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PARIVARTAN - Training & Development Program, Planning and Implementation at MEWCI*

CASE STUDY, HUMAN RESOURCE MANAGEMENT
ET Cases, 16 pages
AUTHOR(S) : Dr. B.N.Balaji Singh and Prof. Brijesh Singh

Case Preview

PARIVARTAN – Training & Development Program, Planning and Implementation at MEWCI

 

Vijay Mirchandani was a pioneer in the field of electric power transmission in India; he started MEW (Mirchandani Engineering Works) in 1949. In 1954, he won a  Government of India contract to provide supply transmission towers for the Beas Dam Project, an upcoming power project in the Northern part of India. The company had to build a repository of its resources to execute a project of such a mega scale. As a result MEW started its first manufacturing plant in Vijaywada Industrial Area, Andhra Pradesh in 1955. This was augmented by another manufacturing plant at Gopalpur, Orissa in 1959, followed by a manufacturing unit in Durgapur, West  Bengal in 1961. MEW started manufacturing cables wires at its othertwo plants in Naroda, Ahmedabad, Gujarat and Ludhiana, Punjab, that were established in 1963 and 1968, respectively. By 1969, MEW was supplying over 50% of transmission towers demands in India.

By 1971, Mirchandani Group, as it came to be known, comprised of two companies with five manufacturing units in different parts of the country. Post Vijay  Mirchandani’s death in 1971, internal family feuds saw the the company being sold out to Credence International, an Indian Multinational Conglomerate having its interest ranging from oil exploration to retail. Credence International knew that MEW had strong brand equity in the marketplace. They decided to leverage on the  existing brand and the new merged entity was rechristened as MEW Credence International Limited (MEWCI Ltd.) in the Engineering Procurement and Construction (EPC) towers space.

The Current Situation: Today MEWCI Limited has a turnover of $1.5 billion with global operations spanning more than 10 countries across Asia, Africa and Europe. It is among the top three privately-held companies in the world and the largest in India in the field of transmission and telecommunication tower manufacturing space.

The Current Situation: Today MEWCI Limited has a turnover of $1.5 billion with global operations spanning more than 10 countries across Asia, Africa and Europe. It is among the top three privately-held companies in the world and the largest in India in the field of transmission and telecommunication tower manufacturing space....

The Process of Understanding the Organization

Understanding MEWCI

According to Dr. Deo commitment, planning and execution were the key to success in improving the human resource productivity at MEWCI. Any training and development program starts from analyzing the gap between existing skillset and desired skillset. He started with analyzing the desired and existing skillset through:

• Goals and objectives of MEWCI
• Organization structure depicting different levels and roles
• Workflow model

He had a fair idea about the objectives and goals of MEWCI as a global market leader in EPC of transmission and telecommunication space in the near future. Moreover, during his meeting with the CEO, he had a discussion regarding the organizations future course of action............

Learning from the Work-flow Model

1. Raw Material Procurement: Steel angle bars and fasteners, directly purchased from the suppliers, are the raw material used for manufacturing of towers. Multiple suppliers supplied raw material according to the international standards and specifications. Quality is checked both by suppliers and MEWCI. The raw material is directly transported to the company storage. Steel angle bars are further sent to machine shop for further processing after quality check. Fasteners are used only during erection of towers to fasten different parts of a tower.

2. Quality Check: After the raw material reach the factory the factory’s QA Department checks to assure the quality.

3.Storage: The manufacturing plant has its own vast storage where they store raw material, fastening products and different tools. A storekeeper maintains the records. ................

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

MEWCI Objectives and Strategies

The first step in the training process was to assess clearly the short and long term objectives, the strategies of MEWCI and to find out how the training process will dovetail in the broader strategy of MEWCI. MEWCI aspired to be the market leader in transmission and telecommunication tower EPC space in the next half of the decade. To achieve this objective the first strategy was to improve upon the productivity of employees at all levels. This called for an immediate needs assessment of organizational ability and employee skillsets.


a) Needs Assessment:

A thorough needs assessment was to be done to diagnose the present problems and future challenge to be met through training and development. It was decided that skillset of every employee needs to be assessed in the first quarter (January – March) of Year 2012. Assessment in this case was a process of finding out the GAP between existing skillset of employees and desired skillset. Based on the needs assessment a thorough training and development programme was to be designed (Exhibit III).

b) ......................

