Exploring ways to Develop & Engage Employees at

0 downloads 0 Views 716KB Size Report
solutions to the customers is the core competency at MDIPL and the values of the company .... information. There is no portal or platform where employees can freely connect with each other informally .... Project. Training on ANSYS software. 3.

Exploring ways to Develop & Engage Employees at Metaflex Doors India Pvt. Ltd

Case Study

This case was written by Himanshi Tiwari Asst. Prof. Birla Institute of Management Technology, Plot No. 5 KP II, and Meenal Saran Alumnus, Birla Institute of Management Technology, Plot No. 5 KP II

It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situatio n. The case was compiled from primary sources and generalized experience. The authors may have disguised some of the names/events and other information to protect confidentiality and maintain professional ethics. The development of this case study has been facilitated by BIMTECH Centre for Management and Business Development, Birla Institute of Management Technology, Greater Noida (India). The case study is a revised and updated version of case study presented and discussed at International Conference on Management Cases, ICMC 2016 held on December 1-2, 2016 at Birla Institute of Management Technology, Greater Noida (India). © 2016, Birla Institute of Management Technology (BIMTECH) No part of this publication may be copied, stored, transmitted, reproduced or distributed in any form or medium whatsoever without the permission of the copyright owner.

Disclaimer: This case has been developed for classroom discussion and is not intended to illustrate either effective or ineffective handling of an administrative situation or to represent successful or unsuccessful managerial decision making or endorse the views of the management

Exploring ways to Develop & Engage Employees at Metaflex Doors India Pvt. Ltd By Himanshi Tiwari & Meenal Saran Type of Case: It is a teaching case which can be used for discussing training & development function and employee engagement strategies in courses like HRM, Organizational Development & Change and Talent management & Employee engagement etc. to Business administration and Management students. Abstract For success and sustainable growth an organization must have a motivated workforce. Productivity, efficiency, effectiveness, innovation and creativity are all dependent on the commitment of the human capital. In a highly competitive environment, an organization seeks to retain experience, skills and talent. The case presented in the following sections is a teaching case which can be used for discussing Talent Management and Employee Engagement in courses like Human Resource Management, Human Resource Development, and Organizational Change and Development etc. to Business administration and Management students. The case has following objectives: 1. To understand the two so widely advocated practices of Human Resource Management, Talent Management and Employees Engagement for a leading company. 2. To identify training needs of employees of MDIPL which is crucial for planning an effective Talent management Plan. 3. To diagnose the suitability of an initiative like launching an in-house magazine for the purpose of improving Employee Engagement. 4. To analyze the effectiveness of the Training & development Plan at MDIPL. Key words: Talent management, Human Resource Management, Employee Engagement, Training & Development, Internal Communication etc. *Asst. Prof., OB & HR Area at Birla Institute of Management Technology, Greater Noida, India Email: [email protected]

Page | 2

Training & Development of human resources for their current as well future roles is the key of managing talent. This case describes the conception, design and execution of Training and Development at Metaflex Doors India Pvt. Ltd. Greater Noida (MDIPL). Smrithi, Senior HR Manager at MDIPL had the challenge to design training matrix and implement an appropriate training program using E-learning platform for the company that should be handy, less cumbersome, simple and comfortable for the trainees and could also mitigate the cost of training. The company being a start up needs to gear up in order to fulfill various goals. Development and implementation of training programs to prepare employees with better personality, soft skills and leadership qualities are some of the challenges faced by MDIPL. The case highlights training needs identified through a critical study of performance appraisals. It includes the challenges faced while designing the suitable training program for the company's Finance and Support Functions Department and finally throws light upon how this training could be delivered through the E-learning platform of the company. She was aware that engaging high performing employees is a way that not only helps them unleash their capabilities but also ensures their involve ment in decision making in key areas leading to the retention of crucial talent. A survey on Employee Engagement at MDIPL revealed the need for a better inter-department, top-down as well as bottom-up communication. Smrithi felt that to fill the communication gap; an initiative like launching a quarterly in-house magazine might be helpful. She intends to use the magazine for better employee engagement, while proving to be a platform for communication in the organization to connect different units/departments of the organization, serve as an authentic source of information, both top-down as well as bottom-up and provide a platform for the employees to showcase their literary talent. Smrithi launches an in house magazine called; 'Hamari Anubhuti' to provide a platform to employees for showcasing their talent, discussing openly and contributing in an informal setting. She is sceptical about its success and is also worried for how long this initiative will be of interest for them. She is also not satisfied by the adhoc approach for talent acquisition and retention and is planning to start a Talent Development Plan across the board. There are various categories where employees need training support and engagement. Smrithi is targeting at achieving it by well planned Employee Engagement Program. Will these initiatives give her the desires results? Will an in-house magazine be a sustainable practice? What if people will lose interest and enthusiasm after a few editions and stop contributing to the magazine?

