1. HR Visioning and Strategic
Development
Manpower Optimisation
and
Competency Development
2. What does an organisation expect from his employees?
Expectations from Employees:
– To meet organizations' vision , mission, objectives within organisation
value system .
– Internalizing and practice integrity, customer delights, accountability,
respect and entrepreneurship.
– To continuously upgrade their competence to meet organization’s future
requirements.
– Be Innovative, passionate and committed with continuously raising the
performance bar while involving and empowering their team/ work force.
3. What do an employee look from his job?
Employees Expectations:
– Remuneration as per market value
– Opportunity to learn, grow and develop with social well being and work life
balance
– Empowered to take strategic and development decisions independently
4. Manpower Optimisation Model will help in:
• Aligning the organization's objectives and employees aspiration.
• To provide platform to employee to learn grow and innovate.
• Continuously raising the job worth of the employee so that appetite
for growth and constant improvement in the quality of business
offering and work life balance.
5. Manpower optimisation model will help us :
• To redefine the role, responsibilities and competencies ,
removing overlapping of activities/ functions.
• It will help us to move executives from comfortable
zone to stretch zone by giving them additional
responsibilities.
• Performance / Competency Matrix will be prepared for
each dept. and thereby laggers will be identified.
• Such executives will be asked to leave the company.
Significance
6. Methodology
• Discussions with Job Holders
• Validation with HODs and Incumbents
• Recast and Redefine process, job , organisation
structure
• Reallocation and redeployment of responsibilities to
identify the surplus manpower.
9. - Defining Process
- Identifying and coding the processes
- Eliminating Non Value Added
- automate/ outsource/ empower
Defining Performance measures
Identifying performance Gaps
for select processes
Recast Processes
Methodology
10. Process I - AWP
Defining process
- Cutting/ Stripping/ Centre stripping/
Seal insertion/ Crimping/Double crimping
Coding Process
- Barcoding can be done to make job
card printing automatic
Performance Measures:
- To avoid wrong job card
- Time saving
- Increase in productivity
11. Process II – Wire Store
Defining process
- receipt, storage and issuing
Coding Process
- To automate Barcoding can be done
for selection of racks and maintaining
of records
Performance Measures:
- Evaluating the mixing of material
- Time saved in searching the records
- Increased accuracy in issuing the
records
12. Process Recast Format
Function - MWH (Sample)
Sl. No. Current Process Detailed Activity
Action for Process Recast
Recast Process
activities
Benefits
Eliminatio
n
Outsource Automate Retain
1 Process I - AWP
Wire Cutting,
Stripping and
Crimping
Scheduling of wire
cutting
√
Link with ERP
inventory (Auto
Scheduling)
Time saving
Loading of all raw
material on machine
with mannual
verification
√ √
Inroduction of
Barcoding
Chances of mistake will be
less
2
Process II - Wire
Store
Receive, Store and
issuing
√
Barcoding can be done
for selection of racks
and maintaining of
records
- Evaluating the mixing of
material
- Time saved in searching the
records
- Increased accuracy in
issuing the records
3 Process III - WIP
4
Process IV - MWH
Assembly
Process Recast Format
15. Routine & Repetitive – Mechanically performed procedure or activities having no special quality. A usual and
regular method or procedure.
Excellence & Strategic Roles - Initiatives that are responsible for leading the strategic implementation of key
projects. The ability to persuade, influence, demonstrate integrity, communicate and motivate, innovate and
implement strategic vision.
Fire Fighting – Short-term fixing of problems or suppression of their symptoms rather than understanding the
factors that cause the problems.
Condition Monitoring – It is used as proactive defect elimination strategy to drive failure prevention,
improved reliability and extended mean time between failures and additional availability of resources.
Systemic Solutions - Finding solutions to unique problems are facilitated by encouraging a constant information
flow in all directions and emphasizing responsiveness to changing demands.
Development Enhancement Roles - The ability to innovate and drive an organization or people towards new
ideas and directions.
Job X- Ray Matrix - Explanation
1
2
3
4
5
6
16. Independent roles – the responsibility handled on their own
and for which you will be accountable.
Dependent – the type of responsibility for which you have to be
totally reliant for completion of the work.
Jointly roles – the responsibility is divided among the members
of a team and is completed with each other consent.
Consultative roles – these roles require some specialization for
which any one can take your advise and you are playing a
consultative or advisory role.
Job X- Ray Matrix - Explanation
a
b
c
d
17. • The matrix describes the relation between job worth and
empowerment and responsibility.
• As regard with the job worth the executive should move from
routine and fire fighting job profile to developmental and
strategic job profile.
• As regard with the empowerment and responsibility the
movement is from dependence to independence where the
executives would be independently executing their job rather
than being dependent .
• The basic objective of the matrix is to move the executives
from routine and dependence profile to strategic and
independence job profile
Job X- Ray - Matrix
20. Job Recast Format
• In order to cover the various aspects of the model –job analysis job –x-ray
and job recast a format has been designed.
Job Recast Format
Sl.
