1. ROLL NO.NAME 05Daksh Agrawal 14Sneha 27Navya Jain 37Anand Shankar 51Priyanka Srivastava 65Pooja Rani 2

1HUMAN RESOURCE DEVELOPMENT

MULTISKILLING

HUMAN RESOURCE DEVELOPMENTGROUP 5

PERSONNEL MANAGEMENT IIXAVIER INSTITUTE OF SOCIAL SERVICE

2

GROUP MEMBERS

ROLL NO. NAME05 Daksh Agrawal14 Sneha27 Navya Jain37 Anand Shankar51 Priyanka Srivastava65 Pooja Rani

HUMAN RESOURCE DEVELOPMENT

HUMAN RESOURCE DEVELOPMENT 3

ROADMAP• Introduction

• Types of multiskilling

• Who needs to get multiskilling

• Need for multiskilling

• Techniques of multiskilling

• Advantages of Multiskilling

• Barriers to Multiskilling

• Case Study

• Bibliography


MULTISKILLING: AN INTRODUCTION

• Organisations typically multiskill with

the intent of removing functional

barriers and increasing the flexibility of

the workforce; it is rarely about the

‘ideals of job enrichment and

empowerment’ as advocated by certain

humanistic organisational change

specialists. (Economist, 1991)


• Multiskilling refers to training

workers to be able to undertake a

wide range of different jobs, instead

of just one.

• Cordery (1995) classified

multiskilling into 4 types.

MULTISKILLING: AN INTRODUCTION


TYPES OF MULTISKILLING

1. VERTICAL MULTISKILLING:

The extent to which supervisory or

administrative support tasks are

learned by individuals.

2. HORIZONTAL MULTISKILLING:

This is learning skills from another

discipline or function within an

organisation.


HORIZONTAL MULTISKILLING

• SKILL BROADENING : Where minor elements

and tasks are learned on top of the

predominant activity (major task). So expertise

is maintained in the major task with elements

added to increase efficiency.

• CROSS SKILLING/DUAL SKILLING : Where

another major activity is learned in addition to

the main craft and a person is considered

competent to carry out any activity in these

two main disciplines.


TYPES OF MULTISKILLING

DEPTH MULTISKILLING: This is the

acquisition and application of more

complex, specific skills within the same

trade or discipline.

MULTISKILLED TEAMS: A multiskilled

team is a group of individuals who

collectively have a range of skills.


MULTISKILLED TEAMS

1. Traditional single skilled individuals collected

into one team and managed by one

supervisor, or

2. A team of multiskilled individuals.

The intent is to have a team where the

strengths and specialities are combined,

which increases the range of skills available

to tackle certain issues.


MULTISKILLING INITIATIVE : INDRADHANUSH @ ACC

Concrete

• The concept of Indradhanush challenges the

theory of ‘one person - one role’.

• The aim of this development model is to train

people and make them ‘green’ in

multiple competencies.

• The model includes a carefully crafted Multi-

skill index to measure progress.

(As explained by Dr. Tanaya Mishra, Chief

People Officer, ACC Concrete)


MULTISKILLING INITIATIVE : INDRADHANUSH @ ACC

Concrete

• The model encompasses 3 phases:

1. Plotting a multi-skilled profile for

each of the plant personnel.

2. Developmental initiatives through

OTJ training.

3. Assessments and remapping.


Each colour code had an interpretation:Red: Not capable of handling the job role even with support.Yellow: Capable of handling the function under supervision and support.Green: Capable of handling the function independently.


• Each colour box was then assigned a score.

Once complete, the whole matrix was converted

into a commonly understood index.

• The programme began with 2.26 index points

out of 5. Within the first 6 months, the index

moved up by 22 percent.

• By the end of 2010, the target was to achieve

an index of 3.5. Efforts were made using well

structured on-the-job training through coaches

who are not only experts in the core subject but

also specially trained in coaching skills.


• The process is now well established and has

brought tremendous benefits to

the organization, in terms of helping it

maintain its lean and agile structure, which

in turn boosts competitiveness.

• The whole process has also answered issues

related to role enhancement, increase in

operational efficiency, optimization of

manpower, better shift management and

leave plans, career development, filling

recruitment gaps and succession planning.


WHO NEEDS TO GET MULTISKILLED?

It is important to understand who needs to get multi

skilled. Do they need to be at a particular level or position,

or doing a specific work? Interestingly, most experts do

believe that being multi-skilled is level-agnostic.

1. Technical staff- People trained in technical skills need

to have mastery over more than one platform

2. Non-technical staff- The non-technical staff can be

trained in support functions to save an organization

considerable cost.


• Training should preferably be in

related/adjacent fields, so that the

existing skills of the employees are

appropriately leveraged.

• Multiskilling is not so much about a

particular level or category of

employees. It is about a mindset. It is

about skill sets and it is fairly level-

agnostic.


NEED FOR MULTI SKILLING

In an era of specialization, the downturn has interestingly

brought into focus the necessity of having a multi-skilled

workforce.

• Multi-skilled workforce helps to avoid retrenchment,

reduce hiring and increase efficiency.

• Possession of an additional skill goes a long way in

opening new channels and opportunities for professionals.

• It allows the company to bring about cost-cutting in

various forms and more importantly, an individual does not

become indispensable for the company, or rather a

company need not depend on a particular person for doing

a specialized job in which he is an expert.


• A multi-skilled workforce helps in addressing

customer demand faster and better.

• It would be self-managed and flexible according

to the requirements of the company.

