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