No
Job Responsibilty
Classification of
Responsibility (Based
on the Job X-ray matrix)
Job Recast (Activities that
can be delegated)
Additional
Responsibility
(Strategic/
Developmental/
Systematic Roles)
Potential to
take the higher
responsibilities
Performance
Measurement
(in case of
empowerment
/ delegation)
Job worth/
Empowerment
Eliminate/ Automate/
Empower
Examples
1
Introduction of new
methods e.g. lean
manufacturing, KanBan in
Wiring Harness production
to increase the output and
decrease inventory levels
4c
(Systematic Solution/
consulting)
Retain
To Actively participate in
new projects, discussion
regarding site planning,
and the execution of
new project as guided by
management
2
New Machine Installation
& Commissioning
4d
(Systematic Solution/
independent)
Delegate
To coordinate with
Process planning
Engineer regarding the
time studies and to work
on productivity
improvements
3
Finalising the monthly
reports, review and
analysis of the same
3d
(Condition montitoring/
independent)
Delegate
22. • This will help in Job Enrichment and Job Enlargement
• It will also help in delegation/ empowerment
• Job expectation will be higher so executives will
delegate routine and fire fighting jobs down the line.
• Improvement organisations’ competence and quality
of life of the executives.
Job Recast - Benefits
24. • After process and job recast HOD/ Section Head will
submit a proposed Organization Structure of his
dept. to HR Dept.
• The existing structure and proposed structure will
give us Surplus manpower.
Proposed Organisation Structure
29. 29
WHAT IS COMPETENCY?
• Competency is a bridge between the vision of the company and
implementation of its strategies.
• A complete understanding of an individual’s position and
individual as a person.
30. 30
•Core competencies are human capabilities required for the organisation to
maintain and develop its competitive edge.
•Core competencies cut across functions and lines of business and can be
applied to all the employees. They reflect the culture of the organization.
•Core Competencies are measurable and possible to develop.
CORE COMPETENCIES
CORE
COMPETENCE
VALUES
ATTITUDE
APTITUDESKILLS
KNOWLEDGE
32. 32
COMPETENCY PROFILING MODEL – DESIGN & DEVELOPMENT
Steps involved in designing and developing the Competency Profiling model:
33. Measuring of Competencies -
• Each identified Competency is defined and given five level scale.
• Description from one level to another clearly showed a marked
difference in the requirements.
• Identified competencies with five level scale are documented and final
compilation is termed as Competency Directory.
• Relevance of each Competency viz-a-viz Position is determined.
33
COMPETENCY PROFILING - METHODOLOGY
34. 34
DEPARTMENTAL COMPETENCIES VIZ-A-VIZ POSITION
DEPT: BOP
POSITION: Dy. Manager
•Identification of Competencies
•Identification of Core Competencies
•Identification of Specific
Competencies
•Relevance of each Competency viz-
a-viz Position was determined
35. • In Position Profiling importance of each competency viz a viz position is
determined.
• The importance of High, Medium & Low shall be given an equal weightage.
The weightage scale of 33% each for an importance level of High, Medium &
Low holds importance as it is a scientific way to avoid skewed distribution.
POSITION PROFILING
35
36. 36
POSITION PROFILING
•Assigning
weightage to each
competency
•Identifying degree
for each competency
on n 5 degree Rating
scale
•Preparing a
Competency
Directory
•Determining the
Position Score
DEPT: BOP
POSITION: Dy. Manager
37. • Person Profiling and Position Profiling are done at different days
to make it more objective.
• Person Profiling is done by the Individual, Peer, his / her
immediate Supervisor and Subordinates.
• Individual rates himself on 5 degree rating scale and is again
rated by his immediate supervisor.
PERSON PROFILING
37
38. COMPETENCY DIRECTORY - SAMPLE
38
S.
No.
COMPETENCIES
5 DEGREE PERFORMANCE RATING SCALE
1 2 3 4 5
Core
1
Awareness about
the Organization,
philosophy, product
& Process
Demonstrate a fare
Knowledge about the
company policy and
procedures and has a
potential to execute the
task given, whenever
required.
Demonstrate good knowledge
about the company policy and
procedures and has ability to
efficiently respond to the need
and requirement within the given
guidelines.
Reasonably well versed with the
company policy and procedures
and can identify the areas of
improvement for fulfilling the
strategic business requirements.
Demonstrate exceptionally good
knowledge about the company
policy and procedures and is
helpful in disseminating the values
and culture of the organization and
can modify/restructure the policy
and procedures, whenever
required.
2
Leadership
Manages Expectations and
Informs Others: expresses
positive expectations of
others and speaks to group
members regularly. Shares
useful and relevant
information and explains
the rationale behind
decisions.
Builds Team Effectiveness: Guide,
motivate coach and support
groups and teams. Asks questions
to encourage team input and
focuses team on the topic at
hand. Acts to promise a friendly
and cooperative environment
conducive to personal and
professional development and
employees sense of belonging.
