good practice presentations for implementation and application of the tool in companies transfer...
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Good practice presentations for implementation and Good practice presentations for implementation and application of the tool in companiesapplication of the tool in companies
Transfer workshopsTransfer workshops
August 20-21, 2007August 20-21, 2007
Agenda of Transfer WorkshopAgenda of Transfer Workshop
12.30 – 13.30• Introduction – Matador, KNO• CM Pro Work Tool
• Goals• Partners• Project phases• CM Pro Work Competence Model• CM ProWork Tool Structure
13.30 – 15.30• Testing CM Pro Work Tool in transfer companies
15.30 – 17.00• Application of CM PRO Work tool in Matador, the pilot company
Transfer companiesTransfer companies
Doka Drevo – daughter co. of DOKA Industrie, production of packing cases, 500 employees, operation in Central Slovakia.
Participants: 6 representatives, general and production manager, HR specialists
MKEM – production of electrical connectors to all car brands, 190 employees, operation in Eastern Slovakia.
Participants. 11 representatives, general manager, production manager, line managers, HR specialist.
Overview of discussion/presentationOverview of discussion/presentation
Strengths
Focus on workers´ competence evaluation and development (such tool is missing in the Slovak market)
Process approach to competence definition Consideration of current and future processes Clear and objective evaluation of competences Opportunity for active involvement of the worker into evaluation
process Clear structure of the main parts of the tool and easy work with
the main parts (workers, tasks, positions)
Overview of discussion/presentationOverview of discussion/presentation
Areas for consideration
Number and selection of additional competences Variety of evaluation scales based on co. needs Competence and learning relevance reports – explanation of their
usage Opportunity for different variants of outputs from the software
connected with the HR processes in the company (e.g. workers´ training development plan, hiring process, financial and non- financial motivation of workers)
Limited number of companies where the tool was tested
Overview of discussion/presentationOverview of discussion/presentation
Implementation of the CM Pro Work Tool in Matador
Strengths Development of the support materials: particularly definition of
personnel and motivation decisions, career paths, handbooks for evaluator and evaluated employee – their practical implementation in the management work and HR processes
Testing the tool with the sample of workers and line managers and getting the feedback from them pilot interviews
Interest of Matador top management to implement the principles of the CM Pro Work through the whole Pneu Division
Overview of discussion/presentationOverview of discussion/presentation
Implementation of the CM Pro Work Tool in Matador
Areas to be considered Time consuming project
– Competence definition and description – Preparation for the evaluation interview and conducting evaluation
interview Different software environment in each company – necessity to
adapt the CM Pro Work tool software to company needs
CCompetence management for workersompetence management for workers
Transfer workshops - PresentationTransfer workshops - Presentation
August 20-21, 2007August 20-21, 2007
RubberRubber• Matador Rubber s.r.o. • (Pneu, Machinery, DP)• Pneubox Slovak Rep.,
Czech republic, Hungary)• Matador Omskšina• Continental Matador• Matador ATC
AutomotiveAutomotive• Matador – Automotive
(DCA, Vráble, Nitra, BA)• Matador – Dongwon
(Slovak Rep., Czech Rep.)• Valiant Matador• Aufeer Design
Matador GroupMatador Group
35th biggest tyre production co. in the world - (source – European Rubber Journal Nov./Dec. 2006)
6th biggest exporter in the Slovak Republic (export is more than 80% of its turnover)
2nd biggest co. in the Slovak Republic (chemical nd pharmaceutical industry)
Turnover in 2006: 450 mil. EUR
No. of employees (2006): 4 769
Matador in numbersMatador in numbers
Division: TyresDivision: Tyres
Production, marketing and sale of the car tyresCars: summer, winter, all seasonLight trucks: Summer, winterTrucksOFF Road- SUV
Division: Machinery &Equipment:Division: Machinery &Equipment:Construction, production and sale of the rubber machines, moulds and containersComplex installation and tests Guarantee and post-guarantee service
• Tyre Building Machines• Hydraulic Curing Presses• Spraying Devices • Twin-screw sheeters• Curing Moulds & Containers• Additional Devices
Pilot divisionsPilot divisions
• Founded in 1993• Main focus: Trainings, Research and Consultancy• Strong local trainers, consultants and project managers• Office: Bratislava, 8 staff plus 20 associates• Hands-on experience with HRD projects for various sectors:
ManufacturingEngineeringSales DistributionGovernment
• Clients: Joint ventures, Former state companies, Donor clients
• Experience with 4 Leonardo da Vinci projects
KNO SlovenskoKNO Slovensko
Project goalsProject goals• Prepare the efficient tool supported by software for production managers, line
managers and HR managers, which will enable: • Description and development of competences• Systematic evidence of competences• Support of non-formal learning
• Apply process approach to competence definition (task inventory)• Increase motivation of employees for learning and provide them more
opportunities to find the job in the market • Apply tool in personnel planning and development and organizational
development
Project partnersProject partners• 4 educational institutions from Germany, Portugal, Spain, Slovakia• 4 pilot companies with 50 – 5000 employees• software co.
