MULTISKILLING

HUMAN RESOURCE DEVELOPMENT

GROUP 5
PERSONNEL MANAGEMENT II
XAVIER INSTITUTE OF SOCIAL SERVICE

HUMAN RESOURCE DEVELOPMENT

GROUP MEMBERS
ROLL NO.
05
14
27
37
51
65

NAME
Daksh Agrawal
Sneha
Navya Jain
Anand Shankar
Priyanka Srivastava
Pooja Rani

HUMAN RESOURCE DEVELOPMENT

ROADMAP

Introduction
Types of multiskilling
Who needs to get multiskilling
Need for multiskilling
Techniques of multiskilling
Advantages of Multiskilling
Barriers to Multiskilling
Case Study
Bibliography

HUMAN RESOURCE DEVELOPMENT

MULTISKILLING: AN
INTRODUCTION
Organisations typically multiskill with
the intent of removing functional
barriers and increasing the flexibility
of the workforce; it is rarely about
the ideals of job enrichment and
empowerment as advocated by
certain humanistic organisational
change specialists. (Economist,
1991)
HUMAN RESOURCE DEVELOPMENT

MULTISKILLING: AN
INTRODUCTION
Multiskilling
refers
to
training
workers to be able to undertake a
wide range of different jobs, instead
of just one.
Cordery
(1995)
classified
multiskilling into 4 types.

HUMAN RESOURCE DEVELOPMENT

TYPES OF MULTISKILLING
1. VERTICAL MULTISKILLING:
The extent to which supervisory or
administrative support tasks are
learned by individuals.
2. HORIZONTAL MULTISKILLING:
This is learning skills from another
discipline or function within an
organisation.

HUMAN RESOURCE DEVELOPMENT

HORIZONTAL MULTISKILLING
SKILL BROADENING : Where minor
elements and tasks are learned on top of
the predominant activity (major task). So
expertise is maintained in the major task
with elements added to increase efficiency.
CROSS SKILLING/DUAL SKILLING :
Where another major activity is learned in
addition to the main craft and a person is
considered competent to carry out any
activity in these two main disciplines.
HUMAN RESOURCE DEVELOPMENT

TYPES OF MULTISKILLING
DEPTH MULTISKILLING: This is the
acquisition and application of more
complex, specific skills within the same
trade or discipline.
MULTISKILLED TEAMS: A multiskilled
team is a group of individuals who
collectively have a range of skills.

HUMAN RESOURCE DEVELOPMENT

MULTISKILLED TEAMS
1. Traditional single skilled individuals
collected into one team and managed
by one supervisor, or
2. A team of multiskilled individuals.

The intent is to have a team where the

strengths
and
specialities
are
combined, which increases the range of
skills available to tackle certain issues.
HUMAN RESOURCE DEVELOPMENT

MULTISKILLING INITIATIVE :
INDRADHANUSH @ ACC
Concrete
The concept of Indradhanush challenges
the theory of one person - one role.
Theaim of this development model is to
train people and make them green in
multiplecompetencies.
The model includes a carefully crafted
Multi-skill index to measureprogress.
(As explained by Dr. Tanaya Mishra, Chief
People Officer, ACC Concrete)
HUMAN RESOURCE DEVELOPMENT

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MULTISKILLING INITIATIVE :
INDRADHANUSH @ ACC
Concrete
The model encompasses 3 phases:
1. Plotting a multi-skilled profile for
each of the plant personnel.
2. Developmental initiatives through
OTJ training.
3. Assessments and remapping.

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11

Each colour code had aninterpretation:

Red: Not capable of handlingthe job role even with
support.
Yellow: Capable of handling thefunction under
supervision andsupport.
Green:Capable of HUMAN
handling
the function independently.
RESOURCE DEVELOPMENT
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 Each colour box was then assigned a score.