Cross-Team Collaboration:
Ensure cross-team collaboration
to contribute to organizational
effectiveness, such as providing
information to other areas of
the organization to help make
decisions collaboratively and
sharing resources to solve
mutual problems.
Defines a Vision: Provide vision
and charisma to drive the
organization forward. Defines and
articulates a vision that generates
excitement, enthusiasm and
commitment to action that is
aligned with the strategic direction.
3
Cost Consciousness
Aware of and sensitive to
cost relative to the benefit
obtained.
Ascertain, evaluate and
communicate the direct/ indirect
cost and benefits of operations
within one’s own job area.
Critically evaluate cost and
benefits of activities, establish
operating standards and
develop alternatives for
effective decision making.
Create an environment that
encourages the linkage between
decisions making cost with
difference analysis leading to a cost
conscious culture.
4
Communication
skills &
Interpersonal skills
Convey ideas and
information clearly and
accurately to create
awareness in one's own
job area.
Convey complex messages in an
understandable manner across
functional areas.
Convey ideas concisely and
clearly to create interest and
acceptance among internal and
external groups outside the
company.
Convey ideas to influence and
obtain action and commitment
among external groups outside the
company.
39. 39
PERSON PROFILING
DEPT: BOP
POSITION: Dy. Manager
•Individual Rating
•Rating by the HOD /
Section Incharge
•Determining the
Average Score
•Weightage as
determined for the
Position
•Determining the
Person Score
40. • Determining Position and Person Score to find the Person - Position
Ratio.
•On completion of the Position and Person Profile, Competency
Gap Analysis for each employee is done.
• Based on the Competency gap (Position Competency – Person
Competency), Individual And Group Training need areas are identified.
•Where the Person Competency is higher than the Position requirement,
individual can be considered for higher responsibility.
40
PERSON – POSITION SCORE
41. 41
PERSON – POSITION SCORE
Person Score 115
Position Score 136
Person - Position Ratio 85
6
6
2
8
9
9
6
4
2
1
4
6
2
4
6
4
4
6
1
1
0 2 4 6 8 10
Awareness about the Organization
Leadership
Cost Consciousness
Communication skills & Interpersonal skills
Team Work
Innovation & Creativity
Quality System Knowledge
Knowledge of Quality tools & techniques
Knowledge CDI& RR- SMT process
Knowledge of CDI
Score
Person - Position Competeny Ratio
Position Score
Person Score
*Only few Competencies have been highlighted in the graph.
42. 42
PERSON – POSITION GAP
1
-1
0
1
0
0
1
1
-1
-1.5 -1 -0.5 0 0.5 1 1.5
Awareness about the Organization
Leadership
Cost Consciousness
Communication skills & Interpersonal skills
Team Work
Innovation & Creativity
Knowledge of CDI
Knowledge of MSDS
Effective Planning, control & monitoring of
Resources
Competency Gap Analysis
Gap Analysis
*Only those Competencies have been highlighted where Competency Gaps were
observed.
44. • The Performance/ Competency matrix will prepared to identify outstanding
performers, mid path and laggers.
• The Executives having competency ratio less than 80 will be categorized as
laggers in Performance / Competency matrix.
Competency Assessment
45. • Quarterly performance Appraisal has been initiated to review the
performance of the executives on quarterly basis.
• Based on the Annual Performance Appraisal the executives will be
categorised as ‘A’, ‘B’ and ‘C’.
• Therefore the Executives categorised as ‘C’ category and identified as Laggers
in Performance/ Competency Matrix will be asked to leave the organisation.
Performance Measurement
46. Benefits of the Model
• Process was studied and simplified by:
- Automate
- Outsource
- Eliminate
• Job Recast:
- Job Enlargement
- Job Enrichment
- Improved Quality of work
• Redefined Organization Structure:
- Identified surplus manpower
• Competency Assessment and Performance Measurement:
- First cut Sieving of People: Qualification/ Categorisation
- Second cut Sieving for Mid-band: Competency-based
48. Job Analysis Document
Reference Jobs Location / Function
Domain External & Internal Environment Of the job
System & Supervision Detail of systems and nature of supervision available
Role Other people expectation of the job
Objectives Quantification & defining the outputs/ deliverables for key roles
Responsibilities Listing of activities for each role/ objective & classification on the
basis of value addition
Approval Authority Empowerment required to discharge the responsibility
Accountability List of output, processes for which the job holder is answerable
Performance Stds. Clearly outlining acceptable levels
50. Implementation
To initiate the implementation process Executives are
classified into 3 tiers
• Tier 1 – Manager and above
• Tier 2 – Asst. Manager and above
• Tier 3 – Engineer and above
51. Phases of Implementation
Phase I
The manpower that can be immediately redeployed based on merging,
eliminating jobs, giving higher authorization, creating process teams etc.
Phase II
The implementation of these recommendations would take 2-4 months as it
would involve certain changes in the managerial work like change in process,
systems and identification of suitable incumbent.
Phase III
The implementation of these would require changes in the jobs of supervisor
where they take the responsibility of quality, quantity, maintenance ,
multiskilling etc.
