A Project Report on ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

TABLE OF CONTENTS Sl. No. Contents 1 Executive Summary 2 Company Profile Brief History Organisation Chart 3 Importance of Human Resources HR Practices Carried out in BTPL 4 Competency Introduction Identification of Competency Developing Competency Nurturing the Competency Competency Mapping Application of Competency in the Industry 5 Productivity Production & Productivity Measuring Productivity Developing the Productivity Labour Productivity Improving Productivity Application of Productivity in the Industry Findings & Improvements 6 Conclusion 7 Bibliography 8 Annexure

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Pages 1-2 3-6 7-13 14 15-18 19-31 30-34 35-38 39-45 46 47-49 50-51 52-54 55-70 71-72 73 74-81 82-88 89-93 94 95

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

Εξεχυτιϖε Συµµαρψ 1)

Name of the student

:

Akshata B. Nayak

2)

College

:

K.L.S.’s Institute of Management Education & Research, Belgaum.

3)

Semester

:

M.B.A. – II Sem, (2004-05)

4)

Concern of the project work :

Bharat Tissus Pvt. Ltd., Bommasandra Industrial Area, Bommasandra, Bangalore.

5)

Topic of the project Work

:

A Study of “Enhancement of Productivity & Competency of Employees”.

6)

Period of Project Work

:

2 months (20th April to 20th June 2004)

7)

Organisation Guide

:

Mr. A. Mutyalu & Mr. Neelkantan

8)

College Guide

:

Dr. Sachin S. Kamble & Dr. Kirti Shivkumar

9)

Methodology

:

Primary Data & Secondary Data

10)

Objectives of the Study

:

 To study the HR practices at BTPL.  To know the present status – quo of productivity & competency of employees.  To find the scope available in different areas to improve there competency.  To suggest suitable measures for improvement.

11)

Analysis of Data Studied the Printing Department in the organization found out the Problems and analysed.

12)

Findings  Productivity targets.  Water Saving  Working days inducing sampling.  Use of Power.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES  Existing Layout 13)

Suggestions  An incentive system covering and balancing quality, production & machine output can be implemented to motivate the workers and improve overall productivity.  All the materials required can be planned and kept ready near the corresponding Table before a Lot is started. Searching of Screens etc. can be avoided during Production time.  One machine can exclusively allocated for sampling work.  Thinking & aligning the thoughts required for the task.  Continuously questioning and aligning the answers required to complete the tasks.

14)

Limitations All though the project was carried at Bharat Tissus Pvt. Ltd., the department which was considered for the project was one of the several departments in the organization and all the departments are not same as for as the scope and work. Therefore finding of the case analysis of printing department cannot be applied to other department and this is because of time limit of two months.

15)

Scope for further research  To fix targets for employees.  To study how best employees can be fully employed when work is going with machine.  How best training & development could be carried, so that employees of this department could be employed else were two.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

Χοµπανψ Προφιλε

Name of the Company:

Bharat Silks Groups

Address:

7/1, K. H. Road, First Floor

Head office:

Bangalore 560027

Phone:

91-80-2270642 / 2120288

Fax:

91-80-2275776 / 2278634

E-Mail:

bsilks@vsnl.com

Owner & CEO:

Mr.Shyam Sunder Goenka

Year of Establishment:

1985

Work force:

1500 personnel

% overseas market:

100%

Annual sales:

USD 15 Million Dollars

Status of the Company:

Private

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

Mission Company believes customer is supreme in the world. Quality and Innovation are the key words on which the whole business story lies.

To maintain international standards of the products and to capture the world market.

Vision Our vision to innovate empowers your passion to grow.

Objectives Trendsetter for women’s wear and trying to emerge as leaders in furnishing in coming years.

To act as a source of knowledge on silk.

Provide information to new recruits undergoing induction.

Motto is “Experimentation runs the entire gamut”

About Company They have Model Design Studio with 14 CAD work- stations and it is best in India at present, aiming to make it best in the world. They provide lot of freedom of thought and expression and allow people to do experimentation.

Expectation from the people They expect students to be research- minded and they have to bring out unusual ideas, concepts that will result as unique design and customer falls in love at first at first sight.

What business they are into

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Weaving Dobbys and Jacquards, Print developments, Hand painting, Women’s wear and Embroideries.

Market Scenario International market scenario looks to be competitive and it is moving towards cost conscious. Even though, they aim to manufacture unique, different and eye-catching product the sale of product is limited by cost factor.

They are looking excellent professionals, the persons who would develop innovative quality products with cost conscious-ness.

Corporate Philosophy With a view to enter and establish into global arena in silks a 100% Export Oriented Unit is set-up with highly sophisticated and most modern state of art technology.

The Ideology is, To ensure and maintain International Standard in producing quality fabric.

To capture new market segments in International Arena with brand name of “BHARAT SILKS” To be a most prestigious corporate body in silks, one of its kinds, achieves the global fame and name.

Total Quality Management The Company believes and targets to achieve high quality standards and parameters and also it believes.

Quality Excellence Quality is value Quality is conformance to specifications Finally, it is meeting and exceeding the customer satisfaction.

Corporate Strategy They believe in staying tuned with latest trends of market in the industry to have a competitive edge, over other companies.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES They explore the tremendous opportunity and have a vision to progress with enormous efforts in future years, to make our company a prestigious Global Silk Institution.

Work ethos/corporate culture A totally new environment that would help the people to develop designs, by creativity through research and training, matching with trend forecast.

They have recruited people from NID, NIFT and IIT as textile designers, training has been imparted and learning has been given higher thrust on orientation of CAD/CAM systems.

They believe in recruiting of young, vibrant individuals, an interesting lot to contribute best to the Organization.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

Brief History Bharat Tissus Pvt Ltd was incorporated during 1985 as an associate of Bharat Silks Groups. Mr. Shyam Sunder Goenka is the key person behind the venture, who has more than two decades of experience in the field of silk. The company was converted into 100% EOU with effect from 1994 and is engaged in the manufacture and export of high quality premium silk fabrics. BTPL is equipped with state of the art technology in production facilities. The paid up capital of the company is 12.50 crores.The shares are closely held by Mr. Shyam Sunder Goenka and his family members.

Mr. Goenka, who is a second-generation entrepreneur with rich experience in this line of activity, is the managing director with overall charge of the company. The company has employed professionals in the areas of marketing, production accounting, engineering, human resource and administration. The company has adequate structure/system to take a variety of task. The promoters have been able to establish a name in the overseas market for silk fabrics.

The groups consist of Bharat tissues private limited, Bharat silks, Southern sales and services, Bharat home accessories, Akshay color dyeing pvt.Ltd, Trendy Tissues pvt., Ltd and evergreen Farm products. Each firm/company is a separate entity. Bharat silks and southern sales & services are partnership firms whereas the others are closely held private limited companies.

Aim of the company Bharat Tissus is working toward expanding its already wide market not just in terms of area but also in terms strata of market. They are working toward capturing larger markets and catering to the cream of luxury fabrics with exclusive design in-house like Sahco Hessien, Zimmer and Rhode etc.At the same time cater also to the wider but more predictable market with fewer profit margins. To reach their goal the company is constantly updating itself in the fields of technology and designs both.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

Product Range Bharat Tissus deal with a variety of fabrics both for furnishing and apparel. They deal with printing, embroidery, dobby and jacquard. Printing and embroidery surfaces are essentially for apparel and its ever-changing seasons. But they also produce printed and embroidered curtains in lightweight fabric. In printing they deal with screen-printing and hand painting, and in embroidery they deal with both machine embroidery and hand embroidery.

As far as weaving is concerned they have dobby, electrical jacquard and mechanical jacquard which cater to both furnishing and apparel equally. In woven furnishing they produce, more medium and light weight fabrics and some heavy weight fabrics. For apparel they produce, jacketing material, and dress material. All of these fabrics are produced according to the season it is catering to and all of these are in the form of running, material not finished goods.

Infrastructure The company has a wide network of departments and workforce, which work efficiently thus bringing Bharat Tissus headed by Mr.Shyam Goenka to the position it is today. It has complete weaving unit, printing unit and embroidery unit. Apart from the workforce necessary for running such large number of machineries, there is wide network of management staff efficiently running the company. Being a 100% export unit it also has a well developed marketing force and design studio to meet international standards.

Customer Service Customers are the focus of company’s attention and service.

Bharat Tissus Pvt.Ltd is committed to supplying them with the best that can be offered. In view of this, the company is continuously upgrading the product specifications such as color and design to suit the taste or culture of customers and to respond to the latest trends in fashion. Innovation is key in BTPL’s success. Infact, 80% of its products are less than one year old.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

Human Resources Human Resources in the group are not merely a functional set up but play an active role as a strategic business partner.

Human Resources mission is to strive to make Bharat Silks the best place to work for by attracting, developing and satisfying the right talent available.

At Bharat Silks, people are treated as competitive advantage and they continuously evolve and implement customized Human Resource policies and services, to suit the needs of the business and the end user.

The Human Resources and Employee Relations initiatives arte focused on the following objectives:

Human Resources •

Redefining Roles and Responsibilities

•

Relationship and team building

•

Cost cutting and realigning of business processes

•

Operation training

•

Career development of the employees

•

Reward and recognition of performance and compensation bench marking

Employee Relations •

Build credibility through employee friendly transparent policies

•

Proactively handle employee friendly transparent policies

•

Strategic down sizing and address non-productive work practice

•

Build upon morale and empower first line managers and supervisors.

With the continued commitment to research and development, company keeps

striving to improve not only the quality of our products and management, but also that of workforce. Knowing fully well that success is impossible to obtain without quality human resources, they periodically provide workforce with advanced training to better prepare them

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES in meeting challenges and demands. Apart from that company also create healthy relations between the management and the workforce. Backed up by excellent management, welltrained human resources and sophisticated machinery, BTPL has made a name for itself.

Business Development The company is continuously expanding the production, marketing, distribution network and services. It is a commitment to satisfy customers by offering them excellent high quality products at competitive prices, prompt delivery and hospitable services.

Production Process Facilities Yarn Twisting The function of any process needs raw material. Yarn is a raw material for any kind of fabric, so twisting department has a major role to play in the silk industry. The raw material is imported mainly from China. The raw silk will be in the form of bales, which will be processed in this department. Here silk is wounded, twisted, doubled, heat set, re-wounded and will be issued to the dyeing department as per requirement. This is an ongoing process that can be observed in this department.

Yarn Dyeing It’s an integral part of this organization and it plays a vital role in getting quality fabric. The function of this department is to collect the yarn from the twisting department, dyeing those according to the required color and issuing them to the weaving department.

Warping & Weaving Warping Warping is considered as an important function before weaving. This section will receive the instruction from the product development or from the PPC.A pattern sheet will be provided in which warp pattern and weft pattern will be mentioned. i.e. the colors used on warp, how many times the pattern is repeated, the ends required to produce that etc. By this process required warp sheet can be prepared.

