VALUE CREATION FOR INSTITUTIONALIZING THE BEST TALENT IN THE MOST VALUABLE

LEADERSHIP POSITION IN PLANTATION SECTOR

Dr. V. G. Dhanakumar, Director

Indian Institute of Plantation Management (IIPM) Bangalore (An Organization by the Ministry of Commerce & Industry-GOI)

Strategic Talent

Management

in Plantation

Sector

Talent, Talent Management,

TIS, TIP, Talent Mapping

In-built System of Workforce

Talent

Networking Nation-wide

Planters‟ Talent Group

Learners’ View on Learning

Imperatives

Talent

Amalgam of

knowledge, skills,

cognitive ability,

attitude, values and preferences

GOAL

Focusing on value creation is not

sufficient.

Its action should assimilate and

re-create individual and behavioral

action, as value capture.

Contd..

Talent in Specific (TIS)

GOAL

Plantation need to “isolate

mechanisms” that enable them to

actually capture the value.

The above mechanisms help to

decode and translate behavioral

talent for wider application

Talent in Specific (TIS)

Systematic assessment, development, engagement

and deployment with high potential value

to Plantation sector

Talent Management

“Never been a war for talent;

rather, always need for strategic approach

for the best talent-in-practice

by the most valuable person/position”

4 Elements of Talent Management Systems (TMS)

1) ATTRACTING TALENTS

2) KEEPING TALENTS

3) MANAGING TALENTS

(Produce Maximum knowledge, innovation and impact)

4) IDENTIFYING TALENTS

Non-talented Pool: Unproductive, frustrated, untapped

(Management must identify hidden talents of the employees)

3Cs of Talent

knowledge

1) Competence skills today and

values tomorrow

work hard

2) Commitments expected task

discretionary energy

real contribution

3) Contribution meaning of work

purpose of work

Head (being able)

Hands & Feet (being there)

Heart (simply being)

Source: Ulrich 2006

Talent-in-Practices a) Internal Fit: Attract, select, develop, evaluate & retain talent

b) Cultural Fit: Internal fit should align closely with Corporate Culture

c) Strategic Fit: Link to the business strategy and long-term goals of plantation sector

Strategic Talent Management Approaches

• People Approach

• Spare time across 3M levels.

• Support personal/professional needs

• Strategic Approach

• Managing non-talented pool at the down-stream (M1 level)

• Practice Approach

• HD-TQM-Quality Circle through talent-in-practice, & KAIZEN.

• Attain internal talent and succession

Talent Mapping (Formalized Process)

• Link talent to support growth to assess shortfalls or gaps

• Adaptable & less reliant on increase expensive

and time consuming hiring

• Identify existing talents for key business needs

to create competitiveness

Palm Oil

Tea

Coffee

Rubber

Associated Agri-Business

TALENT-IN-PRACTICE (TIP)

NURSERY, FIELD

AND FACTORY

Top Management

Middle Management

Frontline Management

Workforce

High Potential HR

Specialists

Tower of Talents

Employees of

Plantation

Talent Management is no longer limited to Top Talent

Staff / Supervisors

Managers

Supervisors Supervisors

Supervisors

Plantation (Corporate)

WGs: Workforce Groups

Facilitating Institutions

Sustainable Livelihood System

Staff Staff

MACRO (M3)

MESO (M2)

MICRO (M1)

Perception and

Behavioural aspects of Workforce

Planters‟ Perception on Workforce Group

Alcoholic

Perception of Planters on workforce

High absenteeism (20%)

Relentless to accept

innovations at work Never trusting

management

Lack of commitment

Money minded

Workforce Perception on Planters‟

No counseling from Management

Never discuss company profit to work force

Never recognized my good work (either

socially or monetarily)

More task-oriented and profit motive approach

We came to know through

Union / Supervisors

No understanding on our life pattern and

basic needs

Perceived Style of Workforce

Encourage union (multiple) to intervene

with management

Never work after 5 pm, even rush period

Management frequently change managers and they recommend new types of work patter

– ignore it

Quarrelling with managers / supervisors

False health claim

Dropping nuts / Damaging Tree

Perceived Style of Workforce (Negativity of Talent)

Perceived Style of Work(ers)

Bolt/Nut

Palm Oil Machine CTC Machine

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Error Prevention Vs.

