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Maruti Suzuki India Limited’s (MSIL’s) ‘Mind-Enlightenment’ Program

CASE FLYER, HUMAN RESOURCE MANAGEMENT
ET Cases, 5 pages
AUTHOR(S) : Syed Abdul Samad and Dr. Nagendra V Chowdary

Case Preview

Maruti Suzuki India Limited’s (MSIL’s) ‘Mind-Enlightenment’ Program

 

Expected Learning Outcomes

At the end of this case flyer discussion in the classroom, students should be able to:

• Understand the relationship between competencies, capabilities and training and development and find ideal ways to build competencies and capabilities amongst
employees
• Understand Maruti Suzuki India Limited’s (MSIL’s) ‘mind-enlightenment’ program and how it is contributing towards the efficiency and engagement of its employees
• Examine how the spirituality-related programs can help build employee competencies (personal, inter-personal and professional)

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I. Building Competencies and Capabilities: The Role of Training and Development

1. What do you understand by the term ‘competency’? How do you differentiate it from a person’s ‘capability’?

2. What do you think is the difference between the internal competencies and external competencies of a person?

3. What is the difference between ‘training’ and ‘development’? What are the most commonly deployed training and development methods? What do you think of their efficacy in terms of achieving the desired results?

4. ...............

II. MSIL’s Mind-Enlightenment Program: Engaging Employees

1. In the base article, Brahma Kumari Shivani says, “The sessions will help Maruti employees keep emotions in place.” Atul Jain of MSIL added, “The ownership in my
team members has also improved. They no longer hesitate in disclosing their mistakes.” How do you think MSIL’s ‘mind-enlightenment’ programs would help the employees from the standpoint of view of Intelligence Quotient (IQ), Emotional Quotient (EQ), Meaning Quotient (MQ) and Ownership Quotient (OQ)?

2. While the base article mentioned about several companies’ initiatives engaging with ‘mind-enlightenment’ or ‘spiritual’ development programs, do you think, these
competencies or capabilities help in the overall organizational development? If yes, how do you think companies could benefit from this? If no, why not?

3. .................


Exhibits

Exhibit I: Possible Stress Levels and Conflicts

Teaching Note Preview

Maruti Suzuki India Limited’s (MSIL’s) ‘Mind-Enlightenment’ Program

 

Synopsis

Maruti Suzuki India Limited (MSIL) had been struggling with workplace conflicts – strikes by workers, arson and violence which led to the death of Awanish Kumar Dev, General Manager (Human Resource) besides shutdown of plant – and its employees were faced with work-related stress. Thereby affecting the productivity, personal and inter-personal competencies and hindering organizational development. Hence, in order to resolve these issues, MSIL started the Brahma kumari’s spirituality and ‘mindenlightenment’ programs on an experimental basis in 2014, which yielded stellar results in productivity and general work ethic. Encouraged by these results, Maruti extended the training to all of its 18,000 employees. These training sessions while improving the efficiency levels, have also contributed to better employee engagement. Interestingly, with 45% young workforce, these training programs seem to be preparing the future and potential leaders to be true owners. However, many wonder if this initial euphoria would translate into long-term yields or would this pass as one more employeehygienic practice? This case flyer enables a discussion on how MSIL’s well-crafted ‘mind-enlightenment’ programs are helping its workforce to enhance their efficiency and emotional stability.

Before the Classroom Discussion/Prerequisite Conceptual Understanding (PCUs)

The participants are required to come prepared with the concepts outlined in the following suggested chapter for an effective classroom discussion:

• Gary Dessler and Biju Varkkey, “Chapter 8: Training and Developing Employees”, Human Resource Management, 12th Edition (Indian Adaptation), Pearson Education, Inc., 2011 –

  • a. Training and development needs of employees
  • b. Selecting and designing the training and development program
  • c. Manage organizational change programs for improving the competencies of employees and overall organizational development

 

• Susie Cranston and Scott Keller, “Increasing the Meaning Quotient of Work”, McKinsey Quarterly, January 2013 – To understand what it takes for employees to derive ‘meaning’ out of their work that makes a difference to themselves and others

Positioning of the Case Flyer

This case flyer can be used in the following courses/modules:

Human Resource Management –

  • • Training and Developing Employees – Analyzing training needs and designing the program and competency models; Managing organizational change programs

 

Suggested Orchestration

The classroom discussion and analysis for this case flyer was facilitated under two broad sections [Exhibit (TN)-I]...................

