Skill Development - scope

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ARTICLE staff besides also ensuring that the whole process is cost effective and innovative approach to create thinking. At times, the Company employs external faculty directly to train its workforce for training in certain critical areas instead of through the internal trainers and keep the workforce abreast with latest technological advancement. Some of the measurable and bottom line benefits derived from the above strategy include: • Increased productivity • Increased customer satisfaction • Fewer accidents and minimization of hazards • Auto grievances redressal • Better quality product and standard adherence • Fewer errors or defects • Improved morale and work culture • Increased loyalty to self and Company • Improved response to expand and grow business in volume and quality • More freedom for the employer to think independently • Empowered individual employees to standout in decision making • Improved social acceptance value of the employees and oneness in Company • Staff Retention reducing attrition rate and job satisfaction Certain other initiatives of the Company in Skill development and Capacity building of the employees are: Training programme. Job Rotation/ Lateral Moves This move is to offer new challenges or encourage the employee to develop different skills in order to bring in versatility and flexibility to utilize the services of the employee for different aspects of the work activities. Job aids These include checklists, tip sheets, posters, pictures, flow charts and diagrams to offer onthe-spot practical help or reminders. The objective of providing such easily accessible facts is to reduce the amount of information the employees need to recall. Job enrichment This is to increase the employee’s authority or responsibility within his current position through assigning special assignments or serving on cross-functional teams. Self directed learning This approach involves making accessible technical journals, periodicals, manuals and bulletins etc to the employee to facilitate and encourage him to take control of his own learning. Employee promotion This is to bring the employee to a position of greater responsibility and in recognition of his good performance while also providing the scope for further skill development and capacity building of the employee. Employee involvement in identification of his skill development needs The Company realizes that the success of the skill development strategy depends primarily on the employees understanding it and supporting it. In this direction the Company while taking the feedback from their reporting officers on employee-wise identification of skill development needs, also set the stage for; • Communicating with the employees about why skills development program is created • Asking the employees about the knowledge and skills they need to do their jobs and how 68 Kaleidoscope July 2013
ARTICLE Training programme. they prefer to receive that training • Ensuring that the programs are based on the principles of • Actively involving participants • Connecting learning to relevant life experiences and knowledge • Using a variety of learning styles • Making sure that learning is goal oriented For the growth of the employees at all levels including executives, who are to shoulder higher managerial responsibilities as per Company’s succession plan, skill development programs in the following areas are also evolved: • Inter Personal Communication Skills • Time Management • Project Management • Creative Thinking and Problem Solving techniques to inculcate • Ethics and job culture • Presentation Skills and illustration & demo of work • Attending Conferences and Question answering on job related skill upgradation Modular and Short term courses are organized periodically by the Company’s Training Department covering the topics relevant to the activities of the respective employees. These Courses serve as both induction and also as refresher. In addition to vocational skills, provision is made as an integral part of curricula to develop soft skills i.e., team work, confidence building, hygiene, basic labour rights, occupational health and safety etc to help in empowerment of employees. The Company also identifies in advance the training needs for the new emerging occupations and prepares the staff to take the positions in time. Also the outdated skills of the employees are identified and through effective, strategic and custom made skill development programs the individual employees are trained. To prepare the middle and senior management level officers in advance to shoulder Board level positions in future, the Company deputes them to management development programmes conducted by premier management institutes like Indian Institute of Management-B, Bangalore Institute of Management, Sterling Institute of Corporate Events, Munnar, International Management Institute etc. During the year 2012-13, the workforce was trained for 4084 mandays meeting MoU target. A few of the in-house training programmes arranged include topics of Leadership skills, Team building, Building a high performance team culture, Quality circles, Time management and positive attitude for success, Awareness programmes on health, Vigilance matters, Safety matters, Accident prevention. Some of the external training programmes/seminars attended by the workforce were- Total quality in purchase process, e-procurement, Managing the Contractual workforce, Knowledge of labour laws, Ore team’s annual conference-12, Electrical Safety Audit, 6th Indian Steel Summit, Management Development Programme on project management and Appraisal, Conclave on effective Corporate Governance through Vigilance, ISO Internal audit course, Joint education programme by CBWE, Ethics in governance, Forensic audit and transparency in Public procurement, CSR for CPSEs and Sustainable Development, MDP on time management, National Convention on Public Sector Enterprises – towards creating competitive human capital-Innovation-leading change for inclusive growth etc. Kaleidoscope July 2013 69
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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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It has also been experienced that g
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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
Page 22 and 23: ‘deliberative bodies’ in 2008:
Page 24 and 25: Bridging Skill Deficit Through Voca
Page 26 and 27: Ministers of the respective States
Page 28 and 29: Skills Development Ms. Tine Staermo
Page 30 and 31: Education for Skill Development Pro
Page 32 and 33: years, three language formula, teac
Page 34 and 35: Issues in Human Resource Skill Deve
Page 36 and 37: The Human Resource in every organiz
Page 38 and 39: National Skill Development & Role o
Page 40 and 41: guides , facilitates and controls v
Page 42 and 43: Challenges for CPSEs in Skill Devel
Page 44 and 45: Ykksxksa dks dq”ky cukus esa ih,l
Page 46 and 47: esa yksxksa dks dq”ky cuk ldrh gS
Page 48 and 49: ARTICLE etc. No of employees covere
Page 50 and 51: ARTICLE IndianOil CSR - Skill Devel
Page 52 and 53: ARTICLE program of IndianOil since
Page 54 and 55: ARTICLE Table: 2 Category Training
Page 56 and 57: ARTICLE Company Funds Allocated To
Page 58 and 59: ARTICLE NLC in Forefront in Skill D
Page 60 and 61: ARTICLE imparted at the site itself
Page 62 and 63: ARTICLE HPCL - Capability Building
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Page 66 and 67: ARTICLE • To provide the employee
Page 70 and 71: ARTICLE RCF’s Positive Approach t
Page 72 and 73: ARTICLE Learning Institute The Lear
Page 74 and 75: ARTICLE Employee Development is Cul
Page 76 and 77: ARTICLE Skill Development in ITPO -
Page 78 and 79: ARTICLE Skill Development & Capacit
Page 80 and 81: ARTICLE Sewing class for local ladi
Page 82 and 83: ARTICLE Similarly the managerial an
Page 84 and 85: ARTICLE National Backward Classes F
Page 86 and 87: ARTICLE ranging from 53 on 18th Jun
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