www.cmprowork.comwww.cmprowork.com
WORKERS
CM Pro Work ToolCM Pro Work Tool
Key project phasesKey project phases
Pre-project phase (Tool supported by software – developed before the project beginning – German partner)
• Need analysis in the workers´ competence management in pilot companies
• Agreement on joined approach to definition of competences of workers evaluation scales and required outputs regarding workers and groups of workers
• Software modification and its translation to Spanish, Portuguese and Slovak
• Support documents - manuals
www.cmprowork.comwww.cmprowork.com
CM Pro Work Tool CM Pro Work Tool
CM Pro Work Competence Model CM Pro Work Competence Model
Competence and competence developmentCompetence and competence development - Key principlesKey principles
Competence development doesCompetence development does not focus at formal qualification but at the not focus at formal qualification but at the support of personal dispositions for the self organisation of actionssupport of personal dispositions for the self organisation of actions
These dispositions can be characterized by three factors: These dispositions can be characterized by three factors:
know – able - wantknow – able - want The way how the work tasks are performed is an ideal basis for the The way how the work tasks are performed is an ideal basis for the
competences evaluationcompetences evaluation
Evaluators are able to monitor the development over a certain period of Evaluators are able to monitor the development over a certain period of timetime
TASK COMPETENCETASK COMPETENCE
CM Pro Work Competence ModelCM Pro Work Competence Model
TASK COMPETENCE
RESPONSIBILITYfor TASKS
MASTERY of TASKS
TASK KNOWLEDGE
MOTIVATION TO LEARN
CM Pro Work Competence ModelCM Pro Work Competence Model
Tasks in the industrial processesTasks in the industrial processes
CM PRO WORK basis: process-oriented inventory of tasks Basic tasks needed for the preparation, performance, finalization and
optimisation of production orders
Preliminaryprocesses
Followingprocesses
Process C:Control and improve
productivity and quality
Process B: Prepare and finish production
Process A:Perform/deal with
production
CM Pro Work Competence ModelCM Pro Work Competence Model
StructureStructure
Determination of the production systemDetermination of the production system
Determination of tasks within production systemDetermination of tasks within production system
As-is analysis of the task responsibilityAs-is analysis of the task responsibility
To-be analysis of the task responsibilityTo-be analysis of the task responsibility
Evaluation of the task capabilityEvaluation of the task capability
Presentation of the task competencePresentation of the task competence
Producing– Operating machines– Performing manual steps of
production– Maintaining Machine functions– Collecting data in process
Ensuring order flow– Ensuring material flow – Coordination of work flow
Scheduling production orders– Checking and ensuring
availabilities– Coordination and allocation of
Personnel– Distributing and scheduling of
orders
Preparing performance of production orders
– Providing production documents– Providing stock/material– Setting up machines– Setting up measuring equipment– Setting up auxiliary equipment for
handling and transport
Assuring quality and productivity– Analysing data– Conducting audits– Establishing instructions
Improving quality and productivity– Improving quality assurance– Improving productivity
Process approach Process approach
CM Pro Work Competence ModelCM Pro Work Competence Model
CM PRO WORK Tool - StructureCM PRO WORK Tool - Structure