Case Analysis

I. Building Competencies and Capabilities: The Role of Training and Development

• Capability and Competence are the manifestations of abilities and skills respectively.

• Competency – It is the measurable or observable knowledge (understanding of practical or theoretical subjects), skills and abilities (natural or developed capacities to perform) and behavior (action or conduct).

• Capability – It is the ability of an individual to perform or achieve certain actions or outcomes through a set of controllable and measurable faculties, features, functions, processes, or services.

• While ‘capability’ describes the quality of an individual being capable, ‘competency’ describes the quality of the work an individual can do.

• Competency can be of two types – internal and external. External competency refers to the level of skill that an individual has, which is an extension of capability, i.e., if a capability of an individual to do something is honed to a great extent then it becomes his skill or competency. Internal competency refers to the knowledge and behavioral attitude of an individual.

• While ‘Training’ refers to the knowledge imparted about external competency, ‘Development’ refers to the improvement of internal competencies like the attitude.

• There are many types of training and development methods which include – On-the-Job Training; Apprenticeship; Informal Training; Job Instruction Training; Lectures; Audiovisual-based Training; Vestibule Training; Teletraining and Video Conferencing; Electronic Performance Support Systems (EPSS); Computer-based Training; Simulated Training; Internet-based Training and the Virtual Classroom.

• Out of the above mentioned list, some training methods enrich the employee with external competencies (work-related skills) and few other methods develop internal competencies (attitude) of the employees.

•......................

Exhibits

Exhibit (TN)-I: Discussion Dashboard

Exhibit (TN)-II: Relevant Training Methods Based on Competency Type

Exhibit (TN)-III: Relevant Training Methods Based on Employee Level

Exhibit (TN)-IV: Achieving Ownership Quotient

Exhibit (TN)-V: Engaged Employees

Exhibit (TN)-VI: Engaged Employees

Exhibit (TN)-VII: Characteristics of Millennials

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Product code: HRM-4-0009, HRM-4-0009A

Abstract


This Case Flyer, based on an article1 from The Economic Times, enables a discussion on how Maruti Suzuki India Limited’s (MSIL's) well-crafted 'mindfulness' programs are helping its workforce to enhance their efficiency and emotional stability. Started on an experimental basis, spirituality and 'mind-enlightenment' programs by Brahma kumaris have yielded stellar results in improving productivity general work ethic and most importantly reducing the stress levels and conflicts. Encouraged by these results, MSIL extended the training to all of its 18,000 employees. These training sessions, while improving the efficiency levels, have also contributed to better employee engagement. Interestingly, with 45% young workforce, these training programs seem to be preparing the future and potential leaders to be true owners. However, many wonder if this initial euphoria would translate into long-term yields or would this pass as one more employee-development practice?



Pedagogical Objectives

  • To examine the relationship between competencies, capabilities and training and development and discuss on the ideal ways to build competencies and capabilities amongst employees
  • To understand Maruti Suzuki India Limited's (MSIL's) 'mind-enlightenment' program and discuss on how it has contributed to its employees' efficiency and engagement
  • To discuss and debate on whether the spirituality-related programs can help build a few requisite competencies (personal, inter-personal and professional)

Positioning of the Case Flyer

This case flyer can be used in the following courses/modules: a) Human Resource Management

  • Training and Developing Employees Analyzing training needs and designing the program and competency models; managing organizational change programs


1 Prachi Verma, 'Maruti Staffers Tank up on Spiritual Wisdom', The Economic Times, September 12th 2014



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- Abstract
- Case Flyer
- Analysis
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