Weaving Weaving department plays an important role, as the final product i.e. the fabric is manufactured or the fabric is woven here. The yarn from the dyeing department, which is used for weft and the warp sheet from the warping section, are converted into cloth by the interlacement of warp and weft. The weaving will be carried out according to the pattern

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES sheet, which will be provided from the product development or from the PPC. After making necessary arrangements the fabric will be weaved.

Fabric Dyeing Fabric Dyeing is a department, which plays an important role in producing the quality dyed fabrics. These fabrics are directly imported and allotted to printing, hand painting or to the embroidery depending on their requirement. The fabrics that are dyed in this department are Silk, Viscose, Linen, Nylon and Cotton.

Printing Printing is a process, which is carried out by using screens; the fabric can be printed with the desired design and can be used for various purposes. The screens, which are used, should be prepared with every care in order to avoid the defects in printing. While preparing a particular design the colors required will decide the total number of screen. The printing screens will range from one to any number based on the complication of the design and how attractive it can be.

Sampling Weaving sampling is an important department in the organization in which the samples as well as costing and pricing are carried out. Sampling of output of following departments i.e. weaving, printing, hand painting and embroidery are done in this department.

Sampling is like a library where we can refer the fabrics and can select the hanger based on the requirement.

Sampling department’s functions are very necessary as the samples done will be forwarded to the clients through the marketing professionals. Sampling helps the customer to select whatever they need and will place the order, so a lot of importance will be given to this department.

Costing is done considering all the parameters. The costing starts right from the yarns, which are brought and continue up to the finished goods. The twisting costs, the dyeing processing costs, the weaving costs and the marginal costs are considered while pricing. The overhead costs are computed and based on the value obtained a profit margin will be considered and the price will be given to the fabric.

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Laser Studio Laser Studio caters to color separation and screen making process of the designs coming in from the design studio. Specialized software called ‘Ramsete’ is used for the color separation. Each design that comes from the design studio has to go through a series of operations viz., scanning, image processing, color separation and screen making.

Hand Painting Hand Painting is a skillful job, which is done by the experienced artists. A lot of creativity is involved in this department. This department came up with the slogan “Art to Wear”, initially people used the fabrics for furnishing and for other purposes, but now the hand fabrics are having great demand in fashion wear.

Printing Design Studio It’s a department where the art work for the printing design is carried out. A number of artists and designers will be involved to produce the design for a particular season. The work will then be sent to Laser Studio where CAD work is carried out and screens are prepared for printing. So this is a base for printing.

Weaving Design Studio The main aim of the weaving design studio is to create new innovative designer fabrics according to current trends keeping in mind the cost viability and production constraints for both furnishing and fashion.

Fabric Inspection It is a department where inspection of dyeing, printing and hand painted fabric is carried out. The inspection of the fabrics is done and it will be analyzed whether it can be passed or not.

Computer Embroidery This department develops concepts and developed with new ideas and they prepare a layout with an artist. Then the creation of new stitches and techniques for the particular design and selection of suitable base fabric, getting the design punched, controlling the cost if

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES necessary and solving problems while punching, and finally making the color ways for the final design to be made in hangers.

Environmental Awareness Clean and safe environment are given special priority. They are fully aware that polluting is tantamount to not only destroying environment but also bringing disaster on the people living in and around them. In view of this, company has applied water treatment facility to prevent water and the area surrounding the factory from being polluted or damaged. Green trees and shrubs planted around the factory convincing the visitors, that company is environmental friendly.

Utilities -

Effluent treatment

-

Energy conservation

-

Reverse osmosis

-

Environment monitoring system

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

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Importance of Human Resources “Manpower” or “human resource” may be thought of as “the total knowledge, skills, creative abilities, talents and aptitudes of an organization’s work force, as well as the values, attitudes and benefits an individual involved. It is the sum total of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the employed persons.” Of all the “Ms” in management (i.e., the management of materials, machines, methods, money, motive power), the most important is “M” for men or human resources.Itis the most valuable asset of an organization, and not the money or physical equipment. It is in fact an important economic resource, covering all human resources-organized or unorganized, employed or capable of employement,working at all levels-supervisors,executives,government employees, “blue” and “white” color workers,managerial,scientific,engineering,technical,skilled or unskilled persons, who are employed in creating,designing,developing,managing and operating productive and service enterprises, and other economic activities Human resources are utilized to the maximum possible extent in order to achieve individual and organizational goals. An organization’s performance and resulting productivity are directly proportional to the quantity and quality of its human resources.

An organization, whether formal or informal, large or small, is composed of people the human resources – who come from different walks of life and who are different from another in their psychological make up. Human resources consist of the total knowledge, skills, creative abilities, talents and aptitudes of an organization’s work force, as well as the values and attitudes and beliefs of the individuals involved in it. They are the sum total of inherent abilities, acquired knowledge, and skills represented by the talents and aptitudes of the employed.

The quantity and quality of human resources are modified by such environmental factors as education, training and development. With the help of acq1uired knowledge and talents, a human being is capable of producing new ideas, developing and improving capital goods and modifying the available physical (land) and financial (capital) resources in order to achieve greater productivity, satisfaction and the goals set by an organization.Capital,national resources, foreign aid and international aid play an important role in economic growth; but none of these factors is more important than efficient pool of well-educated, well-trained and

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES highly developed personnel, through whose creative efforts the goals of an organization may be achieved. In this fact lies the importance of human resources.

Human Resources are the most important assets an organization has and their effective management is the key to its success. This success is more likely to be achieved if the personnel policies and procedures of the enterprise are closely linked with and make a major contribution to the achievement of corporate objectives and strategic plans.

The corporate culture and the values organizational climate and managerial behavior that emanate from that culture will exert a major influence on the achievement of excellence and it is concerned with integration getting all the members of the organization involved and working together with a sense of common purpose.

Components of Human Resource Management Human Resource Organization Human Resource Organization is concerned with achieving success by organization design and development, motivation, the application of effective leadership, and the process of getting across the message about what the enterprise is setting out to do and how it process to do it. The fundamental objective is to ensure that every aspect of the organization, employment, motivation and management of people is integrated with the strategic objectives of the business and contribute to the successful achievement of those objectives.

The programme has to take account of cultural issues so that the desired corporate culture can be developed or reinforced. More over, organizational development programmes and interventions are needed to achieve better integration, improve team work, motivate human resource, develop proper leadership, facilitate communication system, manage conflict and change and obtain commitment.

Human Resource Planning It sets out to define how many people the organization wants, but with a particular interest in the type of people the organization needs at present and in the future, in terms of their expertise and how they “fit� the corporate culture. It involves the forecasting of both the supply and demand for future labour. It provides the base for recruitment programme and for human resource development plans.

Human Resource Systems

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES These are the essential programmes needed to recruit, appraise, pay and look after the health, safety and well-being of the employees in the organization.

The main key programmes are: 1. Recruitment Management 2. Information Management 3. Training Management 4. Performance Management 5. Reward Management 6. Career Management 7. Health and Safety Management 8. Discipline Management 9. Culture Management

Human Resources Development HRD as a system depends on work itself which generates a higher degree of responsibility for the employees, the individual’s personal and professional growth, the improved quality output as a result of increased responsibility and organization as an open system.

HRD as a function consist of various activity related to training and development and performance appraisal which plays a significant role in achieving the individual’s growth and development.

The primary responsibilities of a HRD manager are 1. To act as an internal change agent and consultant.

2. To initiate change and act as an expert and facilitator.

3. To activity involve him in the company’s strategy formulation.

4. To keep communication lines open between the HRD function and individuals and groups both within and outside the organization.

5. To identify and evolve HRD strategies in consonance with overall business strategy.

6. To facilitate the development of various organizational teams and their working relationship with other teams of individuals.

7. To try and relate people and work so that the organization objectives are achieved effectively and efficiently.

8. To diagnose problems and to determine appropriate solutions particularly in the human resources areas.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES 9. To provide co-ordination and support services for the delivery of HRD programmes and services.

10. To evaluate the impact of an HRD intervention or to conduct research so as to identify, develop or test how HRD in general has improved individual or organizational performance.

Human Resource Relationship It deals with the handling of employee individually and collectively as members of trade unions or staff associations. Their aim is to increase co-operation and trust and to involve employees actively in the company’s affairs. It also deals with problem-solving techniques, particularly to solve problems relating to disciplinary cases and grievances. There are two sides to a dispute in most organizations; the management and the workers. There is a gap and the means have to be found to bridge that gap. Whether or not unions exist, it is highly desirable for the management to develop methods of dealing with employees collectively. The necessary techniques must be evolved from the encouragement of mutuallyworking together in the interests of all. Unions have to be managed like everything else in an organization. Management normally gets the union it deserves. If it handles unions the wrong way, the results for the organization can be disastrous. An approach to collective dealing should be the recognition of the union, the respective role performance of management and union, the type of procedures one can adopt to regularize relationships with unions, the basic techniques of negotiating with unions and the mechanism of involvement through participation, both traditional forms of joint consultation.

Human Resource Management Approach Human Resource Management has received tremendous attention in recent years.

Broadly, there are three meanings attached to the concept of HRM.In the first place, persons working in organization are regarded as a valuable source, implying that there is a need to invest time and effort in their development. Secondly, they are human resources which mean that they have their own special characteristics and, therefore cannot be treated like material resources. The approach focuses on the need to humanize organizational life and introduce human values in the organization. And; thirdly, human resources do not merely focus on employees as individuals, but also on other social realities, units and processes in the organization.

There has been great deal of HRM actively in organizations, although most of such HRM systems are designed without understanding the organization’s structure, tasks, processes and people. It is imperative for any HRM activity to have a conductive organizational climate to stabilize such efforts in reality. It is essential that HRM systems are

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES designed in the framework of the total organization. HRM efforts fail miserably in such organizations where no attention is paid to these systems.

HR Practices carried out in BTPL Man power planning It is a process by which a management determines how an organization should move from its current manpower position to its desired manpower position.

Through planning, a management strives to have the right number and the right kind of people at the right places, at the right time, to do things which result in both the organization and individual receiving the maximum long range benefit.

As the manpower planning is engaged in all the organization, BTPL is also adopted a simple system where the receptive department, which is in need of human resource, must contact to the HR department. Then HR department will start to search the right manpower.

Recruitment It is one of the important functions of the personnel management to ensure that the organization has the right number of employees and the right kind of employees at the right places. The number and nature of employees required by an organization depends upon the nature of method of work.

It forms the first stage in the processes which continues with the selection and ceases with the placement of the candidate.

It is the next step in the procurement function, the first being the manpower planning.

Recruiting makes it possible to acquire the number and types of people necessary to ensure the continued operation of the organization.

It is a process of discovering of potential applicants for actual or anticipated organizational vacancies.

In BTPL, they are following the campus interview system and whenever in need of manpower they give the advertisements in newspapers. They also have agreement with some agencies which are engaged in recruiting the candidates for BTPL. At present BTPL is recruiting a lot of fresh graduates as they are hard and smart workers and more interested in

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES doing work. So I can say that BTPL is the best organization or way to make a fantastic career for freshers.

Selection It is concerned with securing relevant information about an applicant. It is a long process, commencing from the preliminary interview of the applicants ending with the contract of employment.