Unit Level Planning and Execution

The Plan for PARIVARTAN proposed by Dr. Deo and his team was approved by the Board of Governors and 25% of the requested investment was released to initiate the process. The duration was for the entire financial year starting from April 2012 and ending on March 31st 2013. The final skill assessment will start from April 2013 and may last the entire 2nd quarter (April–June) of the calendar year 2013.

Dr. Deo visited each of the three divisions to guide the HR staff hands-on in the technicalities involved in implemeting each of the planned stages of PARIVARTAN. After a thorough three day training to HR executives (one day at each of the locations, they were ready to execute the Training and Development plan for PARIVARTAN)..............

Dilemmas

The trainings were deployed as per the schedule and after the end of the first month i.e., April 2012, Dr. Deo had the MIS for the complete month showing attendance of employees who attended different trainings across all the three manufacturing units of MEWCI (Annexure I). After going through the MIS Dr. Deo was completely puzzled. The MIS had shown low attendance in different trainings conducted for target group employees across all the three divisions. For the entire month at all the three locations 791 employees had to attend different training programs but the actual number of employees who attended the program was only 172, less than 25% of the planned number...............

Exhibits

Exhibit I: Organogram of MEWCI

Exhibit II: Workflow Model

Exhibit III: Sample Workmen Skill Matrix

Exhibit IV: List of Trainings

Exhibit V: Sample Presentation for Workers in Hindi

Annexure

Annexure I: Weekly/Monthly MIS for the Month of April 2012

Teaching Note Preview

PARIVARTAN – Training & Development Program, Planning and Implementation at MEWCI

 

Synopsis

This case study brings forth the nuances of designing and implementing a “training and development” program christened PARIVARTAN. It brings forth the critical importance of training and development and the challenges faced by the HR Manager in implementing these programs in the organization. The case has been narrated from the point of view of the protagonist Dr Vikram Singh Deo, a seasoned professional in the field of HR, who has newly joined an organization MEWCI, among the market leaders in telecommunication and transmission EPC (Engineering, Procurement and Construction) space. The case study aptly narrates the activities undertaken by him to understand the objectives of the organization, design and implement the training program, measure the gaps and take corrective action and overcome challenges to close the gaps between planning and execution.

Case Positioning and Setting

The target audience for this case study is II year PGDM/PGPM/MBA students who have taken HR specialization. The case has been written primarily to help students understand the concepts of designing and implementing a training and development program in an organization.

Prerequisite Conceptual Understanding

Students should have a basic understanding of courses in Organizational Behavior and Human Resource Management.

Expected Learning Outcomes

  • • Understand and familiarize with the importance of training and development in an organization
  • • Acquire knowledge of the basic factors influencing the design of a training program
  • • Understand the different phases and the relevant queries in the mind of an HR professional while designing and implementing a training and development program

 

Assignment Questions

  • I. List the reasons for “Low Attendance” of employees at Parivartan (a training and development program)?
  • II. What according to you can be the corrective measures for successful completion and effective improvement in skillset of the employees through Parivartan?
  • III. With reference to the case study, what are the important factors affecting the design and implementation of a training program?
  • IV. ................

 

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Product code: HRM-1-0030, HRM-1-0030A

Abstract


This case study brings forth the nuances of designing and implementing of 'PARIVARTAN' a robust and well aligned "training and development" program in an organization to bring about structured growth in ROI. It brings forth the critical importance of training and development and the challenges faced by the HR manager in implementing these programs in the organization. Through the uphill task of needs analysis, aligning organizational objective to existing protocol to increase human effectiveness and efficiency through training initiatives, the case study highlights the technicalities and challenges involved in designing and delivering a training and development programme to employees at different levels in MEWCI.



Pedagogical Objectives

The objectives of the case study is to help students:

  • To understand and familiarize the importance of training and development in an organization
  • To acquire knowledge of the factors influencing the design of a training program
  • To understand the different phases and the relevant queries in the mind of an HR professional while designing and implementing a training and development program

Case Positioning and Setting

  • The case study can be used for MBA and Executive MBA in the HR
  • The case underlines the importance of HR function in organizations - to understand different aspects of training and development undertaken in an organization



* GSMC 2014, IIM Raipur

This Case Pack Includes:
- Abstract
- Case Study
- Teaching Note (**ONLY for Academicians)


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