Skill Development - scope

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ARTICLE For Management Staff • Entry level: Samavesh - (Induction/ orientation training) facilitates a new employee to build a sense of belongingness. • Supervisory level: Employee is equipped with function specific inputs and job related technical skills. • Managerial Level: Employee is exposed with the principles of Management which will help blend theory with practice, with focus on leadership development • HPCL has developed “Project Akshay” for development of future leaders. For Non-Management Staff • Trainings with focus on Safety at locations, Skills relating to job requirement - (technical, computer operations, team spirit, etc.) Our skill development and capability building initiatives are broadly aimed at: • Improving the performance of Employees in their respective assignments • Enhancing competencies to take up higher responsibilities • Strengthening the Leadership Pipeline • Bringing cultural change from Command & Control to Team based structure • Leveraging technology in human resources development • Facilitating learning in the organization and build a “Learning Organization” An important pre-requisite to successful skill development and capability building initiatives, is to have robust methods in-place to ascertain the training needs ‘Innovation in Practice’ Symposium by Dr. Dan Buchner, September, 2012. of employees. We have a mix of methods to determine such needs which are being captured through: • Individual Level: Mainly through recommendation from the Performance Appraisal System. • Functional / Departmental Level: Customized Training programs are developed for the departments in consultation with the SBU/Functions. • Organizational Level: Individual Development Plan obtained from the Competency mapping exercise is used to provide specific Training to bridge the observed the employee skill gaps. Our Reward and Recognition schemes aim at motivating employees towards high performance and proactively engage them towards organization’s objectives. Three major R&R schemes are in place:HP ICON People Manager Awards (for Middle Management employees), Outstanding Achievement Awards (for Junior Management employees) & HP Gaurav Awards (For Non-Management employees). At the core of capability building initiatives we have employees as the primary force in making training interventions successful, guided by the values ingrained by’HP FIRST’. HPCL has inculcated and promoted ‘HP FIRST’ as a cultural motto in all its professional endeavors and engagements. ‘HP FIRST’ addresses both the intrapersonal conflicts and interpersonal issues. ‘HP FIRST’ is an acronym where ‘F’ stands for Free, Frank and Fair – a dimension of our existing culture which needs to be sustained, ‘I’ stands for Integrity, ‘R’ for Respect for Individual, ‘S’ for Sustainable Performance and ‘T’ for Team Spirit. ‘HP FIRST’ is representative of HPCL’s values, ethos and culture. The Capability Building initiatives at HPCL strive to mobilize the potential of every employee, empowering them to think beyond boundaries and challenge themselves and each other. This flows from the belief that innovation can come anytime from anyone, creating a competitive and challenging environment for capability building & skill development and in the process achieving organization’s goals. 64 Kaleidoscope July 2013
ARTICLE Skill Building Initiatives of NALCO Mr. Ansuman Das CMD, NALCO Human Resource of the organisation is the vital factor for improving productivity and sustainable growth of the company. NALCO is giving emphasis for skill development of the employees through various learning and developmental programmes by its training institutes and outside professional agencies. Potential for development and up-gradation of human resources is considered a critical factor in NALCO in the long term. Skill development is viewed in the perspective of the entire organisation. Targets are fixed every year for such activities. Programmes are designed & developed to full fill the following objectives. • To help the employees identify their potential/strengths • To make the employees aware of the career avenues available in different fields • To facilitate the employees identify their skills required for a particular job • To facilitate the employees as well as arrange Skill Development based training Programmes to hone basic, fundamental & advanced skills • To facilitate the employees & arrange specific training programme to hone interpersonal skills • To devise short term modular courses for improving basic and specific skills Training programme in progress. Kaleidoscope July 2013 65
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SPECIAL ISSUE Vol. 33 No. 2 July 20
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Contents Vol. 33 No. 2 July, 2013 P
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6 Kaleidoscope July 2013
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CHAIRMAN’S DESK India is passing
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Role for PSEs in Skill Development
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further explored. Quality training
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Page 16 and 17: Enhancing the Reach & Scale of Skil
Page 18 and 19: NSDC funds through the form of soft
Page 20 and 21: Skilling India to Growth Path- PSEs
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Page 24 and 25: Bridging Skill Deficit Through Voca
Page 26 and 27: Ministers of the respective States
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Page 84 and 85: ARTICLE National Backward Classes F
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