sona koyo case with iso10015
TRANSCRIPT
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8/13/2019 Sona Koyo Case With Iso10015
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SONA KOYO Case with ISO10015+
SONO KOYO is current ly the largest manufacturer of steer ing s ystem s forthe passenger car and ut i l i ty v ehicle market in Ind ia
Difficulties:
HRD found no tangible return on investment
an uphill task in aligning its development efforts to meet current and futurecompetency challenges while creating their expansion plan that is
designed to capitalize on people capabilities
Actions Taken:
HRD budget was enhanced with a new clause Investmentwith tangibleresultswhich lead to fully integrated people development system which
will help to address the competency challenges
Implementing ISO10015+
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Implementation of ISO10015+
It has been Implemented on several stages
Stage one (ORG Need):
Aligned training needs input with what is relevant to business which lead toredefining the competency frame work of the Organization
Stage two (Design and Plan):
Planned delivery mechanism which lead to adult learning theory being
applied in designing training programs to maximize learning impact
Stage three (Support):
Standardize Training provision to support training delivery and evaluation
outcome
Stage four (Evaluate):
Implemented Kirkpatricks model to evaluate the outcome of training on fourlevels ending with estimation of ROI using Philips model.
Stage Five(Monitor):
Developed an internal monitoring tool named Sona Training Management
System which is a software customized specifically for the organization.
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Auditing ISO10015+Implementation: Internal Audit
External Audit
Cost of Training: 1.26% - 1.94% They reduced the cost through introduction of Train the Trainer program that
utilized and capitalized on internal resources and expertise.
Challenges Faced:
Making training needs more business oriented that can be translated to business
outcomes
Train line managers to highlight training needs by identifying the
performance/competence gaps
Redesigned the training programs by removing non-essential components of the
program.
Training immediate supervisors and line managers in observation skills so that the
post training data could be timely and to ensure data integrity.
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Recommendations after ISO10015+:
Add few more models to the five stages of training to make the standard more
user friendly
Benefits of Implementing ISO10015+:
Training and development programs more focused and directly linked to
business needs and operations
Gained efficiency by eliminating non essential components from past training
packages
Comparing pre- and post training result across the organization showed a
decreased turnover percentage from 6.5% to 2.26% compared to 15% national
average. Thus, increasing the organizationscompetitiveness.
Recognition after ISO10015:
Awarded 2 best employer awards by WHRD congress in 2 categories Best
HR strategy in Line Businessand Innovative Retention Strategy
Awarded National Training award by ISTD in 2007
Awarded Golden Peacock national training award by institute of Directors
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Initiatives after ISO10015+:
Established technical skill development center which run technical training
programs to make young people job ready
Training course in production line as well as in behavioral and leadership They still invest in HR programs to add value, enhance employee moral and
improving manpower efficiency
The company has completely automated the HR management processes
and deployed the HR management system named SMART which includes
(Payroll, time office, Self-services, training,..)
They launched leadership development program called DOT Driver of
Tomorrow for potential leaders
Whats the main message from the article?
Implementat ion o f an effect ive trainin g management sys tems al igned
with ISO 10015+ is a learning pro cess that requires careful p lanning ,
clearly def ined ob ject ives and to p and l ine management buy -in.
Implementat ion of ISO10015+ can be an effect ive tool to enhance
organizat ions compet i t iveness and ROI.