Once
complete,
the
whole
matrix
wasconverted into a commonly understood
index.
The programme began with 2.26 index points
out of 5.Within the first 6 months, the index
moved up by 22 percent.
By the end of 2010, the target was to achieve
an index of 3.5.Efforts were made using well
structured
on-the-jobtraining
through
coaches who are not only experts in the
coresubject but also specially trained in
coaching skills.
HUMAN RESOURCE DEVELOPMENT

13

 The process is now well established

and has brought tremendous benefits
to theorganization, in terms of helping
it maintain its lean and agile structure,
which inturn boosts competitiveness.
The whole process has also answered
issues relatedto role enhancement,
increase in operational efficiency,
optimization of manpower,better shift
management and leave plans, career
development, filling recruitmentgaps
and succession planning.
HUMAN RESOURCE DEVELOPMENT

14

WHO NEEDS TO GET MULTISKILLED?

It is important to understand who needs to get multi
skilled. Do they need to be at a particular level or
position,
or doing a specific work? Interestingly, most experts do
believe that being multi-skilled is level-agnostic.
1. Technical staff- People trained in technical skills
need to have mastery over more than one platform
2. Non-technical staff- The non-technical staff can be
trained in support functions to save an organization
considerable cost.
HUMAN RESOURCE DEVELOPMENT

15

 Training should preferably be in

related/adjacent fields, so that the
existing skills of the employees are
appropriately leveraged.
Multiskilling is not so much about a
particular level or category of
employees. It is about a mindset. It is
about skill sets and it is fairly levelagnostic.

HUMAN RESOURCE DEVELOPMENT

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NEED FOR MULTI SKILLING

In an era of specialization, the downturn has interestingly
brought into focus the necessity of having a multi-skilled
workforce.
Multi-skilled workforce helps to avoid retrenchment,
reduce hiring and increase efficiency.
Possession of an additional skill goes a long way in opening
new channels and opportunities for professionals.
It allows the company to bring about cost-cutting in
various forms and more importantly, an individual does not
become indispensable for the company, or rather a
company need not depend on a particular person for doing
a specialized job in which he is an expert.

HUMAN RESOURCE DEVELOPMENT

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 A multi-skilled workforce helps in addressing

customer demand faster and better.
It would be self-managed and flexible
according to the requirements of the company.
From the perspective of the employee, multitasking would allow them to become diversified
and maintain high levels of motivation and
enthusiasm.

HUMAN RESOURCE DEVELOPMENT

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TECHNIQUES OF
MULTISKILLING
Multiskilling can be developed through a
variety of techniques which are as follows:
Coaching and Mentoring
Job-Rotation
Job-Shadowing
Self-Learning
Temping
Team-based Cross-functional projects

HUMAN RESOURCE DEVELOPMENT

19

COACHING &
MENTORING
COACHING
Takes place between worker and supervisor
Can provide specific performance improvement and
correction

MENTORING
Senior employee paired with a junior employee
(protg)
Helps to learn the ropes
Prepares protg for future advancement

HUMAN RESOURCE DEVELOPMENT

20

JOB ROTATION
JOB ROTATION
Train on different tasks/positions
Often used to train entry-level
managers
Also used to provide back-up in
production positions

HUMAN RESOURCE DEVELOPMENT

21

JOB SHADOWING
Job shadowing is a career exploration activity that
offers an opportunity to spend time with a
professional currently working in a persons career
field of interest. Job shadowing offers a chance to
see what its actually like working in a specific job.
The new hire may spend one to five days following
the routine of the employee, learning generaljob
responsibilities, observing how the tasks are
carried out, and getting some insight into methods
that allow for efficient handling of thejob.

HUMAN RESOURCE DEVELOPMENT

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SELF-LEARNING
In self-directed learning (SDL), the individual
takes the initiative and the responsibility for
what occurs. Individuals select, manage, and
assess their own learning activities, which can
be pursued at any time, in any place, through
any means, at any age. In schools, teachers can
work toward SDL a stage at a time. Teaching
emphasizes SDL skills, processes, and systems
rather than content coverage and tests. For the
individual, SDL involves initiating personal
challenge activities and developing the personal
qualities to pursue them successfully.