Demonstration of screen shotsDemonstration of screen shots (please see another document)(please see another document)
WorkersWorkers TasksTasks PositionsPositions Responsibilities and planned responsibilitiesResponsibilities and planned responsibilities Task Mastery (Capability)Task Mastery (Capability) Competences report/Learning relevanceCompetences report/Learning relevance
Testing Testing CM PRO Work CM PRO Work tool intool in transfer transfer companiescompanies
Testing the tool in small groupsTesting the tool in small groups
Discussion:Discussion:
– pros and cons of the toolpros and cons of the tool
– potential usage of the tool in the transfer companiespotential usage of the tool in the transfer companies
– proposals for further optimizationproposals for further optimization
Application of CM PRO Work tool in MatadorApplication of CM PRO Work tool in Matador
Implementation of the CM Pro Work Tool 2 – Recommendations
Project Project PProcedurerocedure
Implementation of CM Pro Work Tool 1 – Recommendations
Need Analysis
Pilot Competence Evaluation Interviews
and Feedback
New System Development
New Evaluation Procedure and Tools
Next stepsNext steps
Project Project TTeameam
HR departmentHR department Divis. PneuDivis. Pneu Divis.MachinDivis.Machin.Director Industrial engineering Industrial engineeringSpecialists Production engineering Production
engineering Maintenance
4 6 4
KNO project teamKNO project team
System of the System of the MManagement of the anagement of the WWorkers’ orkers’ CCompetence ompetence DDevelopmentevelopment
Goals
Improve effectiveness of the management of the workers’ competence development
Enable workers their personal development
Increase active involvement of workers in their personal development
Improve performance of workers and the efficiency of their work
Develop capabilities of workers to respond flexibly to new job requirements
Provide managers with the system of management of the workers’ competence development which could be used in the personnel policy particularly in the preparation of the development and career plans, appraisal and motivation of workers as well as implementation of the system of multi-professions.
System of the System of the MManagement of the anagement of the WWorkers’ orkers’ CCompetence ompetence DDevelopmenevelopmentt
Key criteriaKey criteria
detailed
complete/complex
objective
transparent
manageable
compatible with other internal systems
System of the Management of the Workers’ Competence System of the Management of the Workers’ Competence DevelopmentDevelopment
Competence Competence evaluation and evaluation and development development form /positionform /position
Plan realization
Individual development plan
Define goals for the future period
Decision Annual appraisal of the past period
Preparation of goals for future appraisal period
Summary of worker’s respons./
competenc.
Results of the Results of the worker´s worker´s
evaluation evaluation
DecisionsDecisionsppersonnelersonnelmmotivationalotivational
Future Future responsibilitiesresponsibilities
Individual Individual development development
planplan
Strategic Strategic goals of the goals of the
divisiondivision
Current and Current and future future
processes, processes, taskstasks
Personnel and Personnel and motivational motivational
decisionsdecisions
Career pathsCareer paths
Database of Database of training/development training/development
coursescourses
.
Worker’s competence evaluation and development form
Approved Approved training and training and development development courses in courses in