It is one of the important functions of HR department. If the right person is selected, he is a long valuable asset to the organization and if faculty selection is made, the employee will become a liability to the organization itself. Therefore at the time of selection process candidates are carefully scanned to fill up the different positions.

BTPL is following a campus interview system and they also have an agreement with an agency who will find the right candidates for the vacancies arise over here.

Induction It is a technique, by which a new employee is rehabilitated into his surroundings and introduced to the practices, polices and purposes of the organization.

In other words, it is a welcoming process the idea is to welcome a newcomer, make him feel at home and generate in him a feeling that his own job, however small, is meaningful and has significance as a part of the total organization.

Truly speaking induction is socializing by which the organization tries to make the new employee as it’s agent for the achievements for its aim and objectives.

Lecture, handbook, presentation, group seminar are used to impart the information to new employees about the nature of the job and organization in order to make the new employee acquaint himself with company’s history, strategies, policies procedures, department, supervisors and subordinates.

In BTPL, they used to conduct an induction programme, for the new employees for the period of 5-10 days. Almost all the top designation will be there in the progamme, along with the new employees.

The company has made a wonderful power point presentation where it contains the brief introduction of the company, various departments, its function, organization chart,

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES process etc. So this presentation will be shown to impart the information to the new employees, trainees etc.

Manpower Development An employee once gets his job in an organization needs to develop. It’s an organization’s responsibility to see that whether the employee is developing or not.

The BTPL has set the standards by which an employee has the opportunity to develop, for this employees needs a developmental program. It can be done through Training and other management development programmes.

Training Every organization needs to have well trained and experienced people to perform the activities that have to be done. If the current or potential job occupant can meet this requirement, training is not important. But when this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees.

Training is a process of learning a sequence of programmed behavior. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job and it’s a short term process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for a definite purpose. The success of every organization, to a greater extent depends on the amount, qualitative and timely training is to be provided.

BTPL is providing excellent training programme to both the new as well as existing employees. It conducts the training programme to its new employees for the period of 6-12 months and also engaged in conducting the Training & Development programme to its existing employees every now and then. They are inviting designers, artists from various countries to get the training from BTPL employees and it’s a wonderful for both BTPL employees and designers from outside to learn about the new designs, the taste of different country. BTPL is more interested in conducting the developmental programmes to develop employee’s skills and competence.

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Motivation It is the process of creating organizational conditions which will impel employees to strive to attain company goals. It plays a key role in all type of organization. The organization has to identify the unsatisfied needs of its employees and try to satisfy them. And it is a way of getting work done by others. BTPL use to give increment to those employees whoever performs well in their work, which will be known by the results of PerformanceManagement- Systems. Promotions are also depended upon it.

Communication Communication is one of the most basic functions of management. The manager can make a good decision, think out well conceived plans, establish a sound organization structure and even be well linked by his associates. It forms a basis for management by objectives, long range strategic goal setting and policy formulation, strategic planning, organization development and organization effectiveness, control decision making and allied managerial activities aimed at effective achievement of organizational goals.

Through a proper communication, the managers would be able to study the understanding and reaction of the subordinates and create a congenial atmosphere so as to induce the subordinates to put in best of their efforts in accomplishing their tasks.

It can be effective if an opportunity is not given to the subordinates to express their views.

Managers and subordinates in BTPL discuss before deciding matter. Management would like to have a glance over the viewpoints or suggestions collected by its subordinates.

BTPL is following an open door policy where it doesn’t have any restrictions or barriers in between top management and in its workers and they can approach his managers directly because Open communication enhances the comfort levels of employees apart from making them feel worthwhile.

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Performance-Evaluation It is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. The various factors to be taken into account for rating the Performance-Evaluation of employees, such as quantity and quality of output, knowledge of the job, ability to do that job, personal qualities like spirit of co-operation, reliability and dependability, supervisory qualities like leadership, initiative, self confidence, judgment, analytical abilities, decision making abilities etc. Each of these factors is given certain marks and the total of such marks gives the rating of the work of performance.

Performance appraisal is a dynamic process. Variables and complexities pertaining to the situation in an organization should be given due wait age. The parameters like quality production, productivity, utilization and attendance percentage will remain the same. The degree of importance might/can varies as per the needs of the organization from time to time.

Any appraisal system should be simple, realistic, effective and easily measurable.

Subjective factors/Subjective assessment is bound to be there in any appraisal system. But this doesn’t mean that an appraisal system is a subjective and academic exercise.

On the contrary it’s the most important exercise performed in an organization towards measuring performance.

BTPL is applying its own developed method of performance-Evaluation called it as performance appraisal system (Rating-Method). BTPL conducts this performance-Evaluation for every year. Employee gets Increment/Promotion according to his performance-ratings.

There is increasing recognition that people are key to corporate performance.

Thus, performance measurement like leadership, excellence, ability to innovate, attention to customers etc is necessary.

Organizations need to meet transparency concerns as well as drive maximum value.

An organization needs to measure and report the impacts of its people policies and, in particular, the value that derives from them.

BTPL has prepared a performance appraisal sheet for management and non management is enclosed,

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And BTPL is in process of preparing an evaluation sheet for workers also.

Bharat Silks Performance Appraisal for Management Staff Name: Designation: Emp.Code: D.O.J Qlfn: D.O.B: Location: Grade: Years of service: Company: Group: Total: Period of appraisal:

From:

To:

1. Key responsibilities handled during assessment period?

2. Significant Contributions during the assessment period?

3. Areas of strength?

4. Areas of weakness together with key improvements required?

5. Action Plan for development?

Rating Scale: 5: 4: 3:

Exceeds target expectations Achieves target expectations Meets target expectations

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2: 1:

Contributes to target expectations Below target expectations

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Factors

(Please rate the Rating

following

wherever

applicable) Job Knowledge Quality of work / output Analytical ability Commitment Planning Organizing Team work / Participation Presentability Adaptability Integrity Cumulative Rating

i.

Remarks

5 5 5 5 5 5 5 5 5 5 5

4 4 4 4 4 4 4 4 4 4 4

3 3 3 3 3 3 3 3 3 3 3

2 2 2 2 2 2 2 2 2 2 2

1 1 1 1 1 1 1 1 1 1 1

Personal Characteristics

1

Acceptability

5

4

3

2

1

( Consider carriage , manners, poise, tact, expression, courtesy etc. Does he create , on the whole, a favorable general impression?)

2 Maturity

5

4

3

2

1

( Consider emotional make-up. Does he normally appear stable and relaxed ? Does he usually keep his emotional expressions under control? Can he take criticism and set-backs.?)

3 Discipline

5

4

3

2

1

( Consider the way in which he carries out self- discipline. Does he observe discipline always? Is he punctual in terms of attendance, timings, etc.?)

ii.

Social Effectiveness:

1 Relational Skill

5

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4

3

2

1

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES (Consider ability to get along with people. Is he liked and respected? Does he have a sympathetic and understanding approach to people? Can he listen to others without bias? Do others show a willingness to associate themselves with him?)

2 Communication Skill

5

4

3

2

1

( Consider skill in expression. Does he use good English/ local or a language understood by majority of the people? Can he present ideas accurately in an orderly sequence and in a convincing and effective manner?)

iii.

Approach to Learning situation

1 Ability to derive benefits from learning:

5

4

3

2

1

(Consider the extent of willingness & skill shown in getting maximum benefit from training.

Is he eager, attentive, persistent, & quick at grasping, things? Can he see deeply into a situation, process, method, etc. or is he content with superficial explanations?)

2 Ability to Contribute to learning situation: 5

4

3

2

1

(Consider his ability to evaluate what has been taught or what he has observed himself. Does he show concern with more information or does he try to look at things from new angles, showing vision and imagination? Has he offered constructive criticism and suggestions? Has his general behavior contributed in any way to the efficiency and good relationships in the concern?)

IV. Work performance 1

Initiative & Ingenuity

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5

4

3

2

1

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES (Consider the extent of willingness shown in assuming responsibilities. Has he shown any remarkable urge to work? Has he shown a spirit of enterprise and a tendency towards development on his own?

2

Proficiency & Dependability

5

4

3

2

1

(Consider the manner in which he carries out duties and responsibilities. What degree of intelligence, speed, accuracy, resourcefulness, etc. Does he show in performing task entrusted to him? Besides the above, the following also needs to be rated after appraise has taken charge of his actual job/assignment/section.

V. Management Skills 1. Decision making Ability

5

4

3

2

1

(How is he taking initiative to conclude issues to it’s logical end. Risk bearing capacity.)

2. Executive functions:

5

4

3

2

1

(How is he on his executive ability to plan, organize, direct, control, and review the resources under him?)

3. Problem Solving Skill:

5

4

3

2

1

(How is he on his ability to identify, screen and solve problems related to men, machine, material, method, wastage, etc?)

4.

Approach to Quality and Productivity: 5

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4

3

2

1

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

(Does he have a commitment to wards quality and productivity? Has he taken any concrete steps for improving these? )

5. Approach to Systems/Methods/ Discipline/Safety / Housekeeping : 5

4

3

2

1

(Does he have a positive approach towards system & methods, discipline safety, and housekeeping? Does he have a concern to address these issues and improve? ) Overall assessment about the employee :

5

4

3

2

1

Sign of the Appraiser Name / Manager Comment of reviewing authority \ Unit Head V.P. Group –HR M.D / Director

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Bharat Silks Performance Appraisal for non-Management Staff Name: Designation: Emp.Code: D.O.J Qlfn: D.O.B: Location: Grade: Years of service: Company: Group: Total: Period of appraisal:

From:

To:

Rating Scale: 5: Exceeds target expectations 4: Achieves target expectations 3: Meets target expectations Factors following

2: 1:

Contributes to target expectations Below target expectations

(Please rate the Rating

Remarks

wherever

applicable) Job Knowledge Quality of work / output Analytical ability Decision -Making Communication and

5 5 5 5 5

4 4 4 4 4

3 3 3 3 3

2 2 2 2 2

1 1 1 1 1

interpersonal skills Planning Organizing Team work / Participation Initiative and drive Commitment Presentability Adaptability Integrity Cumulative Rating

5 5 5 5 5 5 5 5 5

4 4 4 4 4 4 4 4 4

3 3 3 3 3 3 3 3 3

2 2 2 2 2 2 2 2 2

1 1 1 1 1 1 1 1 1

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Overall assessment about the employee :

5

4

3

2

1

Sign of the Appraiser Name / Manager Comment of reviewing authority \ Unit Head V.P. Group –HR M.D / Director

Welfare Measures Welfare Measures are exhaustive and extensive and they are influenced by number of factors like general economic conditions in the country, level of education of the workers, social environment, customs, labour laws, attitude of the employees etc.

These welfare

facilities vary from organization to organization. They are better known as ‘Fringe- Benefits’.

These are the benefits provided by the employers to their employees; these are those

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES monetary and non-monetary benefits given to the employees during and post employment which is connected with employment.

Fringe-Benefits covers bonus, social security measures, retirement benefits like provident fund, gratuity, pension, housing, medical, canteen, consumer stores, financial facility etc. These benefits are provided to create and improve sound industrial relations, to boost-up employee morale, to motivate towards work and to create a sense of belongings among employees and retain them.

