Manpower optimisation and competency development

3,170 views

Published on

Manpower optimisation and competency development

  1. 1. HR Visioning and StrategicDevelopmentManpower OptimisationandCompetency Development
  2. 2. What does an organisation expect from his employees?Expectations from Employees:– To meet organizations vision , mission, objectives within organisationvalue system .– Internalizing and practice integrity, customer delights, accountability,respect and entrepreneurship.– To continuously upgrade their competence to meet organization’s futurerequirements.– Be Innovative, passionate and committed with continuously raising theperformance bar while involving and empowering their team/ work force.
  3. 3. What do an employee look from his job?Employees Expectations:– Remuneration as per market value– Opportunity to learn, grow and develop with social well being and work lifebalance– Empowered to take strategic and development decisions independently
  4. 4. Manpower Optimisation Model will help in:• Aligning the organizations objectives and employees aspiration.• To provide platform to employee to learn grow and innovate.• Continuously raising the job worth of the employee so that appetitefor growth and constant improvement in the quality of businessoffering and work life balance.
  5. 5. Manpower optimisation model will help us :• To redefine the role, responsibilities and competencies ,removing overlapping of activities/ functions.• It will help us to move executives from comfortablezone to stretch zone by giving them additionalresponsibilities.• Performance / Competency Matrix will be prepared foreach dept. and thereby laggers will be identified.• Such executives will be asked to leave the company.Significance
  6. 6. Methodology• Discussions with Job Holders• Validation with HODs and Incumbents• Recast and Redefine process, job , organisationstructure• Reallocation and redeployment of responsibilities toidentify the surplus manpower.
  7. 7. RecastManagerialProcessesJob Analysisand Job X-rayJob RecastOrganizationRestructuring &StrengthCompetencyassessmentPerformanceMeasurementDeliverables
  8. 8. RecastProcesses
  9. 9. - Defining Process- Identifying and coding the processes- Eliminating Non Value Added- automate/ outsource/ empowerDefining Performance measuresIdentifying performance Gapsfor select processesRecast ProcessesMethodology
  10. 10. Process I - AWPDefining process- Cutting/ Stripping/ Centre stripping/Seal insertion/ Crimping/Double crimpingCoding Process- Barcoding can be done to make jobcard printing automaticPerformance Measures:- To avoid wrong job card- Time saving- Increase in productivity
  11. 11. Process II – Wire StoreDefining process- receipt, storage and issuingCoding Process- To automate Barcoding can be donefor selection of racks and maintainingof recordsPerformance Measures:- Evaluating the mixing of material- Time saved in searching the records- Increased accuracy in issuing therecords
  12. 12. Process Recast FormatFunction - MWH (Sample)Sl. No. Current Process Detailed ActivityAction for Process RecastRecast ProcessactivitiesBenefitsEliminationOutsource Automate Retain1 Process I - AWPWire Cutting,Stripping andCrimpingScheduling of wirecutting√Link with ERPinventory (AutoScheduling)Time savingLoading of all rawmaterial on machinewith mannualverification√ √Inroduction ofBarcodingChances of mistake will beless2Process II - WireStoreReceive, Store andissuing√Barcoding can be donefor selection of racksand maintaining ofrecords- Evaluating the mixing ofmaterial- Time saved in searching therecords- Increased accuracy inissuing the records3 Process III - WIP4Process IV - MWHAssemblyProcess Recast Format
  13. 13. Job AnalysisandX-ray
  14. 14. Empowerment & ResponsibilityDependentRoutine &RepetitiveExcellence& StrategicJointly Consultation IndependentFireFightingConditionMonitoringSystemicSolutionsDevelopmentEnhancementExisting JobJob X- Ray - MatrixdCba123456
