Hi All the HRz,
Im a student and me and my friend have written a case study on seeing the condition of a leading AC manufacturing company.We are now presenting this case study to yoo all to give in thier views to the quetions put after the case study.
I request all the HR sirs/maams to help us out to find a suitable result to the cause.
HERE IS THE CASE STUDY::::
XYZ was established in 1985 as a joint venture between various foreign companies.The company has grown from a capacity of 15,000 AC units in 1985 comprising of largely an assembly operation, into the largest and only integrated manufacturing unit in India for Auto Air Conditioning systems. The company has the capability to manufacture compressors, condensers, heat exchangers and all the connecting elements that are required to complete the AC Loop.The company has three plants in Noida, one in Manesar and one in Pune. It also has a R&D centre and Tool room in Noida. The manufacturing capacity has grown to a level of 7,50,000 AC units per annum and there is a plan to go to a level of 1,000,000 per annum by 2008.
The HR department of the company has its well developed training and development process but wants to move one step ahead with the training effectiveness evaluation process and make it more competitive. For the same they have implemented a policy wherein the employees are asked to take up a project based on the training which they had undergone and should have the practical application of learning in training. The employees are then to be evaluated for 'On-the-job training effectiveness evaluation' on their performance acoordingly. In simple words, to show how they are applying their learning in their job. They give employees a duration of three months to evaluate themselves and for doing a project on the basis of his/her learning. Then employees rate themselves as per their learning. After that the employee is rated by his/her HOD (Head of the department) on the basis of the project and his learning and on the basis of application of that learning. Finally HOD rates his employees against the rating given by the employees themselves. HOD then writes remarks and provides recommendations to the HR department, which gives the HR dept. information to check whether there is any requirement of re-training or if their investment on the training of the employee is successful or not. This is how HR dept. conducts on the job evaluation of training effectiveness. But the problem which the HR dept. faces is that the employee takes this project work as a burden on their daily routine work and they escape from it. They do not understand the importance of the filling of the Training Effectiveness Form and taking up a project. Till the date of HR Audit the HR people keep on running after the employee to collect the Training Effectiveness forms. And finally when those forms are compiled it is observed that the employees just do it for formality sake.
After a lot of discussion on this topic, the AGM (HR) of the company conveys that if the company keeps on changing policies then it will create a wrong impression among employees. This wrong impression implies that the HR department will change the policies as and when a problem arises. AGM follows a school of thought that policies are not meant to be changed frequently. On the contrary the surprising fact is, while employee interacts with the HR Dept. the issue is never raised, even after being probed.
AGM says that today if only 10-12% employees take this exercise seriously then in future then only he will be on motivating his employees and make this policy successful, ignoring the fact that majority of employees escape from this exercise. He is adamant on his stand but still strives to find a solution for successful execution of this policy.
AND THE QUESTIONS ARE
QUESTIONS:
Is the stand taken by the HR manager of not changing the policy is justified?
What would be your course of action had you been in the place of the HR manager?
Is the method implemented by the HR dept. to evaluate on-the-job training effectiveness proper? If 'NO', then what is the alternative as per your perception?
PLz drop in the responses and suggestions......
Thanks..
Aanchal
From India, Mumbai
4Im a student and me and my friend have written a case study on seeing the condition of a leading AC manufacturing company.We are now presenting this case study to yoo all to give in thier views to the quetions put after the case study.
I request all the HR sirs/maams to help us out to find a suitable result to the cause.
HERE IS THE CASE STUDY::::
XYZ was established in 1985 as a joint venture between various foreign companies.The company has grown from a capacity of 15,000 AC units in 1985 comprising of largely an assembly operation, into the largest and only integrated manufacturing unit in India for Auto Air Conditioning systems. The company has the capability to manufacture compressors, condensers, heat exchangers and all the connecting elements that are required to complete the AC Loop.The company has three plants in Noida, one in Manesar and one in Pune. It also has a R&D centre and Tool room in Noida. The manufacturing capacity has grown to a level of 7,50,000 AC units per annum and there is a plan to go to a level of 1,000,000 per annum by 2008.