BTPL, is having a Fringe-Benefits- Policy to it employees which are as follows, Increments, medical facility, Employee Deposit linked insurance, Leave travel allowance, Gratuity, Free accommodation facility for workers, Transportation facility for staff, Night shift allowance, Wedding gifts, Management training, Safety equipments, Uniforms, Shoes etc. All the employees of BTPL are happy with the present ‘Welfare-Measures-Policy’. And the company is planning to provide the facilities like group health insurance scheme, group personal insurance scheme, Service award (On completion of 5,10 and 20 years of service), Co-Operative society etc.

Competency Introduction Have you ever wondered why the rush hour is so slow? Or why an elevator brings you down? Or asked why the king of hearts in a pack of cards is the only king without a mustache? Or why mosquito repellents are called so when they don’t exactly repel? Probably everybody saw apples fall, but only Newton asked why. Why I am mentioning all these things here because questioning leads to activation of thinking. While thinking definitely

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES there will be lots of brain storming, reengineering, self motivation, use of creative instincts, adventurous, willing to take risks, ready to try something new and always up to challenges.

Ultimately it improves the analytical, interpersonal skills, decision making ability, which is nothing but a Competency.

In today’s highly competitive environment, competency matters and the organization that makes the best use of the talent available to it as well as that which attracts talent will emerge as the forerunner. Thus, the management of talent has assumed strategic proportions and corporate the world over are using structured competency frameworks to make peoplerelated decisions.

What is competency and what it constitutes?

Competence refers to abilities based on tasks or job responsibilities.

Competency refers to abilities based on behavior. These are the characteristics of the persons who are doing the job.

Competencies are the characteristics of manager that lead to the demonstration of skills and abilities, which result in effective performance within an occupational area.

It also embodies the capacity to transfer skills and abilities from one area to another.

Talent may mean the following: •

Natural endowment or ability of a superior quality.

•

A specific mental or physical aptitude; an innate ability to perform successfully in a particular field.

•

Gifted people collectivity.

It would appear to mean that the organization is looking for someone who does

things in a manner that is instinctive and different from that of others, yet in a way that is distinctly better than that of others.

Commonly occurring competencies in organization 1.

Intellectual These competencies that are related to mental processes are best seen in individual

exercises, particularly in paper and pencil type exercises. However, interactive exercises should not be ruled out for eliciting behaviors related to the cognitive competencies, as they provide real-life-like situations in which impromptu reactions to unexpected situations are required.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

Various types of Intellectual competencies are, •

Comprehension

•

Analytical Ability

•

Innovation

•

Decision Making

•

Planning and Organizing

•

Strategic Perspective

2.

Interpersonal These social competencies are best seen in situations which closely resemble those in

which these competencies will be used. These are interactive exercises, which could be an equitable mix of group and one-to-one exercises. However; it may be prudent to bear in mind that assigned leadership or assigned role types of exercises may inspire behavior different from the participant’s typical behavior.

Various types of Interpersonal competencies are, •

Communication

•

Adaptability

•

Interpersonal Skills

•

Ability to influence others

3.

Dynamic These competencies are best seen in situations where there is a certain amount of

stress created. This stress may be externally imposed, but in reality, stress is created internally in the participant’s mind tends to elicit better and more characteristic examples of behavior.

Various types of Dynamic competencies are, •

Initiative

•

Drive

•

Resilience

•

Stress Resistance

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES •

Result Orientation

4.

Business Related The requirement here is to create situations which are similar to the situations faced

in the normal course of business.

Various types of Business Related competencies are, •

Business Understanding

•

Customer Focus (could also belong to the interpersonal group)

Identification of Competency The competencies identified as being relevant to the organization constitute the talent that may be required by the organization, which are yet to be identified. It may be beneficial to examine the business of the organization independent of its people as well as similar

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES business in order to ascertain if there are any more areas of innate capability, which would help the organization in its business.

Once the constituents of the talent required by an organization have been identified, the search for talent within the organization begins. The quest for talent within the organization consists of locating the people who have the requisite competencies that comprise talent in the organization.

The methods of uncovering the talent in an organization are the same as those meant for measuring competencies. In the era of competing through competence, many knowledge driven industries have recognized that competence has to be managed strategically.

Organisations are using structure competency frameworks to make a range of decisions about their executives while a variety of tools are available to assess employee potential and some of them are, •

Competency-based Interviews.

•

Performance Appraisal Ratings (if these are based on competencies)

•

Psychometric Instruments.

•

Work Ability Tests.

•

Assessment Centers.

Competency-based Interviews The interview when it is structured in a manner to bring out the competencies is an effective tool of assessment. It is likely to be affected by the biases of the interviewer, the candidate may project a favorable façade and thus the interview suffers from a slightly lower validity and may be prone to errors of assessment.

Performance Appraisal Ratings The ratings from the performance appraisal would be of use in the search for talent only if the ratings are based on competencies. Appraisals based on quantitative performance parameters cannot be used for this purpose since they show little of the person’s innate

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES qualities and more about the quantitative output which can be influenced by a number of external factors.

Psychometric Instruments Psychometric Instruments may also be used in the selection of talented people in the organization. These are mostly self-reported and hence the possibility of a candidate ‘beating the test’ continues.

Work Ability Tests Some of the well-designed work ability tests are quite effective in measuring the abilities that they claim to measure. However, though these may be of use in uncovering talent at a lower level, where specific skills are required, they may prove less effective at higher levels where the level of ambiguity increases.

Assessment Centers This method is one where the focus is on competency and the result is predictive. The assessment centre method produces good results in most cases, as the validity of a welldesigned centre is the highest among the methods described above. However, in case the competencies required are those that are not easily manifest in the assessment centre itself, another method for the measurement of these competencies will have to be added on.

Assessment Centre as a part of HR Strategy Conceive organization’s mission

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

Strategy to achieve mission

Identify competencies required for high Performance in context of strategy

Design assessment centers to measure identified Competencies

Determine gap between desired and essential competencies

Stimulate developmental needs

Design and administer development and Training system

Career and succession planning

Lateral Movement

Determine Present state of organization

There are certain questions which need to be a swered in order to have a definite picture of the variables that required to be addressed during the exercise.

1.

Who are the people for whom the assessment centre is intended?

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES This should also include the levels or positions above the target population in the organization. So that the potential for occupying these positions too can be evaluated.

2.

What is the assessment centre intended to achieve?

The purpose of the assessment centre is of paramount importance. The competency

definitions identified should meet the requirement.

3.

Who are the successful people who can define what behavior lead to success in

the organization and who are the average people who follow the role definitions but meet only moderate success?

It is only by comparisons of these two that behavior that differentiates between successful people and mediocre people in the organization can be found.

4.

Are the behavior and performance that are valued as leading to success now the

same as these which will be valued in the future?

This envisages any major changes in the culture of the organization foreseen in the future.

Developing Competency The development of talent is no different from the development of competency.

However, in the case of talent, the organization will have to concentrate not just on the disparity between the present level of competency and the desired level of competency, but

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES will also have to work on the strengths of the participants revealed by the selection process.

The identification process must, therefore, aim not just at identifying the talent but also at identifying the area in which these people are talented. Thereafter the organization must give them the wherewithal to utilize their talents in the manner best suited to the interests of the organization. The effort should also be to channellise the strengths of the person so that he is able to capitalize on them. This may involve a lateral movement of the person to a position better suited to his talents. It may also involve restructuring of a job to accentuate the particular talents of the individual.

“If you don’t like the weather, stick around for a few minutes and it will change” Businesses might not change that often, but they are changing, and changing more dramatically than ever before. And through it all, employees are having a difficult time keeping with the multiple and changing hats they are being asked to wear.

But today’s dynamic business environment, how can companies focus on enhancing employee competencies when change is the only constant? Through timely, up to date learning content that links competencies to a company’s performance objectives, companies can keep their employees qualified for the challenges ahead. By focusing the limited time and resources dedicated to learning on key competencies, companies can feel secure in knowing that the learning content they do provide has a direct impact on the company.

A competency-based training development process ensures a strategic focus and achievable scope, leading to greater learner involvement and motivation. So what is development process? The development process incorporates these steps: •

Develop performance maps

•

Conduct star performer focus groups

•

Document skills tables for key competencies

•

Assess current learning content against skills tables

•

Create competency development guides

Develop Performance Maps A performance map is a visual representation (similar to chart) of the links, or the line of sight, between a role, the critical competencies for that role and overall corporate business goals.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES

Performance maps identify how each role within a department directly impacts the success of the overall company. They also identify the critical competencies employees need to master within a role if they are going to help the company meet its performance objectives, or business scorecard.

Performance maps display how each employee plays a role in reaching company goals. This emphasis on individual contribution helps employee understand the importance of their key competencies. By focusing on the competencies that are most critical in driving business success, employee development remains aligned with the strategic company goals.

The result is competency-driven learning content that directly supports company performance objectives.

Focusing on key competencies also helps avoid the creation of laundry lists of skills and knowledge that can be overwhelming for both employees and their leaders.

The performance maps usually focus on four standard categories that companies use to measure and communicate their success. These categories include company financial objectives, process improvement objectives, customer satisfaction objectives and employee satisfaction objectives. Each one of these categories links objectives from the company level to the divisional level to the role so that the key competencies can be clearly identified.

Conduct Star Performer Focus Groups Once the performance maps are created, the learning organization conducts focus groups with star performers to validate the maps and further clarify the key competencies.

The star performers are employees who continually succeed in the roles identified on various performance maps. The focus groups are conducted similar to the format of a behavioral interview. Star performers are asked to provide specific examples of how they perform the critical competencies identified on the performance map for their role.

Document Skills Tables for Key Competencies Based on information gathered from the focus groups, the performance maps are finalized and summary skills tables are created that clearly define the key competencies. The skills tables contain examples gleaned from star performers during the focus groups. The

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES skills table should clearly communicate the actions star performers execute on a regular basis that enables them to excel within their positions.

Assess Current Learning Content against Skills Tables From the skills tables, the learning organization identifies learning content materials that exist within the region, across the company and externally that directly impact the key competencies listed on the performance maps. If the skills tables are documented properly and include action verbs that help describe degree of mastery, learning organization can quickly review existing learning content to determine what portions still meet the needs of the organization.

From this review process, companies can easily determine what portions of existing training materials need to be enhanced replaced or remain the same. From the skills tables, learning organizations can quickly develop the necessary performance objectives for any materials that may need to be developed or purchased off the shelf.

Create Competency Development Guides From the skills tables, learning organization also creates a competency development guide for each role represented on a performance map. The competency development guide contains statements and examples regarding the key competencies listed on the performance map as executed by the star performer.

It is recommended that employees meet with their leaders to discuss their competency development guide results and potential learning content opportunities. At that time leaders can also discuss any on-the-job opportunities that target the critical items highlighted on the competency development guide.

