VALUE CREATION FOR INSTITUTIONALIZING THE BEST TALENT … DHANAKUMAR... · 2014. 12. 9. · TIS,...
Transcript of VALUE CREATION FOR INSTITUTIONALIZING THE BEST TALENT … DHANAKUMAR... · 2014. 12. 9. · TIS,...
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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)
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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
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Talent
Amalgam of
knowledge, skills,
cognitive ability,
attitude, values and preferences
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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)
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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)
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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”
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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)
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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
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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
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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
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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
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Palm Oil
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Tea
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Coffee
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Rubber
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Associated Agri-Business
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TALENT-IN-PRACTICE (TIP)
NURSERY, FIELD
AND FACTORY
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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
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Managers
Supervisors Supervisors
Supervisors
Plantation (Corporate)
WGs: Workforce Groups
Facilitating Institutions
Sustainable Livelihood System
Staff Staff
MACRO (M3)
MESO (M2)
MICRO (M1)
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Perception and
Behavioural aspects of Workforce
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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
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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
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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)
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Perceived Style of Work(ers)
Bolt/Nut
Palm Oil Machine CTC Machine
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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VGD@IIPM
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Error Prevention Vs.
Error Detection
(An ounce of prevention is worth a pound of cure)
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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
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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)
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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)
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Technology Management (Tea Nursery)
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Techno-Productivity & Management ( Tea Nursery)
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Palm Oil Nursery Plant
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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
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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)
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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)
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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.
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Wedge Grafting
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Graft Binding
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Trained Coffee Plant
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Field Productivity
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Coffee Machinery
Tea Machinery
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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)
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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)
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TIP
INTENSIVE-INDUSTRY-INSTITUTION-
INTERACTION (4IS)
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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)
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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
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TIP
NATION-WIDE NETWORK FOR
PLANTERS
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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
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Structural & Functional Dimensions
of TPC
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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
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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
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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
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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
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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)
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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
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4) Policy Implication for Talent
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WHAT IS SUCCESSION PLANNING?
is a process of developing talent to
meet the needs of the
organization present and in the
future.
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Why do succession efforts fail?
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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
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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
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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
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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.
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VGD@IIPM