Introduction MDIPL, Metaflex Doors India Pvt. Ltd. is a major company making insulated doors in India. Company has extended footprints expanding over a broad array of product collection including; straddling hermetically sealed OT doors, emission resistant doors, fire proof doors, controlled atmosphere doors and doors suitable for industrial purposes. The company serves different industries and accommodates the specific requirements of sectors like, healthcare, pharmaceutical, cold chains, food processing and other industrial units. Page | 3

To succeed in a hyper competitive and complex global economy, MDIPL must have appropriate HR processes and practices which ensure management, engagement and retention of best talent in the form of high-performing workforce. The top executives of MDIPL are aware that they must manage talent as a critical resource and mere hiring the right talent at the right time will not serve the purpose of sustaining the fierce competition. The key HR personnel also understand the challenges of developing, engaging and retaining talent, to achieve the results. This has resulted in to positioning Talent Management and Employee Engagement as a top business priority for senior executives who advocate that a highly engaged workforce can increase innovation, productivity, and bottom-line performance while reducing costs related to hiring and retention in highly competitive talent markets. The manufacturing plant of MDIPL, Metaflex Doors India Pvt. Ltd., is centrally located in Greater Noida, coming within national capital region of India. MDIPL is a part of Metaflex Doors Europe (MDE), founded in 1976 based in Netherlands. The company enjoys the status of being the biggest producer of insulated doors in Netherlands, with a broad and sustainable existence in Europe and continents like Africa, South East Asia or Middle East. The parent company has a known past record. The unique identity that comprises of specific qualities like reliability, commitment, creativity and purpose to thrive, are the distinctive features of the group today. This exclusive and distinctive persona has its roots deep down to the beginning days of the company, focused clearly towards insistent dedication and commitment to a universal cause, the cause of building a sustainable business. The company today sets the yardsticks for quality in the area of airtight and hermetic sealing. It was the pioneer company which started the manufacturing of fully hermetically sealed doors, which is developed out of an inorganic material good enough to prevent bacteria growth leading to zero cross contamination. This feature has opened a plethora of opportunities in the health care sector in India striving hard to provide its best to the customers from the point of view of safety, hygiene and service quality meeting world class standards of satisfaction to patients. It assures sustainability and long lasting business practices and imbibes these characteristics in their nucleus. Quality and sustainability is business imperative for it. Providing long term solutions to the customers is the core competency at MDIPL and the values of the company Page | 4

clearly mentions it. They trust the philosophy of emerging and developing together with the clients and customers.

Values of MDIPL 

Everything is connected. We are all ONE



All the people are equal. We just act in different roles



Trust, honesty and transparency reduces the complexity



Walk your talk



Teamwork is the foundation for excellence



We believe in transparency across all systems and processes



We adapt as we grow



We build skills

Mission of MDIPL 

Create opportunities by driving a sustainable business

Source: Company’s website

Located in the area of 1.5 acres, the world class infrastructure of MDIPL is equipped with innovative facilities and processes. The manufacturing plant is well equipped with high class & modern machineries but as they say its men who run the machinery and gives results, MDIPL focus towards acquiring best human resources. It acknowledges its human capital as the most significant asset of the organization and believes that people are the stepping stone for growth, sustainability and success. It aspires and ensures an inspiring work culture and environment that promotes novelty, creativity and innovation. The key HR personnel of MDIPL are committed to provide broad prospects to its human capital that could enable them to develop most appropriate knowledge, skills and attitude required for their jobs. Talent management through effective training and development interventions and employees engagement through several time bound and specific initiates are some of the functions where HR of MDIPL is finding its way for an improved employee experience. The team comprises of talented and trained people committed towards implementing suitable HR mediation for effective talent management and employee engagement. Smrithi is one of Page | 5