Results to Expect Through the competency-driven training development process (performance maps, focus groups, skill tables, competency development guides), a company is assured that its learning content investments are strategically linked to business goals. Companies also

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES achieve consistent, measurable performance improvement by focusing on the key competencies that most directly impact organizational goals.

As the time change and companies adjust, performance maps, skill tables, competency development guides should be updated to reflect company financial objectives, process improvement objectives, customer satisfaction objectives and employee satisfaction objectives. Once these documents are created, their maintenance should require only a few days every 12 to 18 months. The update process should trigger a review of the competency driven learning content to ensure that it reflects the, most current goals of the company.

Company employs a Learning Management System (LMS), it is recommended that the distribution of the competency development guides and the linking of the competency driven learning content take advantage of the LMS infrastructure. Through the LMS, employees can quickly access the competency development guides and then review the available leaning content. The LMS can also track the needs regarding the learning content and help learning organizations forecast future trends.

For companies to survive, not to mention grow, in today’s dynamic business climate, workforce employees must master key competencies. And as key competencies that are directly linked to company performance objectives are mastered across the organization, peak performance will become a reality.

Various methods to develop the competency The management development programme should follow a series of integrated activities.

There are a number of distinct activities that can lead to development in the participants. However, since the participants will generally have different developmental needs, a variety of activities are required leading up to the development of the participants.

The various types of developmental activity can be competency based workshops, job rotation or enrichment, project based learning-learning programmes and Open University programmes. In addition to these, there may be the requirement of counseling to cater for problem areas.

Competency based workshops These workshops specifically designed for the enhancement of certain competencies.

The best workshops are those that concentrate on a single competency at a time. The workshops must be designed to enhance the competency of the participant and the

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES understanding of the competency may follow as an after-effect and is not the main objective of the programme.

The competencies covered by the workshops will be the same competencies which are covered by the assessment centre and are thus relevant to the organization. Hence it is always advisable to invest in designing an entire set of competency-based workshops. The major advantages of this approach are many. The workshops are directly related to the job content and to the behaviors expected to enhance the competency of participants. It tends to be small and specific and thus the participants do not have to be spared for long period of time.

The competency based workshops can be used in tandem so that one competency can be enhanced before addressing the next and so on. The system is an ongoing process and the competencies are continuously upgraded.

Job Rotation or Enrichment In organizations where people are generally static at their functions and jobs, the exposure they get is severely limited and the possibility of bettering one’s competencies by experience reduces considerably. People who have had a better exposure always appear to have a higher level of competencies. Organization can take advantage of this phenomenon by exposing their people to a greater variety of jobs. This can be done either by job rotation or job enrichment.

Job rotation should be done in a systematic manner with the rotation so organized that people are familiarized with each function in turn and rotated so that the entire range of function is covered.

Job enrichment is the extension of the work so that the boredom that may set in from repetitive work does not affect the incumbent. This also serves to extend the participant’s exposure and the effect is the same as that of job rotation, though at a lower scale due to the limited exposure.

Project based Learning There are numerous recorded instances of learning schemes based on action-oriented programmes. The scheme, which has been outlined in the job enrichment system, can well be used for the type of learning. However, project based learning needs to the designed with the

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES objective of eliciting a particular competency, or a set of related competencies and the implementation must also be planned so that the desired competency is highlighted.

Project-based learning will have to be facilitated extensively to produce the results that are desired. However, the success or otherwise of project-based learning is totally dependent on the willingness of the participant to absorb this knowledge. The participants should be eager to learn from the project and the facilitator can optimize the learning by directing the participant to the desired behavior and outcome. In fact this method lends itself to another very effective method of learning-mentoring.

E-learning An increasing number of large organizations are providing their employees an opportunity of further learning through the internet and also through intranets in the organization. This method is particularly effective because it provides the employee with information, which is closely targeted to the objective of the organization. It can be used to provide competency based exercises and projects to the participants. A further benefit of this method is that the competency based exercises can be used by the employees even in their own time. The system provides a real time evaluation of the progress made by the participant during the e-learning course and this can then be monitored closely to ensure that the desired result is achieved. E-learning can be a very powerful tool and organizations are progressively turning to this to improve the competencies of their employees.

Open University Programmes Most participants are active managers and cannot be spared to attend formal courses to upgrade their skills. Hence the availability of Open University and other correspondence programmes to improve their theoretical knowledge are very welcome and can be effectively used. The participant along with the HR department of the organization must examine the various programmes on offer for content, quality of study material, correction of assignments and most importantly the effectiveness of the contact programmes offered. The utility of the employees is thus vastly increased and the organization benefits through the exposure to the best practices in the industry that are learned here.

Monitoring the Progress The progress made by the participants in the development process must be monitored continuously for it to have any appreciable effect. The ultimate objective of the organization is to have the best people for the job when and where it needs them. With this objective in

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES mind, the organization must maintain records of the participant’s performance in the assessment centre. Records must also be maintained of the development process he was exposed to and the progress made on these development processes, in particular the improvements made by the participant.

The monitoring process must be continuous if there is to be any benefit to the organization and to the individual. The system instituted should also consider the career aspirations of the participants. Once this is done, the system is capable of handling the career and succession planning functions of the organization.

Nurturing the Competency The nurturing of talent is possibly the most difficult part of handing talent in an organization. Talented people are sensitive and easily suffer slights, both real and imagined.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Thus, care must be taken while dealing with them. It is important to recognize and reward talent in order to encourage them to use it for their own good as well as for the organization.

There are a number of means by which the organization can nurture talent such as:

Recognition Schemes There is a system whereby any act of furthering the business of the organization through innovative means is given due recognition and the initiator is feted publicly. This gives the talented person the

feeling of being recognized and appreciated. In one

organization there was a board put up near the

assembly line where the photographs and

citations of employees who had contributed significantly to the organization were displayed.

Rewarding Talent Monetary rewards are as important as recognition and accelerated promotions. At the same time, it must be ensured that talented people are not promoted out of their areas of competence. Thus the organization has to perform a delicate balancing act to be able to handle these valuable yet sensitive people.

The organization needs to give them the feeling that they too are valuable to the organization and that their contribution too is appreciated.

Thus the organization will also have to institute special schemes for people who are functionally competent and also for those who have been performing at a high level, although they may lack the potential for further advancement in an organization. This dual recognition of people who are talented and those who are not, but are yet competent will serve the organization well in taking care of the issue of the management of talent.

Competency Mapping A competency is a practical ability that is informed to some degree by theoretical understanding; this is a much better model for assessment than any purely conceptual model.

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Competencies for job classification Components What is a competency based job classification model?

A competency model is a human resource tool that outlines for employees the particular combination of knowledge, skills, and characteristics needed to effectively perform a role in an organization. These competencies are observable and can be objectively measured through defined behaviours. They provide narrative descriptions of standards and summarize job competencies that have broad application to many types of jobs. Competency models help define career strategies for employees by providing different levels through which employees can potentially move as they gain additional skills and knowledge that clearly meet a business need. Such models aid management in employee selection, training and development, appraisal, and succession planning.

What is the competency matrix that is used in competencies for job classification?

The matrix consists of five levels of competencies with behavioral measures for each competency. The competencies chosen mirror those in the staff Review and Development plan and all contribute to the achievement of the organization’s strategic business objectives.

The competencies build in a logical, measurable manner from one level to another. The five competencies measured are effective knowledge, Accountability and self management, Teamwork and Leadership, Communication and innovation & Problem-solving.

How will an employee be assigned to a level in the competency matrix?

A job profile for each category will provide examples of typical work activities and examples of skills and activities that characterize each level. Managers will assign each of their employees to appropriate levels based on the competencies as defined in the job profile for their particular position.

Why is there a separate matrix for management?

Having a separate matrix for management positions recognizes the administrative aspects and the breadth of such positions. Both matrices contain the same functional

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES competencies with the management matrix adding competencies in areas such as strategic planning and resource management.

What is the relationship between the five levels and the current levels of management such as supervisor, manager and director?

There is no direct link between the current titles and the five levels. All jobs that are included in the management matrix will use the same manager profile. However, working titles will not change so titles such as supervisor and director may still be used.

Advantages of competencies for job classification Competency models support the organizational needs and mission is to recognizing the characteristics, skills and knowledge demonstrated by employees. The current system is hierarchical and fosters the perception that position upgrades are the only way to be recognized for strong performance within a job. The reduced emphasis on grades in the new Smodel focuses employees on job competencies needed for advancement. Competency model provides management with a tool for evaluating, developing, and compensating employees appropriately. Understanding our position in relation to the market, in addition to maintaining internal equity, aids in recruitment and retention of staff, therefore improving morale and reducing turnover and its associated costs.

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Application of competency in the industry

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Competency starts from the alignment of thought process. The thought process and continuous questioning should be aligned and coherent towards the task on hand.

A staff’s competence can be steadily improved by applying the following steps thinking and aligning the thoughts required for the task.

Continuously questioning and aligning the answers required to complete the task Starting with the end in mind The complete thought process and questioning should lead to achieving the end (target) Handling tasks on a continuous basis leads to wide exposure, broadening of lateral and logical thinking. Always handling new tasks and completing it within dead line becomes a practice and habit. This is nothing but competence. E.g. A staff working as a technical officer in an organisation can become competent/trend to be competent by assigning continuous tasks/projects like, Task A Which machine is better suited for twisting silk yarn, technical parameters of the machine, its features available, machinery cost, power consumption level and manufacturers after sales service facility and reputation. This data has to be collected, analyzed covering at least three manufacturers of twisting machine. The past experience with the existing twisting machine also has to be factored in before arriving at a decision. Immediately after completing task a, task b should be given to the technical office.

Task B Preparing an improved weaving layout taking all the determining factors- material flow, optimum utilization of cubic space, feasibility of integrating warping section along with weaving department etc. into considering while preparing the layout.

The following has to be thought about and worked out a) Linear/ non linear arrangement of machines. b) Space between 2 machines c) Material flow feasibility/ convenience between machines and in alleyway. d) Whether any extension of space/bay is required, justification for such space/ bay, how economically that bay can be extended/constructed etc.

After completing the Task A and B, logically the next task should be given to the technical officer and it should be an on going process.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Questioning, corrections and directions wherever necessary should be given by Vice President technical and the tasks should be endorsed and certified ok by Vice President technical.

When the technical officer is continuously exposed to the above given kind of working and tasks, 2 to 3 years down the line he becomes a totally competent technical officer with potential for higher responsibilities.

Productivity Production and Productivity Babasabpatilfreepptmba.com

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Among all the functional areas of management production is considered to be crucial in any industrial organization.

Production is a process by which, raw materials and other inputs are converted into finished products. In other words production is manufacturing.

Production and operations management includes series of activities such as product design, forecasting, organizing, physical facilities, quality control, plant maintenance, materials management and the like.

All the activities need to be so organized and implemented that, the firm should realize increased productivity. It is the productivity of men and other resources that speaks about the substantiability of the individual firm and of the growth of an economy.

Production refers to the total output. Productivity refers to the output relative to the inputs.

Productivity is a measure of efficiency with which resources, both human and material, are converted unto goods and services.

It is measured in terms of output per man-hour. It is not due to labour efforts alone.