Error Detection

(An ounce of prevention is worth a pound of cure)

a) Error Prevention Vs. Error Detection (An ounce of prevention is worth a pound of cure)

Techno-Productivity & Management (Tea Nursery)

Example: Prevention of club callusing in tea nursery - Procurement of soil/sand within pH limit (4.8 to 5.00) - EC=0.02 m.m. hos/cm2 - Rooting Medium: Sandy loam texture - Growing Medium: Clay loam texture - Sleeves size: 30x10cm x 150 guage, Soil

sieving, use number & mesh

b) Error Prevention Vs. Error Detection (An ounce of prevention is worth a pound of cure)

Example: Error Deduction in tea (Oil palm) nursery - Tend to use Aluminium Sulphate for reducing

soil Ph @ 100 gm in 10 litre (or) 1 litre /cu. Ft.

- More labour is required for watering to leach the un-utilized aluminum sulphate

Techno-Productivity & Management (Tea Nursery)

c) Error Prevention Vs. Error Detection (An ounce of prevention is worth a pound of cure)

Example: Managerial & Human issues - Traditional procurement methods are followed.

For e.g. soil purchase was made based on quantity than quality

- Functional literacy at the grass-roots level was minimal

- Focused on error deduction and cost investment than error prevention and cost minimization

Techno-Productivity & Management (Tea Nursery)

Technology Management (Tea Nursery)

Techno-Productivity & Management ( Tea Nursery)

Palm Oil Nursery Plant

a) Error Prevention Vs. Error Detection (An ounce of prevention is worth a pound of cure)

Techno-Productivity & Management

(Pest Management)

Example: Prevention of white stem borer in coffee plantation

- Tracing of infected plants prior to fly periods - Plants should be kept clean and free from

cracks and crevices - Gleanings

b) Error Prevention Vs. Error Detection (An ounce of prevention is worth a pound of cure)

Example: Error Deduction for control of white stem borer in coffee plantation

- Swabbing with Lindane 20 EC - Use of pheromone traps to attract female

beetle

Techno-Productivity & Management (Pest Management)

c) Error Prevention Vs. Error Detection (An ounce of prevention is worth a pound of cure)

Example: Managerial & Human issues - Continuous surveillance and scouting of pest - Functional literacy at the grass-roots level was

minimal - Focused on error deduction and cost

investment than error prevention and cost minimization

Techno-Productivity & Management (Coffee Nursery)

Techno-Productivity & Management (Field)

Policy Objectives Technological Requirements

Issues (Managerial & Human Based)

Field Productivity and Quality

To protect soil, water, atmosphere and bush health

1) Optimal use of agri-chemical in plantation e.g. Nitrogen

2) To maintain residue tolerance limits (MRL)

In a business setting the goal may be to maximize profit and to have the highest yield/ha. For e.g. the concept of “Nitrogen” application in plantation is based on “Replacement Theory (RT)” i.e. the anticipated yield forms the basis for calculating the fertilizer requirement than preserving natural resources.

Wedge Grafting

Graft Binding

Trained Coffee Plant

Field Productivity

Coffee Machinery

Tea Machinery

Factory Components

Mode of breakdown

Cause of breakdown

Predictability Recovery Time

Action Plan

Fermentation drum

Tend to jump and

break

Bearing worn out

Visual/

proper checking of four wheels

2-3 hours

Tighten the roller

chain

Impeller blades

Breakage of impeller

Improper handling

Visual 2-4 weeks

Spare impeller may be

kept

Rotor Vanes Breakage/ Jamming

Over feeding

Visual or Amp. Meter

1 hr Amp meter should

not exceed

the limit

Preventive Strategy for Factory

Techno-Productivity & Management (Factory)

Preventive Strategy for Factory

Factory Components

Mode of breakdown

Cause of breakdown

Predictability

Recovery Time

Action Plan

V-belt Cut off or worn out

General wear and

tear

Visual 2-3 hours Use matched set

of belts

Crank shaft Bearing Breakage

Poor lubrication

(1: 28)

Abnormal noise

None -

Motor Field winding burnout

Overload /single phasing

Motor heating

1 to 2 days

Periodical inspection

Techno-Productivity & Management (Factory)

TIP

INTENSIVE-INDUSTRY-INSTITUTION-

INTERACTION (4IS)

2) Nurturing IIPMB Students / Scholars

* Opportunity to work with plantation and

associated industry

* Field, Industry and International Tour (FIIT)

* Corporate Training Segment (CTS)

* National / International Study (NIS)

Duration Credits

Trimester – I 12 weeks 15

Trimester – II 12 weeks 15

Field, Industry & International Study (FIIS)

