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MULTISKILLING

MULTISKILLING. HUMAN RESOURCE DEVELOPMENT GROUP 5 PERSONNEL MANAGEMENT II XAVIER INSTITUTE OF SOCIAL SERVICE. GROUP MEMBERS. ROADMAP. Introduction Types of multiskilling Who needs to get multiskilling Need for multiskilling Techniques of multiskilling Advantages of Multiskilling

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MULTISKILLING

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  1. MULTISKILLING HUMAN RESOURCE DEVELOPMENT GROUP 5 PERSONNEL MANAGEMENT II XAVIER INSTITUTE OF SOCIAL SERVICE HUMAN RESOURCE DEVELOPMENT

  2. GROUP MEMBERS HUMAN RESOURCE DEVELOPMENT

  3. ROADMAP • Introduction • Types of multiskilling • Who needs to get multiskilling • Need for multiskilling • Techniques of multiskilling • Advantages of Multiskilling • Barriers to Multiskilling • Case Study • Bibliography HUMAN RESOURCE DEVELOPMENT

  4. MULTISKILLING: AN INTRODUCTION • Organisations typically multiskill with the intent of removing functional barriers and increasing the flexibility of the workforce; it is rarely about the ‘ideals of job enrichment and empowerment’ as advocated by certain humanistic organisational change specialists. (Economist, 1991) HUMAN RESOURCE DEVELOPMENT

  5. MULTISKILLING: AN INTRODUCTION • Multiskilling refers to training workers to be able to undertake a wide range of different jobs, instead of just one. • Cordery (1995) classified multiskilling into 4 types. HUMAN RESOURCE DEVELOPMENT

  6. TYPES OF MULTISKILLING • VERTICAL MULTISKILLING: The extent to which supervisory or administrative support tasks are learned by individuals. • HORIZONTAL MULTISKILLING: This is learning skills from another discipline or function within an organisation. HUMAN RESOURCE DEVELOPMENT

  7. HORIZONTAL MULTISKILLING • SKILL BROADENING : Where minor elements and tasks are learned on top of the predominant activity (major task). So expertise is maintained in the major task with elements added to increase efficiency. • CROSS SKILLING/DUAL SKILLING : Where another major activity is learned in addition to the main craft and a person is considered competent to carry out any activity in these two main disciplines. HUMAN RESOURCE DEVELOPMENT

  8. TYPES OF MULTISKILLING • DEPTH MULTISKILLING: This is the acquisition and application of more complex, specific skills within the same trade or discipline. • MULTISKILLED TEAMS: A multiskilled team is a group of individuals who collectively have a range of skills. HUMAN RESOURCE DEVELOPMENT

  9. MULTISKILLED TEAMS • Traditional single skilled individuals collected into one team and managed by one supervisor, or • Ateam of multiskilledindividuals. The intent is to have a team where the strengths and specialities are combined, which increases the range of skills available to tackle certain issues. HUMAN RESOURCE DEVELOPMENT

  10. MULTISKILLING INITIATIVE : INDRADHANUSH @ ACC Concrete • The concept of Indradhanush challenges the theory of ‘one person - one role’. • The aim of this development model is to train people and make them ‘green’ in multiple competencies. • The model includes a carefully crafted Multi-skill index to measure progress. (As explained by Dr. TanayaMishra, Chief People Officer, ACC Concrete) HUMAN RESOURCE DEVELOPMENT

  11. MULTISKILLING INITIATIVE : INDRADHANUSH @ ACC Concrete • The model encompasses 3 phases: • Plotting a multi-skilled profile for each of the plant personnel. • Developmental initiatives through OTJ training. • Assessments and remapping. HUMAN RESOURCE DEVELOPMENT

  12. Each colour code had an interpretation: Red: Not capable of handling the job role even with support. Yellow: Capable of handling the function under supervision and support. Green: Capable of handling the function independently. HUMAN RESOURCE DEVELOPMENT

  13. Each colour box was then assigned a score. Once complete, the whole matrix was converted into a commonly understood index. • The programme began with 2.26 index points out of 5. Within the first 6 months, the index moved up by 22 percent. • By the end of 2010, the target was to achieve an index of 3.5. Efforts were made using well structured on-the-job training through coaches who are not only experts in the core subject but also specially trained in coaching skills. HUMAN RESOURCE DEVELOPMENT

  14. The process is now well established and has brought tremendous benefits to the organization, in terms of helping it maintain its lean and agile structure, which in turn boosts competitiveness. • The whole process has also answered issues related to role enhancement, increase in operational efficiency, optimization of manpower, better shift management and leave plans, career development, filling recruitment gaps and succession planning. HUMAN RESOURCE DEVELOPMENT

  15. WHO NEEDS TO GET MULTISKILLED? It is important to understand who needs to get multi skilled. Do they need to be at a particular level or position, or doing a specific work? Interestingly, most experts do believe that being multi-skilled is level-agnostic. Technical staff- People trained in technical skills need to have mastery over more than one platform Non-technical staff- The non-technical staff can be trained in support functions to save an organization considerable cost. HUMAN RESOURCE DEVELOPMENT

  16. Training should preferably be in related/adjacent fields, so that the existing skills of the employees are appropriately leveraged. • Multiskilling is not so much about a particular level or category of employees. It is about a mindset. It is about skill sets and it is fairly level-agnostic. HUMAN RESOURCE DEVELOPMENT