Technological improvements, better organization and management, greater ingenuity and skill by labour are all responsible for the increase in productivity. Actually; productivity measures the contribution of all resource factors-men, machines, methods, materials and management. No productivity index can be devised which will measure only the productivity of a specific factor of production. Another problem is that productivity can be measured at several levels-jobs, plant, industry or national, economic level. Thus, although theoretically it is a sound compensation criterion, operationally many problems and complications arise because of definitional measurement and conceptual issues.

Stated more clearly, productivity refers to the amount of goods and services produced with the resources used. Productivity is a maximization of available resources.

Productivity is measured with the help of a formula which runs as follows, Productivity = Quantity of goods and services produced Amount of resources used

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES As the equation indicates, there are two variables in measuring productivity the amount of production and the amount of resources used. Productivity varies with the amount of production relative to the amount of resources used.

MAINTANANCE

ADMINISTRATION

PRODUCTION

PRODUCTIVITY

QUALITY

SERVICE

OTHERS

Productivity is interrelated with production, quality, administration, services, maintenance and others. All leads to increasing the productivity. So all the above components should be in balanced.

Types of Productivity Labour Productivity Machine Productivity Capital/Finance Productivity Raw material Productivity Power/ Electricity Productivity Faster rate of economic growth can be ensured through accelerated production and higher productivity in, all branches of economic activity. Human resources, being an important input, their productivity play a significant role in determining the overall economic growth of a nation.

Apart from the level of human skills, the quality of raw materials and the technology employed are also responsible for productive human resources.

Productivity can be increased in several ways namely, 1.

Increase production using the same or a smaller amount of resources.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES 2.

Reduce the amount of resources used while keeping the same production or increasing it.

3.

Allow the amount of resources used to increase as long as production increases more.

4.

Allow the production to decrease as long as the amount of resources used to decrease more.

Whichever the method, productivity needs to be improved, as increased productivity

contributed to the competitive advantage of an organization. When productivity increases, the company can pay higher remuneration to its employees. Improving productivity also means getting more from the given inputs. Higher productivity does not mean adding more inputs but using the resources better. Improving productivity does not mean working harder; it means working smarter, mot just doing things right but doing right things.

Today’s economy demands that, we do more with less- fewer people, less money, less time, less space and fewer resources in general.

Productivity benefits the whole economy, besides contributing to the success of the organization. Any economy is made up of multiple organizations and if all organizations prosper because of increased productivity, economy itself tends to benefit.

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Measuring Productivity As stated earlier, Productivity refers to the output relative to the inputs. Inputs in any production process comprise capital, labour, materials & energy. Productivity of each resource can be measure separately.

Such measurement gives partial productivity. Productivity of all resources put together gives productivity on the total factor basis.

This method of calculating productivity considering all resources is called multifactor approach to meaning productivity.

Following are the 2 formula for calculating partial & total productivity.

Partial Productivity =

Output in a given period Labour hours used in the period

Total productivity =

Output in a given period Labour + Capital + Materials + Energy used in the Same period

In practice, Partial productivity is mainly calculated for purposes of analysis & remedial actions.

Among all the inputs, it is the direct labour, which is mainly used as the terminator for calculating partial productivity. This is so, because labour continues to occupy a place of pride in manufacturing systems, Net with standing automation. Certain operations cannot be automated because of extreme product variability, the variable nature of some duties (such as materials handling), the nature of the materials being produced & similar reasons.

For these operations, either it is simply not cost effective to automate them or capital is not available in purity for automation. Moreover, most services remain labour intensive. For these reasons, improving productivity of labour continues to receive management attention.

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Various methods to measuring the productivity 1. Work study a. Method study b. Time study.

2. Organization & methods study (O & M Study) 3. Value Engineering 4. Statistical Quality Control 5. Operations Research 6. Project management 7. Production, Planning & Control 8. Plant Layout Engineering 9. Methods Time Measurement (MTM analysis)

Work study Industry everywhere has been striving hard to discover new work methods and techniques which could help to produce goods of required quality at reasonable costs. The search has resulted in finding techniques such as work simplification, job design, value analysis and the like. All these are collectively called "methods engineering" or "industrial engineering". The either names used are 'work design', 'work study', 'method analysis' & ‘operation analysis’.

For the sake of simplicity, the terms work study is used.

Importance of work study In today's competitive business environment, it is necessary that the employees work harder, be more productive so that, production costs can be kept low to meeting global competition.

Operations managers have to continuously strive for low production costs, high product quality and improve every facet of manufacturing. In this direction, improving labour productivity and reducing costs by improving work methods and simplifying the work, needs special attention by operations manager. To facilitate this, the work study technique has been developed over a period of time.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Work study is defined as that body of knowledge concerned with the analysis of the work methods and the equipment used in performing a job, the design of an optimum work method and the standardization of proposed work methods.

Work study has contributed immeasurably to the search for better methods, and the effective utilization of this management tool has helped in the accomplishment of higher productivity. It's a management tool to achieve higher productivity in any organization whether manufacturing tangible products or offering services to its customer.

Work study is also understood as a systematic, objective and critical examination of the factors, affecting productivity for the purpose of improvement. It makes use of techniques of method study and work measurement to ensure the best possible use of human and material resources in carrying out a specific activity.

Objective of work study 1.

To analyze the present method of doing a job, systematically in order to develop a new and better method.

2.

To measure the work content of a job by measuring the time required to do the job for a qualified workers and hence to establish standard time.

3.

To increase the productivity by ensuring the best possible use of human, machine & material resources and to achieve best quality product & services at minimum possible cost

4.

To improve operational efficiency.

Benefits of work study 1.

Introducing productivity & operational efficiency.

2.

Reduced manufacturing costs.

3.

Improved work place layout

4.

Better manpower planning & capacity planning.

5.

Fair wages to employees.

6.

Better working conditions to employees.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES 7.

Improved work flow.

8.

Reduced material handling costs.

9.

Provides a standard of performance to measure labour efficiency.

10.

Better industrial relations & employee morale.

11.

Basic for sound incentive schemes.

12.

Provides better job satisfaction to employees.

The purpose of work study is to determine the best or most effective method of accomplishing a necessary operation or function. The criteria for best method could be an increase in job satisfaction and individual morale, reduction in physiological fatigue, decrease in number of accidents & personal injuries, minimization of material usage, total breakage or usage of consumable supplies and increase in productivity by reduction of performance time.

Method Study It is a scientific technique of observing, recording & critically examining the present method of performing a task or job or operation with the aim of improving the present method and developing a new & cheaper method.

It is also known as methods improvement or works improvement.

Objectives of method study 1.

To study the existing/proposed method of doing any job, operation or activity.

2.

To develop an improved method to improve productivity & to reduce operating

costs.

3.

To reduce excessive materials handling or movement and thereby reduce fatigue of workmen.

4.

To improve utilization of resources.

5.

To estimate wasteful & inefficient motions.

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To standardize work methods or processes, working conditions, machinery, equipments & tools.

Advantages of Method Study 1.

Work simplification.

2.

Better product quality.

3.

Reduce manufacturing lost & higher productivity.

4.

Higher job satisfaction for workmen.

5.

Improved working method.

6.

Optimum utilization of all resources.

Method Study procedure The various steps involved in method study are

1.

Select Select the work or job to be studied and define the objectives to be achieved by

method study.

2.

Record All the relevant facts or information pertaining to the existing method using the

recording techniques like operation process charts, flow process charts, motion charts, film analysis charts.

3.

Examine The recorded facts critically, challenging everything being done & seeking

alternatives, questioning the purpose, the means, sequences, place & the person.

The questioning attitudes of methods analysis 1.

What is done? What is the purpose of the operation? Why should it be done? What would happen if it were not done? Is every part of the operation necessary?

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Who does the work? Why does this person do it? Who could do it better? Can changes be made to permit a person with less skill and training to do the work?

3.

Where is the work done? Why is it done these? Could it be done somewhere else more economically?

4.

When is the work done? Why should it be done this? Would it be better to do it at some other time?

5.

How is the work done? Why is it done this way?

4.

Develop Develop the improved method by generating several alternatives and selecting the

best method.

5.

Define Define the new method for the job / process / operation.

6.

Install Install the improved (new) method in planning, arranging & implementing phases as

a standard practice.

7.

Maintain Maintain the new method by ensuring that the installed method is functioning well.

This is done by periodic checks and verifications at regular intervals. Proper controlled procedures are used to ensure that the new method is practiced to achieve the benefits of methods study & also achieve the benefits of methods study and also achieve higher productivity.

Time Study It is concerned with the determination of the amount of time required to perform a unit of work. It consists of the process of observing and recording the time required to perform each element of an operation so as to determine the reasonable time in which the work should be completed.

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Objectives of time study 1.

To determine by direct observation.

2.

To determine standard costs.

3.

To set labour standard for satisfactory performance.

4.

To determine equipment & labour requirements

5.

To determine the number of machines an operator can handle.

6.

To balance the work of operators in production.

7.

To determine the cycle time completion of a job.

Value engineering It is an important activity that typically occurs jointly between purchasing and methods engineering. This activity is aimed at modifying the specifications of materials, parts and products to reduce their costs, while reducing their original function.

A value analysis team takes a product, which has been designed or produced and attempts to define what function the product should fulfill Once the function has been identified the analysis team examines the possible way of performing the function at the lowest cost.

The following questions are considered while examining the product.

1.

Is there a less expensive product which will perform the required function?

2.

What does each component contributed?

3.

Can a less expensive material be used?

4.

Can parts be combined?

5.

Can it be designer for easier assembly?

6.

Can it be fabricated by other parts?

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Asking questions is probably the simplest and most effective approach for value analysis which results in the achievement of improved and increased productivity.

Statistical Quality Control It is the application of statistical techniques to accept or reject products already produced, or to control the process and therefore, product quality while the part is being made.

Mainly it is used for controlling quality during production in mass production industries which produce standard products.

This method offers several advantages to its users. Hence it is being increasingly used in the industrial field.

1.

It helps prevent defects from being made.

2.

Costly, rework, rejection, & scrap are avoided.

3.

It helps avoidance of the risk of accepting a bad lot.

4.

It avoids the inspection of the entire lot.

5.

It ensures the maintenance of high standards of quality & enables the users to build up their good will.

6.

To supply an audit of quality regarding the procedures products.

Operations Research Operations Research can be characterised as the application of scientific methods, tools & techniques to problem involving the operations of systems so as to provide these in control of the operation with optimum solution to the problem.

Characteristics 1.

Its system (or executive) orientation.

2.

The use of interdisciplinary teams, application of scientific method.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES 3.

Uncovering of new problems.

4.

Improvement in the quality of decisions.

5.

Use of Computer.

6.

Quantitative solution.

7.

Human factors.

Scope of Operations Research in Management 1. Allocation and Distribution a) Optimal allocation of limited resources such as men, machines, materials, time and money. b) Location and size of warehouses, distribution centres, retail depots etc. c) Distribution policy.