04 weeks 06

Trimester – III 12 weeks 15

Corporate Training Segment (CTS) 12 weeks 15

Trimester – IV 12 weeks 15

Trimester – V 12 weeks 15 National / International Study (NIS) 04 weeks 06

Trimester – VI 12 weeks 15

Career Planning & Placement 4 weeks -

96 weeks 117 credits

IIPMB - 2 Years Management Programme

TIP

NATION-WIDE NETWORK FOR

PLANTERS

3) Facilitating Planters‟ expertise to emerge as talent group

a) Tea Planters Productivity Council (TPC)

* Indian Tea on top of the world through best global quality & Productivity Management

* Planters-centered multilayer talent building

workshops

* Knowledgebase pool of planters with the

concept of leaners-to-learn for effective co-

ordination of stakeholders

Structural & Functional Dimensions

of TPC

b) Grassroots Workforce Governance & Management (GWGM)

* Workforce knowledge Network to enhance

talent management-in-practice

* „Endogenous Development‟ to assess &

enhance performance and functioning of

plantation sector

* Self-reliance for identifying & organizing

talent and development programmes for

the grassroots workforce

c) Centre for Excellence for Inducting Tea Tasters and Market Analysist to Plantation

* State-of-the-art center for Tea Tasting and

Marketing (TTM)

* Asia‟s First Live Tea Tasting Video Streaming

Lab

* Professional Certificate Programme to upgrade

the skill of existing young talents &

professionals

d) Centre for Innovation and Entrepreneurship (CIE)

* Promoting Coffee Entrepreneurship on Techno-

managerial dimensions (coffee processing &

value addition, retailing of coffee products)

* Well-endowed technology laboratory to

provide hands-on talent training to potential

entrepreneurs

e) Centre for Advanced Management Research in Plantation (CARP):

* fulfil the management research requirements of

stakeholders

* encourage and facilitates senior researchers,

academicians, faculty members in management

institutes, universities, aspirant scholar,

planters/managers to pursue research

Fellow (Ph.D.) Programme in Management Research Chair

• Research Pool for the Ministry & Commodity Boards • Opportunity for Senior Managerial Personnel of agri-plantation sector • Consultancy Services • Benchmarking Reports • Critical Issues Reports • Linkage of Research Centres and Scholars in India & Abroad • Applied Research • Mentors‟ Insight • Focus Studies • Sabbatical Research • Research Journal

Centre for Advanced Management Research in

Plantation (CARP)

Strategic Research Unit Fellow Programme in Management

IIPM Centre, Assam

IIPM Research Unit, Andhra Pradesh

(To be developed as a Centre at a later stage)

f) Management Development Programmes (MDPs)

* Short Term Executive Programme (STEP),

Reach-out Programme (ROP) (reaching

unreachable zones in the country

* 1171 MDPs/Workshops

39115 stakeholders (including North East

India)

* plantation and associated sector rated

IIPMB programme at 4.13 (very good

category) in the five point scale

4) Policy Implication for Talent

WHAT IS SUCCESSION PLANNING?

is a process of developing talent to

meet the needs of the

organization present and in the

future.

Why do succession efforts fail?

They fail because…

1. Managers prefer to do the work of

individual contributors over getting work

done through others

2. Fear of having the difficult conversations

3. Time

4. Lack of accountability from the top

5. Skill: Don‟t know & how to do

Talent Identification and Development

Succession Planning

Readiness Scale for Talent to take on Senior Leadership Positions:

7 to 10 Years 4 to 7 Years 2 to 4 Years Ready Now

Talent Management

Objectives

The aligned talent management system is the rest of the iceberg.

Talent Readiness Scale

Succession Planning

Objectives

Succession Planning is tip of iceberg

THE TALENT TRACKING CHALLENGE

capture at least some talent & succession

for the top

Ta

len

t R

ea

din

ess S

ca

le

Identify High Potential

individuals deeper in the organization.

Grassroots talent multiplier

Conclusion

• Understanding the concept of Talent, Talent Management, Talent in Specific (TIS), Talent Management Systems, Strategic Approaches of Talent Management, Talent-in-Practice (TIP) and Talent Mapping.

• Effectively and widely under-utilized practices can help plantation to attract, select, develop and retain TALENT.

• Master “Talent-in-Practice (TIP)” for Competitive Advantage in the “New Millennial Generation”.

• Obsessed with “owning” talent with internal, external and stakeholders system, induces entire supply chain management.

• Create Plantation VISION 2020: Imperatives for Talent (Human Capital) Policy.

VGD@IIPM