  15. 15. Routine & Repetitive – Mechanically performed procedure or activities having no special quality. A usual andregular method or procedure.Excellence & Strategic Roles - Initiatives that are responsible for leading the strategic implementation of keyprojects. The ability to persuade, influence, demonstrate integrity, communicate and motivate, innovate andimplement strategic vision.Fire Fighting – Short-term fixing of problems or suppression of their symptoms rather than understanding thefactors that cause the problems.Condition Monitoring – It is used as proactive defect elimination strategy to drive failure prevention,improved reliability and extended mean time between failures and additional availability of resources.Systemic Solutions - Finding solutions to unique problems are facilitated by encouraging a constant informationflow in all directions and emphasizing responsiveness to changing demands.Development Enhancement Roles - The ability to innovate and drive an organization or people towards newideas and directions.Job X- Ray Matrix - Explanation123456
  16. 16. Independent roles – the responsibility handled on their ownand for which you will be accountable.Dependent – the type of responsibility for which you have to betotally reliant for completion of the work.Jointly roles – the responsibility is divided among the membersof a team and is completed with each other consent.Consultative roles – these roles require some specialization forwhich any one can take your advise and you are playing aconsultative or advisory role.Job X- Ray Matrix - Explanationabcd
  17. 17. • The matrix describes the relation between job worth andempowerment and responsibility.• As regard with the job worth the executive should move fromroutine and fire fighting job profile to developmental andstrategic job profile.• As regard with the empowerment and responsibility themovement is from dependence to independence where theexecutives would be independently executing their job ratherthan being dependent .• The basic objective of the matrix is to move the executivesfrom routine and dependence profile to strategic andindependence job profileJob X- Ray - Matrix
  18. 18. Job Recast
  19. 19. Job RecastEliminate/AutomateEmpowerSpecialAssignmentsRecast JobDescriptions
  20. 20. Job Recast Format• In order to cover the various aspects of the model –job analysis job –x-rayand job recast a format has been designed.Job Recast FormatSl.NoJob ResponsibiltyClassification ofResponsibility (Basedon the Job X-ray matrix)Job Recast (Activities thatcan be delegated)AdditionalResponsibility(Strategic/Developmental/Systematic Roles)Potential totake the higherresponsibilitiesPerformanceMeasurement(in case ofempowerment/ delegation)Job worth/EmpowermentEliminate/ Automate/EmpowerExamples1Introduction of newmethods e.g. leanmanufacturing, KanBan inWiring Harness productionto increase the output anddecrease inventory levels4c(Systematic Solution/consulting)RetainTo Actively participate innew projects, discussionregarding site planning,and the execution ofnew project as guided bymanagement2New Machine Installation& Commissioning4d(Systematic Solution/independent)DelegateTo coordinate withProcess planningEngineer regarding thetime studies and to workon productivityimprovements3Finalising the monthlyreports, review andanalysis of the same3d(Condition montitoring/independent)Delegate
  21. 21. Empowerment & ResponsibilityDependentRoutine &RepetitiveExcellence& StrategicJointly Consultation IndependentFireFightingConditionMonitoringSystemicSolutionsDevelopmentEnhancementExisting JobdCba123456Job MigrationRecasted Job New assignment
  22. 22. • This will help in Job Enrichment and Job Enlargement• It will also help in delegation/ empowerment• Job expectation will be higher so executives willdelegate routine and fire fighting jobs down the line.• Improvement organisations’ competence and qualityof life of the executives.Job Recast - Benefits
  23. 23. OrganizationRestructuring
  24. 24. • After process and job recast HOD/ Section Head willsubmit a proposed Organization Structure of hisdept. to HR Dept.• The existing structure and proposed structure willgive us Surplus manpower.Proposed Organisation Structure
  25. 25. Organisation StructuringRecast processesProcesses to beOutsourced/ delegatedJob Analysis, Job X-ray, Job RecastProposed OrganisationStructureIdentification of Surplus manpower
  26. 26. Proposed Organisation StructureSurplus Identified
  27. 27. Competency AssessmentandPerformance Measurement
  28. 28. Competency Profiling
  29. 29. 29WHAT IS COMPETENCY?• Competency is a bridge between the vision of the company andimplementation of its strategies.• A complete understanding of an individual’s position andindividual as a person.