2. Production and facility planning. a) Selection, location and design of the production plants. b) Project scheduling and allocation of resources. c) Preparation of forecasts for the various inventory items and computing economic order quantities and reorder levels. d) Determination of the number and size of the items to be produced. e) Maintenance policy. f) Scheduling and sequencing of production runs by proper allocation of machines.

3. Procurement a) What, how and when to purchase at the minimum procurement cost. b) Bidding and replacement policies.

4. Marketing

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES a) Product selection, timing & competitive actions. b) Selection of advertising media. c) Demand forecasts and stock levels. d) Customer’s preference for size, colour and packing of various products.

5. Finance a) Capital requirement, cash flow analysis. b) Credit policies, credit risks etc. c) Profit plan for the company. d) Determination of optimum replacement policies.

6. Personnel a) Selection of personnel, determination of retirement age and skills. b) Recruitment policies and assignment of jobs 7. Research and Development a) Determinations of areas for research and development. b) Reliability and Control of development projects. c) Selection of projects and preparation of their budgets.

From all of the above areas of applications it can be concluded that operations research can be widely used in taking timely management decisions and can be also used as a corrective measure.

Project Management A Project is an organized endeavors to accomplish a specified non -routine or law volume task.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Management of project differs in several ways from management of a typical business. Operations manager must after organize project team to plan and control projects.

While the projects work is proceeding the remainder of the organization must continue to produce the organization’s products.

The type of techniques required to manage the projects depends on the complexity of the projects.

For small projects, Gantt charts are adequate whereas for large and complex projects, the critical path method or programme evaluation and review technique would be more effective.

Gantt chart or Scheduling chart It indicates what must be done and when it must be done. As the projects progresses, the chart is updated to indicate the amount of accomplishment towards the plan.

In this way, the projects managers can compare actual project work accomplishment with planned projects progress.

These charts are easy to understand and to modify. They are of low cost.

Critical Path Method It refers to a quantitative technique which, when applied to network planning, is helpful in calculating the minimum time and the sequence of tasks needed to complete a projects.

This method is used to ensure logical discipline in planning, scheduling and controlling projects.

1. To encourage more long range and detailed planning of projects.

2. To provide the management with periodic reports as the projects progress.

3. To identify the most critical element of the plan.

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Program Evaluation & Review Techniques (PERT) It is a name given to a networking approach to planning, monitoring, controlling and evaluation of complex projects. It consists of a network diagram which is a two-dimensional schematic of the relationships between tasks in a project.

1. It is an outstanding approach for the timely completion of projects.

2. It minimizes delays in various parts of the overall job & helps in expediting the completion of the project.

3. It is a method of budgeting resources to pre-determine the job on schedule.

Methods Time Measurement (MTM) In this method, predetermined time values for basic motions such as reach, move, turn, apply pressure, grasp, position release etc are established in terms of TMU's (i.e. Time Measurement Units)

Methods Time Measurement has been used for 1. Developing effective methods in advance of beginning the production.

2. Improving the existing methods.

3. Establishing standard time data.

4. Estimating labour time & cost.

5. Training supervisors to be method conscious.

6. Choosing between alternative methods.

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Production Planning & Control It functions essentially consists of planning production in a manufacturing organization before actual production activities start and exercising control activities to ensure that the planned production is realized in terms of quantity, quality, delivery schedule and the cost of production.

Objectives of PPC 1.

To deliver quality goods in required quantities to the customer in the required delivery schedule to achieve maximum customer satisfaction & minimum possible cost.

2.

To ensure maximum utilization of all resources.

3.

To ensure production of quality products.

4.

To maintain optimum inventory levels.

5.

To maintain flexibility in manufacturing operations.

6.

To co-ordinate between labour, machines and various supporting departments.

7.

To minimize the product through production / manufacturing cycle time.

8.

To plan for plant capacities for future requirements.

9.

To solve problems related to production.

10.

To ensure effective cost reduction and produce effective results for least total cost.

11.

To ensure the optimum utilization of materials, labour, equipments & machines.

12.

To prepare production schedule and ensure that promised delivery dates are met.

13.

The ultimate objectives are to contribute to the profit of the enterprise.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Plant Layout Engineering When a new plant is erected, the question of the placement of machinery at different places, the location of stores, inspection cabins, tool rooms, maintenance wings, plating shops, heat treatment chambers, toilets, canteens, trolleys, cranes and other handling equipments and the like, receive a priority consideration. This is so because the efficiency of the production flow depends largely on how will the various machines, production facilities and employee amenities are located in plant.

A plant layout refers to the arrangement of machinery equipments and other industrial facilities such as receiving and shipping departments, tool rooms maintenance rooms and employee amenities for the purpose of achieving the quickest and smoothest production at the least cost.

The subject of plant layout not only covers the initial layout of machines and other facilities but encompasses improvements in, or revisions of the existing layout in the light of subsequent developments in the method of production.

Objectives of Good Layout 1.

Provide enough production capacity.

2.

Reduce material handling costs.

3.

Reduce congestion that impedes the movement of people or material.

4.

Reduce hazards to personnel.

5.

Utilize labour efficiently.

6.

Increase employee morale.

7.

Reduce accidents.

8.

Utilize available space efficiently & effectively.

9.

Provide for volume & product flexibility.

10.

Provide ease of supervision.

11.

Facilitate co-ordination & face- to-face communication where appropriate.

12.

Provide for employee safety & health.

13.

Allow high machine / equipment utilization.

14.

Improve productivity.

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Developing or improving the productivity 1)

Companies focus their attention on increasing productivity. The first step in improving productivity ratio is to understand the factors that influence the relationship between Output and Input.

2)

The methods of improving productivity are particularly the same as those of scientific management. Specifically production planning, production control, inventory control, operations research, cost control, budgetary control, marketing research, preventive maintenance & so on will help to improve productivity. The basic pre-requisite for increasing productivity is to improve the performance of production.

3)

Specifically in the beginning production runs, workers are unfamiliar with their tasks and the amount of time required to produce the first few units is high but as the workers learn their tasks, their performances improves. The performance time drops of rather dramatically at first and it continues to fall at some slower rate until a performance plateau or leveling-off is reached. This learning pattern applies to groups and organization as well as individuals and it is often regular & predictable.

Production function – Areas of Productivity 1.

Improving volume of production.

2.

Reducing rejection rates

3.

Minimizing rework rate.

4.

Maintaining delivery schedules.

5.

Contracting all kind of machines and men.

6.

Establishing / up dating / improving / setting industrial engineering norms.

7.

Updating process and procedures.

8.

Maintaining accuracy & timeliness of MIS.

9.

Decreasing machine set - up time.

10.

Controlling over time.

11.

Good house keeping.

12.

Checking absenteeism, thefts / pilfers age & misconduct.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES 13.

Eliminating accidents.

14.

Effective grievance handling.

15.

Efficient training & team building.

16.

Minimizing inventory & achieving better yields.

17.

Enhancing customer satisfaction.

18.

Total quality management (TQM)

19.

Business process re-engineering (BPRE)

20.

Automation.

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Labour / Employee Productivity There are at least three ways of measuring labour productivity, 1)

Output per man - hour Labour Productivity =

Output

Man-hour used 2)

Labour hours per unit of output Labour Productivity =

Total labour hours used Output

3)

Added value per unit of labour cost Labour Productivity = Added value for the product Total wages.

Added value for a product is taken as the difference between its sales value and the

cost of bought out items.

Obviously, the first formula is most commonly used to measure partial productivity.

Measurement of productivity involves the problem of expressing the related factors numerically to active at the mathematical expression of productivity.

The main objective behind productivity measurement is to provide management with a concise and accurate index for comparison of actual results with expected levels of productivity.

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Improving the Labour productivity Successful businesses know that their organizations’ success is directly related to worker performance, which is directly related to worker health. Measuring employee productivity will prove invaluable in quantify the value of employee’s health to the bottom line.

Safety & Health Safety Thousands of employees throughout the works lose their fingers, eyes, limbs, even their lives, everyday. Much blood flows in the sewers of industrial establishments. The dangerous inherent in industrial work has made the life of a worker very cheap.

Accident costs the organization dearly. Two types of costs are incurred by the mgmt when an accident occurs. There is the direct cost, in the form of compensation payable to the dependents of the victim if the accident is fatal and medical expenses incurred in treating the patient if the accident is non fatal. The management however is not liable to meet the direct cost if the victim has been incurred under the ESI scheme.

More serious than the direct costs are the indirect or hidden costs which the mgmt cannot avoid. Hidden costs include loss on account of down time of operations, scanned - up production rate of other workers, materials spoiled and labour for cleaning and damage to equipment. Morale of the employees is lost. The firm may lose customers because of non execution of orders.

Organization also suffers financial losses which accompany accidents.

Safety, therefore assumes greater relevance in industrial establishments. Safety simply refers to the protection of workers from the danger of industrial accidents. Safety is the necessary as it has an impact on productivity, cost and loss of revenue.

Safety is important on humane grounds too, managers must undertake accident prevention measures to minimize the pain & suffering the injured workers & his family are often exposed as the result of an accident. An employee is a worker in the factory and the bread winner for his family. Management has no right to make the worker disabled are economical crisis or lose his life. Organization evolve elaborate safety program to prevent accidents. A typical safety program comprises five elements namely,

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES 1.

Development of policies, procedures & training systems.

2.

Creation of an organization to ensure safety.

3.

Analysis of the causes & occurrence of accidents

4.

Implementation of the safety program and

5.

Evaluation of the effectiveness of the program

Health Health is wealth for employees as wells as for employers. Health of employees is affected by surroundings, job stress, noise, alcoholism, drug abuse & Aids.

Health of employees is significant as it has an impact on productivity, absenteeism and turnover. The protection of health of workers is a legal requirement too. Realizing the need for healthy employees’ organization takes necessary steps to prevent causes which result in ill health to workers.

Measuring Employee Productivity will help to 1. Determine the impact of health issues on your worker’s performance.

2. Compare the impact of different health issues on worker performance.

3. Identify areas of opportunity for health interventions.

4. Assess the potential productivity gains from alternative health improvement strategies.

Incentive Payments Incentives are monetary benefits paid to workmen in the recognition of their outstanding performance. The primary advantage of incentives is the inducement & motivation of workers for higher efficiency and greater output. It may not be difficult to get people for fixed remuneration; it is difficult to motivate workers to show better performances.

Fixed remuneration removes fear of insecurity in the minds of employees. A feeling of secured income fails to evoke positive response. Positive response will surely come when incentives are included as a part of the total remuneration.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Earnings of employees would be enhanced due to incentives. Increased earnings would enable the employees to improve their standard of living. Then there will be reduction in the total as well as per unit cost of production, through incentives. Productivity would increase resulting in a greater number of units produced for given inputs. This would bring down the total and unit cost of production.

Production capacity is also likely to increase. The higher capacity has been achieved with the result of the implementation of the recommendation for the adoption of an individual/group incentive scheme.

The other advantages of incentive payments as reduced supervision, better utilization of equipments, reduced cost time, reduced absenteeism & turnover and increased output which leads to increase in productivity.

Creation of whole jobs Under this procedure, complete jobs are assigned to the workers; jobs should be exchanged that is the complexity of a job should be increased. So that it may appeal to their needs. On an assembly line, for example a worker may be allowed to perform more than one specialized function.