the significant and dedicated team members of people management team at MDIPL, Greater Noida. Four years back, after completing her management degree with specialization in HR, from a reputed B school from Hyderabad, Smrithi Apparsamy joined Metaflex, as a Management Trainee. Today she holds the position of Senior HR Manager at MDIPL and is responsible for crafting and implementing the human resource practices for the company’s manufacturing plant and sales offices located in different regions of the country. The company is a major player in insulated door manufacturing and hence there are two areas on which she needed to work upon as an HR Manager- first; to increase employee engagement by minimizing the communication gap between the offices as well as different departments and also the second; to focus on training and development of its employees. Smrithi was aware that training & development is an ongoing investment in employees with a realization that employees are assets. Size, scale, business and target customers are some of the factors that were playing key role in MDIPL’s training & development programs. Training and Development at MDIPL At Metaflex, training and development function is in synergy with strategic planning. The strategic plans and objectives identified there after provide direction towards conceiving and designing suitable training and development plans. Organizational analysis confirms the training needs by highlighting the fact that training affects employee relation with customer and aligns with the strategic needs of the organization. Managers, peers and employees support the training actively. MDIPL determines training needs on the basis of organization’s needs, departmental needs and work related needs requiring specific skills and competency. Smrithi figured that training is important at MDIPL for ensuring improved bottom line, efficiency and profitability, increase flexibility in employees who can assume different and varied responsibilities and make employees more accountable for results. She started with the training needs and assessment analysis with an objective of determining training needs based on organization’s needs, type of work to be done and task related needs, i.e., skills

Page | 6

necessary to complete the work which had to be followed by the design and implementation of an appropriate training program for the company. Training Need Identification & Analysis at MDIPL Smrithi interviewed the Managing Director and other Directors of the organization for identification of the training needs at organizational level. The training needs identified during the discourse are as follows: 1. MDIPL intends to utilize training on building a diversified, inclusive and progressive culture. 2. It could be intertwined with the self development of top management. 3. Training top management across different verticals so as to prepare them for future challenges. 4. Leadership training for succession planning. Various methods to achieve these objectives could be mentoring, coaching, updated courses etc. Smrithi wanted to undertake a Person analysis to identify employees who need training to get the information whether employees have the personal characteristics (ability, attitude, beliefs and motivation) necessary to perform the job. For this she and her team collected information about the basic training requirements for effective performance through appraisal forms conducted at three levels, mid –term appraisal, confirmation appraisal, and final appraisal. This was followed by a Task Analysis with an objective of getting description of work activities including tasks performed by the employee and the skill, ability and competence required. The information about the various tasks to be performed by the employee came from the job description of various posts. The individual training needs analysis was also done through performance appraisal data. She came to a conclusion that training needs at MDIPL can be categorized into Technical training needs & Behavioral training needs. Major Functional Training Needs Identified through confirmation appraisal: Functional needs of various departments of MDIPL are listed as under: a.

IT networking, server/hardware maintenance, database management.

b.

ERP Operations. Page | 7

c.

Product training (to understand the complexity of each component.

d.

CNC Programming.

e.

Solid works training.

f.

Installation training.

g.

Project management.

h.

Sales related training.

i.

Docking solution.

j.

Advanced excel training.

k.

Payroll/compensation training.

Major Behavioral Training Needs Identified through Confirmation Appraisal All Departments require training interventions in the following behavioral areas: 1.

Personality Development.

2.

Interpersonal skills.

3.

Communication skills (both written and oral).

4.

Presentation skills.

5.

Team work.

6.

Conflict management.

7.

Planning, organizing and execution.

8.

Leadership skills.

9.

Core values.

Training Needs Identified through Midterm Appraisal Major Behavioral Training Needs Identified at MDIPL for Support Function and Finance were,

Personality

Development,

Effective

communication, Self Development, Time

presentation

skills,

Improvement

in

Management, Leadership qualities and

Interpersonal skills. Major functional training needs identified at Project Bureau were, Team Management, Leadership skills, Automation and Technical training on application of industrial and domestic products. Similarly major behavioral training needs Identified at MDIPL were Soft skills and Communication skills (both written and oral). Spadework for designing Training at MDIPL Page | 8