  30. 30. 30•Core competencies are human capabilities required for the organisation tomaintain and develop its competitive edge.•Core competencies cut across functions and lines of business and can beapplied to all the employees. They reflect the culture of the organization.•Core Competencies are measurable and possible to develop.CORE COMPETENCIESCORECOMPETENCEVALUESATTITUDEAPTITUDESKILLSKNOWLEDGE
  31. 31. SPECIFIC COMPETENCIESSpecific competencies are unique to job profile.- Technical Competencies- Process Competencies- Functional Competencies31
  32. 32. 32COMPETENCY PROFILING MODEL – DESIGN & DEVELOPMENTSteps involved in designing and developing the Competency Profiling model:
  33. 33. Measuring of Competencies -• Each identified Competency is defined and given five level scale.• Description from one level to another clearly showed a markeddifference in the requirements.• Identified competencies with five level scale are documented and finalcompilation is termed as Competency Directory.• Relevance of each Competency viz-a-viz Position is determined.33COMPETENCY PROFILING - METHODOLOGY
  34. 34. 34DEPARTMENTAL COMPETENCIES VIZ-A-VIZ POSITIONDEPT: BOPPOSITION: Dy. Manager•Identification of Competencies•Identification of Core Competencies•Identification of SpecificCompetencies•Relevance of each Competency viz-a-viz Position was determined
  35. 35. • In Position Profiling importance of each competency viz a viz position isdetermined.• The importance of High, Medium & Low shall be given an equal weightage.The weightage scale of 33% each for an importance level of High, Medium &Low holds importance as it is a scientific way to avoid skewed distribution.POSITION PROFILING35
  36. 36. 36POSITION PROFILING•Assigningweightage to eachcompetency•Identifying degreefor each competencyon n 5 degree Ratingscale•Preparing aCompetencyDirectory•Determining thePosition ScoreDEPT: BOPPOSITION: Dy. Manager
  37. 37. • Person Profiling and Position Profiling are done at different daysto make it more objective.• Person Profiling is done by the Individual, Peer, his / herimmediate Supervisor and Subordinates.• Individual rates himself on 5 degree rating scale and is againrated by his immediate supervisor.PERSON PROFILING37
  38. 38. COMPETENCY DIRECTORY - SAMPLE38S.No.COMPETENCIES5 DEGREE PERFORMANCE RATING SCALE1 2 3 4 5Core1Awareness aboutthe Organization,philosophy, product& ProcessDemonstrate a fareKnowledge about thecompany policy andprocedures and has apotential to execute thetask given, wheneverrequired.Demonstrate good knowledgeabout the company policy andprocedures and has ability toefficiently respond to the needand requirement within the givenguidelines.Reasonably well versed with thecompany policy and proceduresand can identify the areas ofimprovement for fulfilling thestrategic business requirements.Demonstrate exceptionally goodknowledge about the companypolicy and procedures and ishelpful in disseminating the valuesand culture of the organization andcan modify/restructure the policyand procedures, wheneverrequired.2LeadershipManages Expectations andInforms Others: expressespositive expectations ofothers and speaks to groupmembers regularly. Sharesuseful and relevantinformation and explainsthe rationale behinddecisions.Builds Team Effectiveness: Guide,motivate coach and supportgroups and teams. Asks questionsto encourage team input andfocuses team on the topic athand. Acts to promise a friendlyand cooperative environmentconducive to personal andprofessional development andemployees sense of belonging.Cross-Team Collaboration:Ensure cross-team collaborationto contribute to organizationaleffectiveness, such as providinginformation to other areas ofthe organization to help makedecisions collaboratively andsharing resources to solvemutual problems.Defines a Vision: Provide visionand charisma to drive theorganization forward. Defines andarticulates a vision that generatesexcitement, enthusiasm andcommitment to action that isaligned with the strategic direction.3Cost ConsciousnessAware of and sensitive tocost relative to the benefitobtained.Ascertain, evaluate andcommunicate the direct/ indirectcost and benefits of operationswithin one’s own job area.Critically evaluate cost andbenefits of activities, establishoperating standards anddevelop alternatives foreffective decision making.Create an environment thatencourages the linkage betweendecisions making cost withdifference analysis leading to a costconscious culture.4Communicationskills &Interpersonal skillsConvey ideas andinformation clearly andaccurately to createawareness in ones ownjob area.Convey complex messages in anunderstandable manner acrossfunctional areas.Convey ideas concisely andclearly to create interest andacceptance among internal andexternal groups outside thecompany.Convey ideas to influence andobtain action and commitmentamong external groups outside thecompany.
