23. The Ability-Willingness Matrix
    20. 24. <ul><li>High ability - High willingness: Achievers </li></ul><ul><li>High ability - Low willingness: Idlers </li></ul><ul><li>Low ability - High willingness: Doers </li></ul><ul><li>Low ability - Low willingness: Strivers </li></ul>
    21. 25. <ul><li>Gearing to Change </li></ul><ul><li>Identifying your core competencies </li></ul><ul><li>Finding passion in what you do </li></ul><ul><li>Making learning a habit </li></ul><ul><li>Becoming flexible </li></ul>
    22. 26. <ul><li>Becoming a team player </li></ul><ul><li>Thinking outside the box </li></ul><ul><li>Delivering results </li></ul><ul><li>Mastering technology </li></ul><ul><li>Becoming multi-skilled </li></ul><ul><li>Creating your own future </li></ul>

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