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- 1. SHRM CASE STUDY PRESENTED BY •RISHAB R • LALITH N • VISHAL S • SAMID • GOUTHAM
- 2. SUMMARY OF CASE •A MANUFACTURING COMPANY PRODUCES 3 TYPES OF PRODUCTS ( A,B,C ) • EACH PRODUCT HAS FOUR COMMON STAGES BUT REQUIRES DIFFERENT RAW MATERIAL • THE COMPANY HAS 2 SETS OF SKILL MIX, 1:3:12 FOR MANAGER SUPERVISOR OPERATOR RESPECTIVELY. • AFTER 4 WEEKS THE PRESENT CAPACITY OF PRODUCTION IS PLANNED TO INCREASE FROM 10 TO 50 UNITS OF PRODUCTS PER DAY WITH 8 HOURS OF SHIFT. • AFTER 6 MONTHS DUE TO INCREASE IN DEMAND OF PRODUCT OF THE COMPANY THEY PLANNED TO CHANGE THE TECHNOLOGY FROM MANUAL TO AUTOMATION • DUE TO GLOBALIZATION AND INCREASED DEMAND OF PRODUCTS THE COMPANY BOUGHT IN A NEW SKILL MATRIX OF 1:3:4 . OF MANAGER : SUPERVISOR : OPERATOR
- 3. IDENTIFICATION OF PROBLEM •LACK OF GOOD TECHNICAL KNOWLEDGE • LACK OF SKILLS – MANAGERIAL,TECHNICAL AND CONCEPTUAL SKILLS • RESISTANCE TO CHANGE • THERE IS LACK OF ABILITY TO HANDLE NEW CHANGES • LACK OF COORDINATION IN EVERY LEVELS OF MANAGEMENT
- 4. SHRM MODEL • 1.PHILOSOPHY: EXPRESSED IN STATEMENTS DEFINING BUSINESS VALUES AND CULTURE. IT EXPRESSES HOW TO TREAT AND VALUE PEOPLE. • 2. POLICIES: EXPRESSED AS SHARED VALUES AND GUIDELINES. POLICIES ESTABLISH GUIDELINES FOR ACTION ON PEOPLE RELATED BUSINESS ISSUES AND HR PROGRAMS. • 3. PROGRAMS: ARTICULATED AS HUMAN RESOURCESTRATEGY. THESE COORDINATE EFFORTS TO FACILITATE CHANGE TO ADDRESS MAJOR PEOPLE RELATED BUSINESS ISSUES. • 4. PRACTICES: FOR LEADERSHIP MANAGERIAL AND OPERATIONAL ROLE PRACTICES MOTIVATE NEEDED ROLE BEHAVIORS. 5. PROCESSES: FOR THE FORMULATION AND IMPLEMENTATION OF OTHER ACTIVITIES THESE DEFINE HOW ACTIVITIES ARE CARRIED OUT.
- 5. SHRM MODEL • PHILOSOPHY: TO MANAGE THE COMPOSITION OF SKILL MIX . • POLICIES : TO MANAGE PROMOTIONS , EVERY 6 YEARS MANAGERS ARE PROMOTED . • PROGRAMS : AUTOMATION INTRODUCTION. • PRACTICES : PROMOTIONS BASED ON PERFORMANCE • PROCESS : CHANGE IN SKILL MIX TO 1:3:4 .
- 6. HR PLANNING • TOPREDICT OR FORECAST THE DEMAND OF EMPLOYEES . • 36,000 UNITS OF PRODUCTS ARE PRODUCED . • 1:3:12 IS THE RATIO OF EMPLOYEES ACCORDING TO THE CASE . • SKILLED EMPLOYEES HAS TO BE HIRED • 50X PRODUCTION PREDICTED.
- 7. AGGREGATE PLANNING • THEPRESENT RATIO OF 1:3:12 IS TO BE CHANGED TO 5:15:60 AMONG MANAGERS ,SUPERVISORS AND OPERATORS • THE PRODUCTION IS TO BE INCREASED TO 50 PRODUCTS PER VARIETY PER DAY OF 8 HOURS SHIFT • MORE USE OF AUTOMATED TECHNOLOGY IN THE PRODUCTION • PRESENT PRODUCTION LEVEL TO BE INCREASED TO 16000 UNITS PER DAY PER SHIFT • THERE ARE 300 WORKING DAYS IN A YEAR
- 8. SUCCESSION PLANNING • AFTEREVERY 6 YEARS, SERVICE OPERATOR GETS SUPERVISORY TRAINING BASED ON PERFORMANCE AND SUBJECT TO AVAILABILITY OF VACANCY • AFTER EVERY 6 YEAR, SUPERVISOR GETS MANAGEMENT TRAINING BASED ON PERFORMANCE AND SUBJECT TO AVAILABILITY OF VACANCY • SUPERVISORS WITH 10+ YEARS OF EXPERIENCE WITH MANEGERIAL SKILLS ARE POTENTIAL CANDIDATES TO BECOME A MANAGER
- 9. SUCCESSION PLANNING • ONEMANAGER IS HAVING 3 YEARS EXPERIENCE AND HE IS DISSATISFIED WITH THE COMPANY POLICY OF SUPERVISOR TO MANAGER PROMOTION • THE SENIOR EMPLOYEES ARE GIVEN MORE PAY THAN THE PERFORMING JUNIOR EMPLOYEES KEEPING DATE OF JOINING AS REFERENCE • IN THE PROCESS OF CHANGE, THE WEAK LINKS AND THE EXCESS EMPLOYEES AT ALL LEVELS ARE TO BE ELIMINATED, EITHER THE SENIOR EMPLOYEES OR THE RECENTLY JOINED ONES. • PROVIDE TRAINING TO PEAK PERFORMANCE
- 10. AFTER AUTOMATION • PRESENTSITUATION 1. SKILL MIX 1:3:4 (10 PRODUCTS/SHIFT) 2. PRODUCTION 4*3*50 = 600 UNITS/DAY • FUTURE CHANGES 1.SKILL MIX 5:15:20(50 PRODUCTS/SHIFT) 2.PRODUCTION 16000 UNITS/DAY AFTER AUTOMATION – THE COMPANY WILL RERQUIRE 64 EMPLOYEES IN TOTAL CONSISTING OF 4 MANAGERS,12 SUPERVISORS, 48 OPERATORS HIRE 4 MANAGERS AND 12 SUPERVISORS ON PERMANENT BASIS HIRE OPERATORS ON CONTRACT BASIS AND GIVE THEM ADDITIONAL TRAINING TAKE TOP PERFORMING EMPLOYEES AND AFTER 6 MONTHS TERMINATE THE REST
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