  39. 39. 39PERSON PROFILINGDEPT: BOPPOSITION: Dy. Manager•Individual Rating•Rating by the HOD /Section Incharge•Determining theAverage Score•Weightage asdetermined for thePosition•Determining thePerson Score
  40. 40. • Determining Position and Person Score to find the Person - PositionRatio.•On completion of the Position and Person Profile, CompetencyGap Analysis for each employee is done.• Based on the Competency gap (Position Competency – PersonCompetency), Individual And Group Training need areas are identified.•Where the Person Competency is higher than the Position requirement,individual can be considered for higher responsibility.40PERSON – POSITION SCORE
  41. 41. 41PERSON – POSITION SCOREPerson Score 115Position Score 136Person - Position Ratio 85662899642146246446110 2 4 6 8 10Awareness about the OrganizationLeadershipCost ConsciousnessCommunication skills & Interpersonal skillsTeam WorkInnovation & CreativityQuality System KnowledgeKnowledge of Quality tools & techniquesKnowledge CDI& RR- SMT processKnowledge of CDIScorePerson - Position Competeny RatioPosition ScorePerson Score*Only few Competencies have been highlighted in the graph.
  42. 42. 42PERSON – POSITION GAP1-1010011-1-1.5 -1 -0.5 0 0.5 1 1.5Awareness about the OrganizationLeadershipCost ConsciousnessCommunication skills & Interpersonal skillsTeam WorkInnovation & CreativityKnowledge of CDIKnowledge of MSDSEffective Planning, control & monitoring ofResourcesCompetency Gap AnalysisGap Analysis*Only those Competencies have been highlighted where Competency Gaps wereobserved.
  43. 43. 4310 10/10RatingonCompetence9 9/98 8/87 7,76 6,65 5,54 4,43 3,32 2,21 1,11 2 3 4 5 6 7 8 9 10Rating on Annual AppraisalPERFORMANCE /COMPETENCY MATRIXEMPLOYEESEPARATIONOUTSTANDING PERFORMERSCATEGORY ‘A’MID - PATHCATEGORY ‘BLAGGERSCATEGORY ‘BHIGHLY ENGAGED(30-35%)ALMOST ENGAGED (25-30%)Disillusioned and potentiallyexhausted (10-15%)ACTIVELY DISENGAGED(10%)Honeymooners
  44. 44. • The Performance/ Competency matrix will prepared to identify outstandingperformers, mid path and laggers.• The Executives having competency ratio less than 80 will be categorized aslaggers in Performance / Competency matrix.Competency Assessment
  45. 45. • Quarterly performance Appraisal has been initiated to review theperformance of the executives on quarterly basis.• Based on the Annual Performance Appraisal the executives will becategorised as ‘A’, ‘B’ and ‘C’.• Therefore the Executives categorised as ‘C’ category and identified as Laggersin Performance/ Competency Matrix will be asked to leave the organisation.Performance Measurement
  46. 46. Benefits of the Model• Process was studied and simplified by:- Automate- Outsource- Eliminate• Job Recast:- Job Enlargement- Job Enrichment- Improved Quality of work• Redefined Organization Structure:- Identified surplus manpower• Competency Assessment and Performance Measurement:- First cut Sieving of People: Qualification/ Categorisation- Second cut Sieving for Mid-band: Competency-based
  47. 47. THANK YOU
  48. 48. Job Analysis DocumentReference Jobs Location / FunctionDomain External & Internal Environment Of the jobSystem & Supervision Detail of systems and nature of supervision availableRole Other people expectation of the jobObjectives Quantification & defining the outputs/ deliverables for key rolesResponsibilities Listing of activities for each role/ objective & classification on thebasis of value additionApproval Authority Empowerment required to discharge the responsibilityAccountability List of output, processes for which the job holder is answerablePerformance Stds. Clearly outlining acceptable levels
  49. 49. ImplementationProcess
  50. 50. ImplementationTo initiate the implementation process Executives areclassified into 3 tiers• Tier 1 – Manager and above• Tier 2 – Asst. Manager and above• Tier 3 – Engineer and above
  51. 51. Phases of ImplementationPhase IThe manpower that can be immediately redeployed based on merging,eliminating jobs, giving higher authorization, creating process teams etc.Phase IIThe implementation of these recommendations would take 2-4 months as itwould involve certain changes in the managerial work like change in process,systems and identification of suitable incumbent.Phase IIIThe implementation of these would require changes in the jobs of supervisorwhere they take the responsibility of quality, quantity, maintenance ,multiskilling etc.

×