HUMAN RESOURCE DEVELOPMENT

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TEMPING
Temping means working short employment stints
with a variety of clients, usually through atemping
agency orstaffing firm.Although temporary, the
worker bases his/her working life around this kind
of work as it offers increasedflexibilityand variety
Temping is a tri-party agreement, between the
client company, the third party vendor and the
employee (also known as associate or temp.
The temp workers work in the facility of the client
companies, but receive salary and benefits from
the temp agencies.

HUMAN RESOURCE DEVELOPMENT

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LEARNING BY DOING
New forms of learning by doing
seem to be emerging. Technology
could play a role in finding
innovative ways to enable skills
development
and
greater
understanding of personal actions,
reactions and decisions.

HUMAN RESOURCE DEVELOPMENT

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ADVANTAGES OF MULTISKILLING
Workforce is more flexible.
Helps in change management.
Employees are better prepared to anticipate
problems or requirements or other areas.
Employees can assume other tasks when there is
absenteeism.
Employees can be moved into other positions at
peak operational time.
Employees become more aware of the work flow.
More talent available for the organizations.

HUMAN RESOURCE DEVELOPMENT

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ADVANTAGES OF MULTISKILLING
Out of the box thinking, influx of new ideas, creative
solutions through role reversals and lateral moves.
People in different functional areas are connected.
Increasing task variety increases employee
satisfaction.
Greater employability for employees.
Contributes towards employee training &
development.
Cost-effectiveness and cost-cutting.
Better cope-up with technological change.
Test trainees, helps identify persons strengths &
weaknesses.
HUMAN RESOURCE DEVELOPMENT

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BARRIERS TO
MULTISKILLING

Demotivates intelligent and aggressive employees

who seek specific responsibility.
Eventually creates a number of employees with limited
job knowledge.
Encourages generalization, more appropriate for
developing line managers than functional staff.
Sometimes, there is an undercurrent of frustration.
New jobs, environment and learning can unnerve
employees.
Employees fear not living up to expectations.
Employees are uncomfortable with the changes and
cannot deal with the conflict of the role and their
personality.
HUMAN RESOURCE DEVELOPMENT

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MULTISKILLING VS. WORK SPECIALIZATION

MULTISKILLING

WORK SPECIALIZATION

Makes employee stretch to the

limits

Jobs can become to simplified

Needs constant support and

thorough guidance throughout
the process of acquiring multiple
skills

Employees become bored and

tired, safety problems and
accident rates increases

Being a developmental process

makes it slow

Absenteeism rises

Very Sensitive issue, it is

imperative to find right person
for right job in right time

Quality of work may suffer

Small businesses by necessity

have multiskilled people

Industries employee specialized

workers

HUMAN RESOURCE DEVELOPMENT

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IMPACT OF WORK SPECIALIZATION

HUMAN RESOURCE DEVELOPMENT

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MULTISKILLING VS. WORK SPECIALIZATION

PARAMETERS

MULTISKILLING

WORK SPECIALIZATION

Quality

High

High

Speed

High

Moderate

Dependability

High

Moderate

Flexibility

High

Low

Cost

High

Low

Health and safety

High

Low

Quality of working life

Low

Moderate

HUMAN RESOURCE DEVELOPMENT

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CASE STUDY

HUMAN RESOURCE DEVELOPMENT

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BIBLIOGRAPHY
Human Resource Development, Jon M. Werner & Randy L.
Desimone, Pg. 151-201,Eighth Edition, Cengage Learning India
Pvt. Ltd.

http://
wps.pearsoned.co.uk/ema_uk_he_slack_opsman_4/17/4472/1144953.
cw/index.html
(Retrieved February,2012)

http://www.hrprofessor.com/article6.html(Retrieved
February,2012)
http://
hsc.csu.edu.au/ind_tech/ind_study/2530/Multiskilling.html
(Retrieved February,2012)

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