Job enrichment This involves a greater use of the factors which are intended to motivate the worker rather than to ensure his continuing satisfaction with the job he performs. The idea is to reduce employee discontent by changing or improving a job to ensure that he is better motivated. Job enrichment also opens up for the employee an opportunity for greater recognition, growth, advancement & responsibility.

Building responsible into a job Employees should be encouraged to take risk decision. This can be ensured by delegating authority to them.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Modifying the work environment This involves the use of teams of work groups, developing the social contacts of the employees, the use of music, regular rest breaks.

Flexing working hours Introducing flextime and flexible working hours so that an employee may have enough time to look after his children and his family as well as after his personal affairs. In this manner the rate of absenteeism can be reduced.

Job sharing or twinning Under this system, two workers divide a full-time job between themselves, splitting not only the hours of work but also the salary.

Rotation of jobs Job rotation helps to reduce an employee’s boredom which arises out of the monotonous nature of his work. By the adoption of this procedure, imaginative managers can develop many more ways of making a job interesting for their employees.

By all these methods we can develop the employee morale and which finally leads to productivity enhancement.

Job Design Job design involves conscious efforts to organize tasks, duties and responsibilities into a unit of work to achieve a certain objective. It specifies the content of each job and determines how work is distributed within the organization. Job design integrates work content (tasks, functions and relationships), the extrinsic and intrinsic rewards and the qualification required (skills, knowledge and abilities) for each job in a way that meets the needs of employees and the organization.

The design of jobs has a critical impact on organization and employee objectives.

From the organization’s prospective, the way tasks and responsibilities are grouped can affect

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES productivity and costs. Therefore, the thoughtful design of jobs can help both the organization and its employees achieve their objectives. Jobs are more than a collection of tasks recorded to a job analysis schedule and summarized in a job description. Jobs are the foundation of organizational productivity and employee satisfaction. Jobs have to be designed in such a way that it must play an increasingly important role in the success, even survival of any organization. As the number of new worker coming into the labour market slows and international competition increases, well designed jobs will become even more important in attracting and retaining a motivated workforce, which is capable of producing quality products and services. It may be stated that, poorly designed jobs may lead to lower productivity, low employee turnover, absenteeism, complaints, unionization and other problems.

A job is a long term assignment of tasks by means of which a person is able to contribute to the effectiveness of an organization. A firm depends on its employees for success. The three main objectives that a manager tries to realize in specifying jobs are Technical feasibility, Economic feasibility, Behavioral feasibility.

Technical feasibility A job is a set of tasks or duties assigned to be performed. The person who holds the job must be capable of performing the assignment with the equipment and systems available and the job must take the necessary transformation of inputs into outputs.

A job must not be beyond the reasonable limits of a person’s skills or physical and mental endurance. Proper selection of processes and equipment as well as proper training of employees helps ensure technical feasibility.

Economic feasibility The cost of performing the job should not be too high. Since many business must perform in a competitive environment, they are subject to some pressure, to keep prices at reasonable levels.

Behavioral feasibility

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Some characteristics of a job may affect the job-holders’ perception of themselves, their perception of others and their relationships with others. The feeling that people desire from a job affects their motivation to perform it. It is often more than a mechanical motion and it requires motivation and mental simulation if it is to be performed successfully. Beyond the individual, jobs carry with them, social interaction that may lead to group reaction. Work groups have a large impact on the effectiveness of an organization.

An organization must achieve economic feasibility in order to survive. This may make it necessary to stress technical efficiency at the expense of employee satisfaction and motivation. Jobs must be made satisfying to add to the worker’s motivation so that there is no reduction in efficiency and perhaps even an improvement in quality and cost performance.

Factors affecting job design Organizational factors 1. Characteristics of Task 2. Work flow 3. Ergonomics 4. Work practices Environmental factors 1. Employee abilities & availability 2. Social & Cultural expectations Behavioral factors 1. Feedback 2. Autonomy 3. Use of abilities 4. Variety

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES In recent years, a body of knowledge has developed that deals with the design of work situations, known as human factors engineering or ergonomics. This area of knowledge is also called as biomechanics or engineering psychology. Job design takes into account the physical effects of work on the workers and these effects are taken into account in the design of equipments used by the workers ergonomics endeavors to apply relevant information about human characteristics and behavior to the design of things people use.

As stated earlier, ergonomics is concerned with designing and shaping jobs to fit the physical abilities and characteristics of individual so that, they can perform the work more effectively. Ergonomics is the study of how human beings physically interface with their work. It evolves guidelines on the development and adjustment of technology for rational utilization of human potential under the favorable environment and social conditions. In turn, this enhances system safety, human comfort, effectiveness and quality of work life.

Ergonomics can be applied in two major areas, namely The physical devices or equipments people use in performing work, and The environment in which, work is performed.

Design of Physical devices or equipments A worker is part of a system, containing many elements, including the tools and equipment he or she uses. These combinations are sometimes called machine-worker systems, because they are interrelated components that form a subsystem in the total collection of factors that affect operations. Since the human part of the machine-worker system cannot be redesigned and reconstructed to increase its effectiveness, the machine must be adapted to the worker. To operate equipment or a device, the worker must be able to sense the operating conditions, able to reach the controls without undue fatigue or effort and apply the necessary force on the controls. The average worker is capable of reaching many locations (for controls) but the speed of reach and accuracy of adjustment are affected by the location of the control for which one is reaching. Therefore the determination of the best location for the controls, require considerable investigation and understanding of human capability and limitations.

Work environment

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES The environment in which, people work can affect their comfort, health and productivity. Some environmental variables to be considered are temperature, noise and lighting.

Temperature: Human beings can perform under a variety of combinations of temperature, humidity and air movements. The effects of these variables depend on the great effort of the work task and adaptation of individuals to the conditions.

Noise: Noise or unwanted sound in the workplace, not only is distracting, but may even cause damage to the workers’ hearing. For occupational safety and health, it is necessary to ensure that, the workers should not be exposed to noise intensity of above 90db for more than nine hours continuously. When sound intensities are above 85 to 90db protection devices need to be worn.

Lighting: Good illumination at the work place or on the work surface is necessary for proper work performance without strain for the eyes. The color content of light and the amount of glare are also important.

Activities involved in Ergonomics are, •

Improving the workflow.

•

Reducing repetitive physical motions.

•

Adjusting illumination levels.

•

Allowing employees to personalize the work area

•

Using pleasing colors in the office.

•

Creating private offices and work spaces.

•

Providing lounges for rest breaks.

•

Rearranging, adjusting or replacing equipment parts and work spaces.

•

Placing team members close together so that they can interact easily.

•

Providing adjustable office furniture to fit varying body physiques and particular work activities.

Productivity application in the industry Babasabpatilfreepptmba.com

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Case Analysis Printing department was taken for case study analysis.

The following is the structure in printing Machinery = 5 machines Labour =

36

FLOW CHART 1. P.O. Receipt from H.O. 2. P.O.Checking 3. Process Checking 4. Indenting for Grey fabric & color preparation 5. Arranging for pre process 6. Inspection of fabric 7. Color matching 8. Printing 9. Inspection before steaming 10. Steaming or curing 11. Washing & drying 12. Stentering 13. Wrinkling or graining 14. Fastness checking 15. Final inspection Time study sheets are enclosed

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The Findings and improvements have been summarized below.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Macro Observation 1. Productivity targets Output/machine/shift and Output/worker/shift can be fixed.

2. The rate of working of the workers can be significantly improved.

3. An incentive system covering and balancing quality, production and machine output can be implemented to motivate the workers and improve overall productivity.

Micro Observation 1. Every printing machine is operated by an operator and a helper. Engaging the helper may be avoided, as he has got hardly 10% of the work to perform.

2. During multicolor printing the operator can keep all the required screens adjacent to the work spot.

3. Screens washing may be done by a common helper. The operator need not wait for the helper to wash the screens, fixed the new screens for work spot and then start the printing of next color.

4. Pasting Side Polycovers work has been totally eliminated.

5. Water saving Water hoses can be fixed with stop guns to give necessary pressure

during screen

cleaning leading to save the water.

6. 1 Cleaner (Contract Worker) per Shift can be allocated to clean all the used Screens and Squeeze brushes. This unskilled, unproductive work need not be done by the Helper.

7. Cleaning Room can be shifted to the Dept.’s Corner (the place where UPS and Workers’ Lockers are located). It would be more logical as the Screens Stack (Main Stack) is also located that Side.

The existing and proposed layout sheets are enclosed.

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES 8. All the materials required can be planned and kept ready near the corresponding Table before a Lot is started. Searching of Screens, repairing Screens etc. can be avoided during Production time.

9. Sampling work At present sampling work is done in between production work, leading to loss of machine capacity Sunday can be fixed as a sampling day and all samples can be planned week wise and finished on Sundays. This would lead to significant improvement in machine productivity and capacity utilization.

Or One machine can be exclusively allocated for sampling work.

10. 5 days working/ 6 days working (including sampling) may be implemented whenever orders are less.

11. Lighting Lighting levels can be studied and analyzed to save on the lighting cost.

12. Existing and proposed man power plan has been enclosed Existing Operators- 5/shift

Proposed Operators- 5/shift

(1 worker/machine) Helpers- 5/shift

(1 worker/machine) Helpers- 2/shift

(1 helper/machine)

(1 helper for screens washing and 1 helper for

Lab- 1worker/shift 1 worker in the general shift 34- workers 7th day5.66 10% L & A4 Grand Total44 workers Average

assisting all running machines) 1 worker/shift 1 worker in the general shift 25- workers 4.16 3 32 workers Average production/day=1000mtrs

production/day =500mtrs Average 6 colors/lot

Average 6 colors/lot

(Please see the Table no 1 for details)

Projected labour savings

= 28%

Projected wages savings/day

= 2400 Rs/-

(CTC of Rs 200/work/shift)

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Projected savings/year (356 days working)

= 2400*356 = 854400 Rs/-

Conclusion The Project “Enhancement of Competency and Productivity of Employees” done at the Bharat Tissus Pvt. Ltd., Bangalore has been valuable experience.

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This project has been learning experience. It enable me to learn about the different types of competencies occurring in organization & its enhancement and Labour productivity its improvements and measuring methods and to study the HR practices carried out in the BTPL. To improve the competency of employees there has to be a continuous thinking, questioning and aligning the thoughts & correction and proper directions are to be implemented.

To improve the productivity there has to be optimum utilization of resources, man power and done by various measures.

There is significant scope for improving labour and machine productivity and reducing labour and power cost.

Bibliography Books –

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ENHANCEMENT OF COMPETENCY &PRODUCTIVITY OF EMPLOYEES Personnel Management by C.B. Memoria Production & Operations Management by K. Ashwatthappa Operations Research by Hira & Gupta Assessment Centre by Nitin Sawardekar

Websites – http://www.gogglesearch.com http://www.clomedia.com. http://www.competency.html http://www.aplawrence.com/opinion/productivity.html http://www.itf-schwerin.de/english/external-management.htm

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