In order to bridge the skill gap at MDIPL, a training matrix need to be designed by her for consolidating all the details regarding learning tools available for training on the skill gap, costs involved, suggested trainer, expected exit behavior and finally the suggested Training and Development Interventions. The challenge before Smrithi was not only to design training matrix but also to implement an appropriate training program using E-learning platform for the company which will not only mitigate the cost but will also be handy, less cumbersome, simple and comfortable for the trainees. Since it was a start up in India, she knew that there would be time and budget constraints as well. To handle the situation she along with her seniors-Mrs. Vineeta Kamat, Director-Support Functions and Mr. Brijesh Tolada, Head HR & IR, came up with an idea of implementing the training program using the company’s E-learning platform, titled MDI Gyan Sagar. But the question still remains unanswered. Will it be a suitable platform? Will it engage and involve the employees of MDIPL? Now Smrithi was diving into another pool of worries that is to explore the state of employee engagement in the company. Lecture of her HR professor during her graduation days was echoing in her subconscious mind when she had been taught that Employee engagement is the emotional commitment the employee has to the organization and its goals. She knew that there is no second thought that emotional commitment leads to engaged employees who actually care about their work and their company. They don’t work just for a paycheck, or just for the next promotion, but work on behalf of the organization’s goals. Employee engagement also affects the mindset of people. Engaged employees believe that they can make a difference in the organizations they work for. Confidence in the knowledge, skills, and abilities that people possess – in both themselves and others – is a powerful predictor of behavior and subsequent performance. She was juggling around with the issues and challenges of an improved training program and just with a blink of eye the challenges of engaged employees were infiltrating her thought process. Smrithi wondered; is it a signal? Is she approaching closer to her solution? Or is there something else in store for her?

The first thing that came to her mind was will an in-house magazine for employee engagement be a possible solution to bridge the communication gap that is prevailing in the company? She could notice that the internal communication in the company is very formal leaving no scope for inter-departmental, top to down as well as bottom to up free flow of Page | 9

information. There is no portal or platform where employees can freely connect with each other informally. She consulted her team members and seniors and they were in agreement with her opinion. They unanimously agreed that designing an in-house magazine for employee engagement at MDIPL for bridging the inter-department, top-down as well as bottom-up communication gaps could be a good idea.

So another ball in Smrithi’s court was ensuring an improved experience for the employee of MDIPL through specifically designed interventions aiming towards employee engagement. MDIPL was targeting at complete commitment towards the needs, happiness and satisfaction of their employees. Although improved performance and productivity is at the heart of engagement they believe that it cannot be achieved by a mechanistic approach which tries to extract discretionary effort by manipulating employees’ commitment and emotions. Employees see through such attempts very quickly; they lead instead to cynicism and disillusionment. By contrast, engaged employees freely and willingly give discretionary effort, not as an ‘add on’, but as an integral part of their daily activity at work. Employee Engagement is a measureable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn & perform at work. The company aims at increasing transparency by encouraging better inter-department, top-down as well as bottom-up communication through the quarterly in-house magazine. Also, it will act as a platform where they can come up with views, talent, aspirations leading to fully engaged employees. The magazine intends to solve the following purposes: 1. Act as a bridge for filing communication gaps in the organization 2. Connect different units/departments of the organization 3. Act as an authentic source of information, both top-down as well as bottom-up 4. Provide a platform for the employees to showcase their literary talent Smrithi designed a quarterly in-house magazine for improving employee engagement in the organization. How effectively will it meet the expectations of the company is yet to explore.

MDIPL is giving huge importance to Training and Development as well as Employee Engagement for its employees. Various factors come into picture for designing a companyPage | 10

specific Training and Development program. In-house magazine was launched keeping the goal in mind that it will play a major role in bridging the inter-department, bottom-up as well as top-down communication. But these initiatives are just a beginning as there is still a lot that needs to be done. Training should be imparted at regular intervals for the continuous growth and skill development of the employees. Smrithi feels that behavioral training should be given more importance over functional training. The effects of such training programs should be recorded, analyzed and evaluated. If the magazine receives an encouraging response it could prove to be a useful medium for sharing employees’ inner thoughts and became a genuine and trustworthy mode of communication. But she fears that in some time, they will start considering it as a mundane activity and won’t take it seriously. The effectiveness of the in-house magazine should also be checked and necessary modifications should be made from time-to-time in order to cater to the company’s communication needs. She is also thinking of using the magazine as an induction tool for the new employees. She sits with a cup of coffee, contemplating what challenges the future has in store for her and the company.

Questions for discussion: 1. Do you think that MDIPL is managing its Talent effectively and launching of a quarterly inhouse magazine was a good idea to encourage employee engagement? 2.

What could be the other ways of dealing with the challenges of communication gap and employees engagement currently prevailing in the organization?