• From the perspective of the employee, multi-

tasking would allow them to become diversified and

maintain high levels of motivation and enthusiasm.


TECHNIQUES OF MULTISKILLING

Multiskilling can be developed through a

variety of techniques which are as follows:

Coaching and Mentoring

Job-Rotation

Job-Shadowing

Self-Learning

Temping

Team-based Cross-functional projects


COACHING & MENTORING

COACHING

• Takes place between worker and supervisor−Can provide specific performance improvement and

correction

MENTORING

• Senior employee paired with a junior employee

(“protégé”)−Helps to learn the ropes−Prepares protégé for future advancement


JOB ROTATION

• JOB ROTATION−Train on different tasks/positions

−Often used to train entry-level managers

−Also used to provide back-up in production positions


JOB SHADOWING

• Job shadowing is a career exploration activity that

offers an opportunity to spend time with a

professional currently working in a person’s career

field of interest. Job shadowing offers a chance to

see what it’s actually like working in a specific job.

• The new hire may spend one to five days following

the routine of the employee, learning general job

responsibilities, observing how the tasks are carried

out, and getting some insight into methods that

allow for efficient handling of the job.


SELF-LEARNING

In self-directed learning (SDL), the individual

takes the initiative and the responsibility for what

occurs. Individuals select, manage, and assess their

own learning activities, which can be pursued at any

time, in any place, through any means, at any age. In

schools, teachers can work toward SDL a stage at a

time. Teaching emphasizes SDL skills, processes, and

systems rather than content coverage and tests. For

the individual, SDL involves initiating personal

challenge activities and developing the personal

qualities to pursue them successfully.


TEMPING

• Temping means working short employment stints

with a variety of clients, usually through a temping

agency or staffing firm. Although temporary, the

worker bases his/her working life around this kind

of work as it offers increased flexibility and variety

• Temping is a tri-party agreement, between the

client company, the third party vendor and the

employee (also known as associate or temp.

• The temp workers work in the facility of the client

companies, but receive salary and benefits from

the temp agencies.


LEARNING BY DOING

• New forms of learning by doing

seem to be emerging. Technology

could play a role in finding

innovative ways to enable skills

development and greater

understanding of personal actions,

reactions and decisions.


ADVANTAGES OF MULTISKILLING

• Workforce is more flexible.

• Helps in change management.

• Employees are better prepared to anticipate

problems or requirements or other areas.

• Employees can assume other tasks when there is

absenteeism.

• Employees can be moved into other positions at

peak operational time.

• Employees become more aware of the work flow.

• More talent available for the organizations.


ADVANTAGES OF MULTISKILLING

• Out of the box thinking, influx of new ideas, creative

solutions through role reversals and lateral moves.

• People in different functional areas are connected.

• Increasing task variety increases employee satisfaction.

• Greater employability for employees.

• Contributes towards employee training & development.

• Cost-effectiveness and cost-cutting.

• Better cope-up with technological change.

• Test trainees, helps identify person’s strengths &

weaknesses.


BARRIERS TO MULTISKILLING

• Demotivates intelligent and aggressive employees

who seek specific responsibility.

• Eventually creates a number of employees with limited

job knowledge.

• Encourages generalization, more appropriate for

developing line managers than functional staff.

• Sometimes, there is an undercurrent of frustration.

• New jobs, environment and learning can unnerve

employees.

• Employees fear not living up to expectations.

• Employees are uncomfortable with the changes and

cannot deal with the conflict of the role and their

personality.


MULTISKILLING WORK SPECIALIZATION

•Makes employee stretch to the limits

•Jobs can become to simplified

•Needs constant support and thorough guidance throughout the process of acquiring multiple skills

•Employees become bored and tired, safety problems and accident rates increases

•Being a developmental process makes it slow

•Absenteeism rises

•Very Sensitive issue, it is imperative to find right person for right job in right time

•Quality of work may suffer

•Small businesses by necessity have multiskilled people

•Industries employee specialized workers

MULTISKILLING VS. WORK SPECIALIZATION


IMPACT OF WORK SPECIALIZATION


MULTISKILLING VS. WORK SPECIALIZATION

PARAMETERS MULTISKILLING WORK SPECIALIZATION

Quality High High

Speed High Moderate

Dependability High Moderate

Flexibility High Low

Cost High Low

Health and safety High Low

Quality of working life

Low Moderate


CASE STUDY


BIBLIOGRAPHY

• Human Resource Development, Jon M. Werner & Randy L.

Desimone, Pg. 151-201,Eighth Edition, Cengage Learning

India Pvt. Ltd.

• http://

wps.pearsoned.co.uk/ema_uk_he_slack_opsman_4/17/4472/1144953.cw/index.html

(Retrieved February,2012)

• http://www.hrprofessor.com/article6.html(Retrieved

February,2012)

• http://

hsc.csu.edu.au/ind_tech/ind_study/2530/Multiskilling.html

(Retrieved February,2012)

http://wps.pearsoned.co.uk/ema_uk_he_slack_opsman_4/17/4472/1144953.cw/index.html



http://www.hrprofessor.com/article6.html

http://www.hrprofessor.com/article6.html

http://hsc.csu.edu.au/ind_tech/ind_study/2530/Multiskilling.html

http://hsc.csu.edu.au/ind_tech/ind_study/2530/Multiskilling.html


Documents

1. ROLL NO.NAME 05Daksh Agrawal 14Sneha 27Navya Jain 37Anand Shankar 51Priyanka Srivastava 65Pooja Rani 2