the companythe company
Realization of the Compet. Devel. Plan
New New EEvaluation valuation PProcedure and rocedure and TToolsools
Preparation
Kick off and initial communication
Feedback to evaluated workers
Evaluation and
Plan of competence development
Summary of results
Tools
1. Procedure for evaluation prep.
2. Time schedule of evaluation interviews
3. Competence evaluation and development form
4. Summary report of the workers´ competence development of the department
5. Career paths per position
6. Personnel and motivational instructions
7. Competence evaluation and devel. interview – Handbook for evaluator
8. Competence evaluation and devel. interview – Handbook for Evaluated Worker
9. Training of Evaluator – Handbook
System management System management and administrationand administration
Structure:
A. Identification
B. Evaluation
C. Results of evaluation and decisions
D. Development
E. Helps
A. Identification:
All data about employee and his job position
•B. Evaluation:
Evaluation of the past period
C. Results of evaluation and decisions
D. Development
Required competence level
Development plan
E. Helps
Help for the fast choice
Competence Evaluation and Development FormCompetence Evaluation and Development Form
Summary Report for DepartmentSummary Report for Department
Summary of key results of all evaluated workers in the department
Submitted to the evaluator’s superior, special departments in the company
As a result of the evaluation interview there is agreement on the worker’ s future development, ranking employee into certain category within his profession (A, B, C, D) and percentage of fulfillment of requirements for a certain work place
Ranking depends on activities he is capable to perform based on career path requirements
Personnel and motivation measurements
Career Path for Workers
Define required competences for the certain process
Define minimum level of competences at each stage as a requirement for career growth
HandbooksHandbooks
Competence evaluation and development interview:
Handbook for evaluator
Handbook for evaluated worker
Training handbook for evaluator
Pilot Competence Evaluation InterviewPilot Competence Evaluation Interview
Presentations to both line managers at both divisionsPresentations to both line managers at both divisions
Training of evaluators – selected line managers (both divisions)Training of evaluators – selected line managers (both divisions)
Information about the new system to workers Information about the new system to workers
Pilot evaluation interviews – Data collectionPilot evaluation interviews – Data collection
Follow on steps –feedback from “pilot” line managersFollow on steps –feedback from “pilot” line managers
Pilot Competence Evaluation InterviewPilot Competence Evaluation InterviewImplementation sectorImplementation sector
Target group 30 workers Division of Pneu
• Confection line operatorConfection line operator• PresserPresser• Line operatorLine operator• 10 10 workers from each positionworkers from each position
12 workers Division of Machinery• MillerMiller• Lather-workerLather-worker• LocksmithLocksmith• 4 workers from each position4 workers from each position
Line managers of selected workers
Pilot Pilot Competence ECompetence Evaluation valuation IInterviewsnterviewsData collectionData collection
PreparationPreparationCompetence evaluation and development forms distributed in paper format to each evaluated worker and evaluator)
RealizationRealizationDialogue between worker and line manager Length of evaluation interview: 30-40 minutesResults entered in the Excel sheet in the computerSummary report from the Competence evaluation and development forms was discussed by each „pilot“ line manager with his superior Application of the System of personnel and motivation measurements Evaluation interview observed by the project team member
Pilot Competence Evaluation InterviewPilot Competence Evaluation Interview
Follow on steps
Feedback on pilot evaluation interviews – from „pilot“ line managers to CM Feedback on pilot evaluation interviews – from „pilot“ line managers to CM Pro Work project teamPro Work project team
Update of the Forms, System of personnel and motivation instructions, Update of the Forms, System of personnel and motivation instructions, Design of the career path per each „pilot“ worker´s position (both Design of the career path per each „pilot“ worker´s position (both divisions), Management and Administration of the systemdivisions), Management and Administration of the system
Presentation of the results of the pilot phase to the management of the Presentation of the results of the pilot phase to the management of the companycompany
Decision about the company wide implementation of the new systemDecision about the company wide implementation of the new system
Pilot Competence Evaluation InterviewPilot Competence Evaluation Interview
Strengths:
System is transparent and well structured, clear
Unambiguous evaluation „yes-no“
Workers well prepared for the intervew
Results are objective
Critical issues:
The preparation for the interview and the evaluation interview take longer
The paper format of evaluation forms vs. work with the new tool/software
Missing access to all important instructions, legislation documents and also too long
System managementSystem management
Decision making levelDecision making level
Management levelManagement level
BBoard of directorsoard of directors, G, Gener. director , Direct. of HR ener. director , Direct. of HR DivisionDivision
Line manag. 2 Line manag. 3
1
2
Operational levelOperational level3
Evaluated workerObjectObject4
Structure of the system management and information flow
Goals, changes, datesGoals, changes, dates
Data, progress, suggestions
Line manag. 1
HR div., deputy heads of divisions, heads of industry engineer.
Materials used during presentationMaterials used during presentation
Hard copies/files in the computer Screenshots of the CM Pro Work tool CM Pro Work tool Handbooks for evaluator and evaluated worker Training handbook for evaluator Competence evaluation and development form Summary report form Career path Personnel and motivation measurements
DiscussionDiscussion
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