3. How did Smrithi make sure that the training and development program was matching with the training needs of employees of MDIPL? Acknowledgement: The authors express their sincere thanks to Metaflex Doors India Private ltd. for their help to develop the case and consent to present the same at ICMC 2016 and publish thereafter.

Chart 1

Page | 11

Organizational Chart

Chairman Managing Director Head-Finance

Director-Sales & Mktg

Head S&BD North

DirectorOperations

Director Support Function

DirectorProjects & Service

Production

Projects

DirectorInternational Markets HR

Admin

Head S&BD South

Quality

Service ERP

Head S&BD West

RSM East

R&D

IT

Procurement & Stores

AGM-Marketing & Communication

Source: Company’s officials

Tables: List of Employees with Identified Training Needs

S.No

Name

Department

1

Employee Name : xyz

Accounts

2

Employee Name : xyz

IT

3

Employee Name : xyz

IT

4

Employee Name : xyz

R&D

Page | 12

5

Employee Name : xyz

Production

6

Employee Name : xyz

Project

7

Employee Name : xyz

Services

8

Employee Name : xyz

Project

9

Employee Name : xyz

Project

10

Employee Name : xyz

Sales

Table 1: Improvement in communication Source: Prepared by the Authors on the basis of primary data S. No

Name

Department

1

Employee Name : xyz

IT

2

Employee Name : xyz

R&D

3

Employee Name : xyz

Production

Table 2: ERP Operation Source: Prepared by the Authors on the basis of primary data S.No

Name

Department

1

Employee Name : xyz

Project

2

Employee Name : xyz

Project

3

Employee Name : xyz

Project

4

Employee Name : xyz

Services

5

Employee Name : xyz

Services

Table 3: Soft Skills Training Source: Prepared by the Authors on the basis of primary data

S.No

Name

Department

Need

1

Employee Name : xyz

Admin

MS Office course

2

Employee Name : xyz

Project

Training on ANSYS software

3

Employee Name : xyz

Sales

Advanced Excel training

4

Employee Name : xyz

IT

IT Networking

5

Employee Name : xyz

IT

Networking & data security

Table 4 :Computer Knowledge Source: Prepared by the Authors on the basis of primary data

Page | 13

S.No

Name

Department

1

Employee Name : xyz

Accounts

2

Employee Name : xyz

R&D

3

Employee Name : xyz

IT

4

Employee Name : xyz

IT

Table 5 :Personality Development Source: Prepared by the Authors on the basis of primary data S.No

Name

Department

1

Employee Name : xyz

Accounts

2

Employee Name : xyz

Store

3

Employee Name : xyz

Quality

4

Employee Name : xyz

Sales

5

Employee Name : xyz

Sales

Table 6: Leadership Qualities Source: Prepared by the Authors on the basis of primary data

S

Name of

No.

the

Training Need 1

Training Need 2

Training Need 3

Training Need 4

ERP-MS Navision and

Optimum

Server

Open

MDI Navision

utilization of IT

and

Resources.

shooting

Dept. 1

IT

handling trouble in

source

LMS Implementation

Outlook. 2

3

Admin

HR

Cost

effective

Excel and data

measures in SME.

handling

Payroll/compensation

Implementation of

PMS

in an

unprepared environment 4

Finance

Excel training

Taxation update.

Use of ERP as a tool.

Page | 14

Table 7: Major Functional Training Needs Identified in Support Function and Finance Source: Prepared by the Authors on the basis of primary data No.

of

S.No

Department

Name of the Program

Employees

1

Finance

Interpersonal Skills

4

2

Finance

Time Management

5

3

Finance

Use of ERP as a tool

2

4

Finance

Email Writing

4

5

Admin

Time Management

1

6

Finance

Communication Skills

4

7

Admin

Communication Skills

1

8

IT

Communication Skills

2

Table 8: List of Employees with Identified Training Needs Department wise Source: Prepared by the Authors on the basis of primary data

S.No

Name of the Program

Number of employees for training

1

Team Management

2

2

Leadership Skills

2

3

Technical Training

4

4

Soft Skills

6 Table 9: List of Employees with Individual Training Needs

Source: Prepared by the Authors on the basis of primary data

Appendix 1: Format for TNI Analysis at Metaflex Doors India Private Limited (MDIPL)

Part II- Training Need Identification Strengths

Area of Improvement

Recommendations for Training Functional

Behavioral

Page | 15

Signature of Appraiser: Date: Source: Prepared by the Authors on the basis of primary data

Page | 16

Suggest Documents