  17. NEED FOR MULTI SKILLING In an era of specialization, the downturn has interestingly brought into focus the necessity of having a multi-skilled workforce. • Multi-skilled workforce helps to avoid retrenchment, reduce hiring and increase efficiency. • Possession of an additional skill goes a long way in opening new channels and opportunities for professionals. • It allows the company to bring about cost-cutting in various forms and more importantly, an individual does not become indispensable for the company, or rather a company need not depend on a particular person for doing a specialized job in which he is an expert. HUMAN RESOURCE DEVELOPMENT

  18. A multi-skilled workforce helps in addressing customer demand faster and better. It would be self-managed and flexible according to the requirements of the company. From the perspective of the employee, multi-tasking would allow them to become diversified and maintain high levels of motivation and enthusiasm. HUMAN RESOURCE DEVELOPMENT

  19. TECHNIQUES OF MULTISKILLING Multiskilling can be developed through a variety of techniques which are as follows: • Coaching and Mentoring • Job-Rotation • Job-Shadowing • Self-Learning • Temping • Team-based Cross-functional projects HUMAN RESOURCE DEVELOPMENT

  20. COACHING & MENTORING COACHING • Takes place between worker and supervisor • Can provide specific performance improvement and correction MENTORING • Senior employee paired with a junior employee (“protégé”) • Helps to learn the ropes • Prepares protégé for future advancement HUMAN RESOURCE DEVELOPMENT

  21. JOB ROTATION • JOB ROTATION • Train on different tasks/positions • Often used to train entry-level managers • Also used to provide back-up in production positions HUMAN RESOURCE DEVELOPMENT

  22. JOB SHADOWING • Job shadowing is a career exploration activity that offers an opportunity to spend time with a professional currently working in a person’s career field of interest. Job shadowing offers a chance to see what it’s actually like working in a specific job. • The new hire may spend one to five days following the routine of the employee, learning general job responsibilities, observing how the tasks are carried out, and getting some insight into methods that allow for efficient handling of the job. HUMAN RESOURCE DEVELOPMENT

  23. SELF-LEARNING In self-directed learning (SDL), the individual takes the initiative and the responsibility for what occurs. Individuals select, manage, and assess their own learning activities, which can be pursued at any time, in any place, through any means, at any age. In schools, teachers can work toward SDL a stage at a time. Teaching emphasizes SDL skills, processes, and systems rather than content coverage and tests. For the individual, SDL involves initiating personal challenge activities and developing the personal qualities to pursue them successfully. HUMAN RESOURCE DEVELOPMENT

  24. TEMPING • Temping means working short employment stints with a variety of clients, usually through a tempingagency or staffing firm. Although temporary, the worker bases his/her working life around this kind of work as it offers increased flexibility and variety • Temping is a tri-party agreement, between the client company, the third party vendor and the employee (also known as associate or temp. • The temp workers work in the facility of the client companies, but receive salary and benefits from the temp agencies. HUMAN RESOURCE DEVELOPMENT

  25. LEARNING BY DOING • New forms of learning by doing seem to be emerging. Technology could play a role in finding innovative ways to enable skills development and greater understanding of personal actions, reactions and decisions. HUMAN RESOURCE DEVELOPMENT

  26. ADVANTAGES OF MULTISKILLING • Workforce is more flexible. • Helps in change management. • Employees are better prepared to anticipate problems or requirements or other areas. • Employees can assume other tasks when there is absenteeism. • Employees can be moved into other positions at peak operational time. • Employees become more aware of the work flow. • More talent available for the organizations. HUMAN RESOURCE DEVELOPMENT

  27. ADVANTAGES OF MULTISKILLING • Out of the box thinking, influx of new ideas, creative solutions through role reversals and lateral moves. • People in different functional areas are connected. • Increasing task variety increases employee satisfaction. • Greater employability for employees. • Contributes towards employee training & development. • Cost-effectiveness and cost-cutting. • Better cope-up with technological change. • Test trainees, helps identify person’s strengths & weaknesses. HUMAN RESOURCE DEVELOPMENT

  28. BARRIERS TO MULTISKILLING • Demotivates intelligent and aggressive employees who seek specific responsibility. • Eventually creates a number of employees with limited job knowledge. • Encourages generalization, more appropriate for developing line managers than functional staff. • Sometimes, there is an undercurrent of frustration. • New jobs, environment and learning can unnerve employees. • Employees fear not living up to expectations. • Employees are uncomfortable with the changes and cannot deal with the conflict of the role and their personality. HUMAN RESOURCE DEVELOPMENT

  29. MULTISKILLING VS. WORK SPECIALIZATION HUMAN RESOURCE DEVELOPMENT

  30. IMPACT OF WORK SPECIALIZATION HUMAN RESOURCE DEVELOPMENT

  31. MULTISKILLING VS. WORK SPECIALIZATION HUMAN RESOURCE DEVELOPMENT

  32. CASE STUDY HUMAN RESOURCE DEVELOPMENT

  33. BIBLIOGRAPHY • Human Resource Development, Jon M. Werner & Randy L. Desimone, Pg. 151-201,Eighth Edition, Cengage Learning India Pvt. Ltd. • http://wps.pearsoned.co.uk/ema_uk_he_slack_opsman_4/17/4472/1144953.cw/index.html (Retrieved February,2012) • http://www.hrprofessor.com/article6.html(Retrieved February,2012) • http://hsc.csu.edu.au/ind_tech/ind_study/2530/Multiskilling.html(Retrieved February,2012) HUMAN RESOURCE DEVELOPMENT

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