The HR department of the company has its well developed training and development process but wants to move one step ahead with the training effectiveness evaluation process and make it more competitive. For the same they have implemented a policy wherein the employees are asked to take up a project based on the training which they had undergone and should have the practical application of learning in training. The employees are then to be evaluated for 'On-the-job training effectiveness evaluation' on their performance acoordingly. In simple words, to show how they are applying their learning in their job. They give employees a duration of three months to evaluate themselves and for doing a project on the basis of his/her learning. Then employees rate themselves as per their learning. After that the employee is rated by his/her HOD (Head of the department) on the basis of the project and his learning and on the basis of application of that learning. Finally HOD rates his employees against the rating given by the employees themselves. HOD then writes remarks and provides recommendations to the HR department, which gives the HR dept. information to check whether there is any requirement of re-training or if their investment on the training of the employee is successful or not. This is how HR dept. conducts on the job evaluation of training effectiveness. But the problem which the HR dept. faces is that the employee takes this project work as a burden on their daily routine work and they escape from it. They do not understand the importance of the filling of the Training Effectiveness Form and taking up a project. Till the date of HR Audit the HR people keep on running after the employee to collect the Training Effectiveness forms. And finally when those forms are compiled it is observed that the employees just do it for formality sake.
After a lot of discussion on this topic, the AGM (HR) of the company conveys that if the company keeps on changing policies then it will create a wrong impression among employees. This wrong impression implies that the HR department will change the policies as and when a problem arises. AGM follows a school of thought that policies are not meant to be changed frequently. On the contrary the surprising fact is, while employee interacts with the HR Dept. the issue is never raised, even after being probed.
AGM says that today if only 10-12% employees take this exercise seriously then in future then only he will be on motivating his employees and make this policy successful, ignoring the fact that majority of employees escape from this exercise. He is adamant on his stand but still strives to find a solution for successful execution of this policy.
AND THE QUESTIONS ARE
QUESTIONS:
Is the stand taken by the HR manager of not changing the policy is justified?
What would be your course of action had you been in the place of the HR manager?
Is the method implemented by the HR dept. to evaluate on-the-job training effectiveness proper? If 'NO', then what is the alternative as per your perception?
PLz drop in the responses and suggestions......
Thanks..
Aanchal
From India, Mumbai
Dear sir according to my view
Retraining is the better for any organization development, at the same time pls motivate the people to do the real excercise by providing any promotions like hiking salaries ,if he met your requirement & Provide any incentives
From India, Hyderabad
Retraining is the better for any organization development, at the same time pls motivate the people to do the real excercise by providing any promotions like hiking salaries ,if he met your requirement & Provide any incentives
From India, Hyderabad
Well dear future managers
Krishnakumar
chennai
india
wishes you all the best for the attempt in developing a case study like this and going on line
well
As an "effective" HR Manager
1.procure all the forms of training effectiveness without fail so that measurement is possible
whereas for defaulters salary need be delayed till they submit
wherein the HR Audit problem is solved instantly thereby
2.AGM HR wants the HR dept to perform in a focused way so the claim of 10/12 percent and considering for motivation is not necessarily the interprettation that change in policy of the company is warranted
this is for now
later on other things would follow if you need more
e-mail me to
thanks
kks
From India, Madras
Krishnakumar
chennai
india
wishes you all the best for the attempt in developing a case study like this and going on line
well
As an "effective" HR Manager
1.procure all the forms of training effectiveness without fail so that measurement is possible
whereas for defaulters salary need be delayed till they submit
wherein the HR Audit problem is solved instantly thereby
2.AGM HR wants the HR dept to perform in a focused way so the claim of 10/12 percent and considering for motivation is not necessarily the interprettation that change in policy of the company is warranted
this is for now
later on other things would follow if you need more
e-mail me to
thanks
kks
From India, Madras
Anchal,
Lot of companies/ management suffer from myopia. problem could be culture of the organisaion and/ or the poor skillsets of managers etc factors which inhibit change.
for eg a worker/ supervisor may have been promoted as manager as a reward for 20-30 years of service.
Training effectivenss comes into play from job description stage. if the job description part has been done correctly then Quality products/ services cannot be susatinably produced without effective training roles.
Do you have training schedules for the trainer themselves.
secondly what is the threshold for older employees to get refresher trainings.
a solution is before a worker/ executive becomes a team leader, make him spend a year atleast in training ie trainer becomes the intermediate post.
its a very long topic, better would be raise doubts, will try to help.
suryavrat
From India, Delhi
Lot of companies/ management suffer from myopia. problem could be culture of the organisaion and/ or the poor skillsets of managers etc factors which inhibit change.
for eg a worker/ supervisor may have been promoted as manager as a reward for 20-30 years of service.
Training effectivenss comes into play from job description stage. if the job description part has been done correctly then Quality products/ services cannot be susatinably produced without effective training roles.
