Skill Development - scope

ARTICLE
Similarly the managerial and
technical level have participated
in programmes like ‘Leadership
& Team Work for Excellence’,
‘Competency Building for
Leadership Roles’, ‘Awareness
of Quality Circle’, ‘Leadership
Summit’, ‘Project Management’
etc. The workers and supervisors
are given technical training on the
new technologies of production
adopted by the Company, from
time to time. As the Company has
a manufacturing unit, training
programmes on Industrial Safety
& Health are also organized.
In addition to the training programmes,
employees are also put
into cross-functional job rotation,
which also aids in the on-the job
skill development of people and
enables the employees to gain
varied knowledge of different
functional groups. This technique
helps the Company by having
multi tasking employees capable
of performing multiple tasks and
enriched with varied skills.
Starting from the training programmes
and job rotations, REIL
has also initiated two new employee
development programmes
-“Mentorship Development Programme”
and “360 degree feedback
mechanism”. The Mentorship
Development Programme has
been introduced for the first
Training programme.
time, in which 20 mentees have
been mentored under 02 mentors.
This programme aims to
develop the young manpower
under the experienced players.
In this way the mentees learns as
to how to sharpen their leadership
skills and to hone them for
future growth. The Company
has undertaken another initiative
at development of senior management
professionals through
adoption of “360° degree feedback”
mechanism. Initially 2% of
senior management has been put
through the paces in a pilot project,
and Company aims to cover
the middle level management in
the pursuit to develop leaders of
the future. Thus, skill building
could also be seen as an instrument
to empower the individual
and improve his/her social acceptance
or value.
The Company is not only expanding
and upgrading its training
facilities, but is also taking steps
to make potential employees jobready
before they join professional
organizations. To create a base
for skill development, vocational
training to the engineering/management
graduates, polytechnic
diploma students; apprenticeship
training is imparted to the students
of ITI who have just completed
their course. These apprentices
are then employed in
the Company, on need basis.
Skill building can be viewed as
an instrument to improve the effectiveness
and contribution of
workers to the overall production.
It is as an important ingredient
to push the production
possibility frontier outward
and to take growth rate of the
economy to a higher trajectory.
For far too long, something as
serious as skill development has
been allowed to remain the exclusive
preserve of the HR department.
With current and expected
economic growth, this challenge
is going to only increase further,
since more than 75% of new job
opportunities are expected to be
“skill-based.” Realizing the significance
and need for skilled manpower,
the Company is taking
several initiatives to contribute
effectively to the Government’s
endeavours. The Company has
planned to incorporate more development
programmes in line
with the market needs in preparation
to meet the challenges, which
are ahead.
82 Kaleidoscope July 2013