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Forbes Marshal


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Forbes Marshal

  1. 1. A Journey of Forbes Marshall towards being one of the BPTW (Great Place to Work)8th July 2011 Mr. Bobby Kuriakose Ms. Meghana Marathe
  2. 2. Forbes Marshall OverviewStarted by J. N. Marshall in 1925 as a Trading companyFocused on Process Efficiency, Environmental Monitoring, EnergyEfficiency and Utilities Management for diverse sectorsExpanded by Mr. Darius Forbes into a leading Corporate group,manufacturing advanced engineering products•Over 1000 Trained Professionals•More than 1000 Products and Service packages•Present Turnover of 750 Crores INR (150 Million US $)•3 State-of-the-art manufacturing facilities•21 Regional Sales & Service Centers in India•11 International Sales & Marketing units
  3. 3. Vision and Values• To be a developed company in a developing country, pursuing market leadership in our chosen fields of Steam Engineering, Process Control and Utilities Management.• Dedicated to growth and an increasing international presence, committed to being a role model organization for our customers, Innovation & suppliers, society and members Entreprene - urship FM Family Spirit Vision - Value Delivery to our Customers, Values Members & Society Integrity
  4. 4. Some Facts about our Organization Value Added per Employee = (Sales – Material Cost ) / Number Of PeopleYear 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11Achievement 16.91 18.57 19.36 22.02 25.92 29.36Figures in lakhs
  5. 5. HR Philosophy Any Organization is as good as its people. People would like to be involved in what they do andthis leads to engagement. For a World Class Organization, we need People withWorld Class Thoughts. An individuals dignity is as important as that of theOrganization.
  6. 6. Why is our Organization a Great Place to Work ? Time tested Employee Friendly culture and Heritage. Living Core Philosophy of Family Spirit. High integration of HR & CSR processes. Focus by Senior Leadership on HR strategies. HR being a facilitator to the Line Managers who are real HRChampions – HR Associate Nurture transparency and team culture.
  7. 7. 3 Key Pillars of E. Engagement • Performance Management System Employee • Learning & Development InitiativesDevelopment • Competency @FM • Communication ForumsCommunication • Communication Tools • Channels of Feedback • Women and ChildrenCSR Initiatives • Education & Health • Adolescents & Youth
  8. 8. 1st Pillar Employee Development –Competency @FM Forbes Competency Marshall Core Based Competencies Recruitment TechnicalCompetencies 6 - Behavioral Career Competency Competencies Based Job Rotation Planning ApproachRole Specific Communication Decision Making Planning & Organizing Problem Solving Team Orientation People Development Learning & Development
  9. 9. What’s unique in Competency @ FM?Developed In- HouseCompetency Mapping for all levelsThemes developed for Behavioral CompetenciesQualifiers developed for Objective Competency EvaluationsDevelopment of Recruitment Manual for Competency BasedRecruitment.Varied Learning and Development Options designed In-House.
  10. 10. Performance Management System Goal Setting What’s Unique in PMS @ FM? Vision and Value Analysis Administering Helping and Hindering AnalysisMid Year the AnnualReviews PMS Review Cycle Process Personal Development Plan Focus on Future development of Members Analysis done post the Quality of Review Analysis Annual Review Process
  11. 11. Learning & Development Initiatives Pre Training Execution of Post Training L&D options EffectivenessCompetency Mapping L&D Intervention Co- Copy of form given to ordination managerSkill Gaps identified Delivery of L&D Options Forms AnalyzedLearning & DevelopmentCalendar Prepared Knowledge Transfer Review by manager for measured change in behaviorCandidates Nominated forvarious L&D options and Effectiveness Of L&D optionsinterventions is measured through effectiveness form What’s unique in L&D Initiatives @ FM? Post Training Evaluation using Kirk Patrick Model Vendor Development Initiatives Content Development and Training Design by ID certified members Calculation of Trainer Score for every Training. Designing of Various L&D methodologies
  12. 12. 2nd Pillar - Communication Communication Communication Feedback Forums Channels & Channels ToolsInduction and Orientation  Intranet – I @ FM  EmployeeVision and Value Engagement Survey FM Insight – VideoWorkshops Employee Satisfaction MagazinePMS, Competency and SurveyPost Training Discussions FM Topics – Quarterly Vision and ValueMonthly Managers Magazine AnalysisMeetings  Helping and Hindering Monthly Meetings  HR Associate activity Factors Analysis VA Review Meetings  Internal newsletters HR Associate Survey Departmental Meetings 360 Degree FeedbackDivisional Reviews # Inside info Exit AnalysisValue Council Meetings Customer Satisfaction # Intouch Various Conferences Survey GPTW Feedback
  13. 13. Unique Practices and Processes @ FMELT – Leadership DevelopmentRole Transition ProgramVision and Value workshops for every new memberCourse fees reimbursement for membersValue Digression CommitteeCommittee on Sexual Harassment/ HIV AIDS / CSROur Retirees ProgramFamily members awareness programsFM Blue WaveMeljolFM Alumni Data BaseEducational Trip for members childrenFM Appreciation award
  14. 14. 3rd Pillar – Corporate SocialResponsibility – FM Initiatives
  15. 15. Our Neighbourhood
  16. 16. What we do differently… • Need Based Programmes • Participatory approach • Women and children as key beneficiaries • Networking and partnership with government bodies.
  17. 17. Objectives…. • Study HallObjective 1 – To • Prerna Kendraenhance skills of •Akanksha school going •School Libraries in municipal schools children •Gammatwadi •Bal BhavanObjective 2 – To • LABS – Employability training for youth impart • Tarang – Imparting HIV/Aids awareness and sex vocational and education in schools life skills to • Phulora – Life skills program for adolescent girlsadolescents and •ECF – Program to sensitize young males to reduce youth. violence against women.
  18. 18. • Establishing and supporting SHGs, federations and credit society Objective 3 – To • Umangempower Women • Vocational skill training for women • Awareness and exposure on socio legal issues.Objective 4 – To • HIV/ AIDS awareness and counseling and rehabilitationenhance health to substance abusers, their families and the community.awareness and • Child Guidance centre • Health workers training and awareness in the provide community. services. •Health Check – up services in the neighbourhood
  19. 19. Social Audit AccountingWe are the first company in India to complete the social Audit through the Social Audit Network UK in October 2009.
  20. 20. Employee Involvement CSR Awards –  Mother Teresa Award,  FICCI award,  Project Management Inst. India award,  B.D.Deshmukh award etc…
  21. 21. Everything isn’t rosy…..HR Challenges: Limitations of a manufacturing organization in HR focused initiatives Major group of senior members and the challenges in their engagement. Management of change and learning , especially the ‘Baby Boomers’ Engagement of ‘Gen X’ and ‘Gen Y’CSR Challenges: Political pressure Delay from Government agencies Attitudes
  22. 22. Still the JourneyContinues…….