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