Do you have training schedules for the trainer themselves.
secondly what is the threshold for older employees to get refresher trainings.
a solution is before a worker/ executive becomes a team leader, make him spend a year atleast in training ie trainer becomes the intermediate post.
its a very long topic, better would be raise doubts, will try to help.
suryavrat
From India, Delhi
hi ,
very nice effort done by u people,
ok then see my views on this.
my answer to third question is,
yes the job effectiveness forms should be maintained because with this only the management will come to know how effective the trainng is?
and it should convey the importance of the forms to the trainees so that they can take it serious.
then if iam in that suitation, i wil do the same effort i.e at my best conveying the importance of the training and the forms. to me if once we make them to know the impotance they wil follow.
and coming to the policy to be continued or not, it can be continued as 10-12% are taking it as serious, hopefully by the time the others will also come to know the importance.
i have given my views, i do not know whether they are useful to you or not.
anyhow thanks for posting such a nice case study.
regards,
jyothi.
very nice effort done by u people,
ok then see my views on this.
my answer to third question is,
yes the job effectiveness forms should be maintained because with this only the management will come to know how effective the trainng is?
and it should convey the importance of the forms to the trainees so that they can take it serious.
then if iam in that suitation, i wil do the same effort i.e at my best conveying the importance of the training and the forms. to me if once we make them to know the impotance they wil follow.
and coming to the policy to be continued or not, it can be continued as 10-12% are taking it as serious, hopefully by the time the others will also come to know the importance.
i have given my views, i do not know whether they are useful to you or not.
anyhow thanks for posting such a nice case study.
regards,
jyothi.
Aanchal and everyone else on CiteHR,
I think this is a typical case of where HR keeps chasing the rest of the organisation for implementation of HR initiatives...may it be training effectiveness forms or performance appraisal forms or even verification of data.
The ideal role of HR is to be the 'strategic partner', where it is the onus of HR to ensure its acceptability in the organisation, where those manning the HR function should exhibit interest in the domains other than HR and that should come about by effective contribution to thoughts and ideas based on a proper understanding of the processes.
The best method to handle this situation is a CFT (Cross functional team), where the emphasis and the benefits of the initiatives should be highlighted and the CEO should be chairing the CFT meeting. It depends on how equipped HR is on 'belling the cat'!!
Regards
Dhruva
www.percontsi.com
From India, New Delhi
I think this is a typical case of where HR keeps chasing the rest of the organisation for implementation of HR initiatives...may it be training effectiveness forms or performance appraisal forms or even verification of data.
The ideal role of HR is to be the 'strategic partner', where it is the onus of HR to ensure its acceptability in the organisation, where those manning the HR function should exhibit interest in the domains other than HR and that should come about by effective contribution to thoughts and ideas based on a proper understanding of the processes.
The best method to handle this situation is a CFT (Cross functional team), where the emphasis and the benefits of the initiatives should be highlighted and the CEO should be chairing the CFT meeting. It depends on how equipped HR is on 'belling the cat'!!
Regards
Dhruva
www.percontsi.com
From India, New Delhi
Respected MPMS Sir..
thanks again for appreciation..I also need your views on the case study!
Dear Dhruva Sir,
Thanks a lot for your response.Even i agree that the role of an HR is just not runnin around for salary slips,pay roll...but i second ur thought of STRATEGIC PARTNER in the organisation..
But i feel that in each company ,CFT implementation is hard..coz i feel that how much high do we praise of TEAM WORKING at the end of the day,making TEAMS work is a tremndous task..
thse are just my plain thoughts...u can correct me on that..
Regards
aanchal
From India, Mumbai
thanks again for appreciation..I also need your views on the case study!
Dear Dhruva Sir,
Thanks a lot for your response.Even i agree that the role of an HR is just not runnin around for salary slips,pay roll...but i second ur thought of STRATEGIC PARTNER in the organisation..
But i feel that in each company ,CFT implementation is hard..coz i feel that how much high do we praise of TEAM WORKING at the end of the day,making TEAMS work is a tremndous task..
thse are just my plain thoughts...u can correct me on that..
Regards
aanchal
From India, Mumbai
Aanchal,
As I said the clue lies in how much can you 'bell the cat'. Take the CEO into confidence and contribute effectively on domains outside HR. Others would start reposing confidence in you!!
Regards
Dhruva
www.percontsi.com
From India, New Delhi
As I said the clue lies in how much can you 'bell the cat'. Take the CEO into confidence and contribute effectively on domains outside HR. Others would start reposing confidence in you!!
Regards
Dhruva
www.percontsi.com
From India, New Delhi
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