lMC81AnCL Cl MuL1lSklLLlnC

ln C8CAnlSA1lCn
8LSLn1Lu 8?
ALkA uMAnuL(M8A/4321/10)
vlu?A SP8lnlvASAn (M8A
ueflnlLlon
Moltlsklllloq Lhe ablllLy of an employee
Lo perform more Lhan one funcLlon or
Lhe crossLralnlng of an employee ln
several dlsclpllnes or Lasks
It is an eIIort to avoid retrenchment ,reduce hiring and increase eIIiciency
organisations seek a multiskilled workIorce.
Acc. To Dr. Cabot jaIIee(Chairman Global Talent matrics and HR thought
leader ,belive that it is a healthy trend Irom the perspective oI the company as
well as the employees since it allows the company to bring about the cost
cutting in various Iorms and most importantly an individual does not become
indispensable Ior the company or rather a company need not depend on a
particular person Ior doing a specialised job in which he is an expert .Such a
Iorce would be selI managed and Ilexible acc. To requirements oI the company.
rom the perspective oI the employees multitasking would allow them to
become diversiIied and maintain high level oI motivation and enthusiasm .It
would allow the employees to get involved in the various aspects oI the
Iunctioning ,work etc. oI their company allowing them to be more involved in
the perIormance oI their Iirm and contributing in preventing in lay oIIs as well.
SUCCLSSIUL MUL1I SkILLING
kCGkAMML
It may be evident that a successIul multi-skilling eIIort must be well-
deIined Irom the very beginning. The company and its employees need to
be oI one mind with respect to:
What training will be required Ior the eIIort?
What skills will be involved?
What work will be covered?
WHow and when the work will be executed?
What speciIic beneIits will be expected?
Answering these questions begins the process oI multi-skill development.
Many oI the requirements oI multi-skilling can be determined by
identiIying the Iriction areas.
luN1llYlN6 lklc1lON 4k45 4Nu
MuL1l5klLL OPPOk1uNl1l5
In plants or Iacilities where strong craIt line distinctions exist, it is imperative to
identiIy the skills to be included in the program. The most productive areas to be
considered are those which involve jobs where two or more craIts are required to
complete a job, but only one or two individuals are required to do the work. These are
best identiIied as Iriction areas jobs that are causing Iriction in the productive
deployment oI personnel. These Iriction areas can be identiIied through several means.
WReview completed work history records. ork histories will oIten indicate jobs which
require more skills than people normally have.
WBrainstorming sessions. Include Iirst line supervision to identiIy potential multi-
skilling areas.
WStructured group interviews. This group interaction tool allows Ior positive input and
prioritization oI that input Ior a group oI people not normally involved in brainstorming
sessions. Instructions Ior conducting a structured group interview is included.
WMulti-skill survey. Using a questionnaire completed by all management and eIIected
hourly personnel, a survey is designed to poll individuals on their willingness to cross
train, ideas Ior multi-skill opportunities and perceived problems with a multi-skill
implementation.
luN1llYlN6 PO1N1l4L 64lN5
Cnce Lhe posslble Lralnlng areas have been ldenLlfled Lhe company can
deLermlne Lhe poLenLlal producLlvlLy and flnanclal savlngs Lo be achleved
from Lhe mulLlskllllng efforL 1he flnanclal savlngs can be shared wlLh crafL
employees Lhrough negoLlaLed wage lncreases 1hls efforL Lakes Lhe followlng
form (ln order)
WlnLervlews are conducLed wlLh supervlsors Lo ldenLlfy frlcLlon areas
WCompleLed work hlsLory ls revlewed for frlcLlon areas and Lhese [obs are
LabulaLed
WA sLudy ls conducLed as Lo how Lhese [obs could be performed under a
mulLlsklll arrangemenL
WLsLlmaLes are made for Lhe hours whlch could have been saved Lhrough a
mulLlsklll efforL on speclflc [obs A calculaLlon of labor cosL savlngs ls
performed
W1abulaLlon ls made of any producLlvlLy lmprovemenLs due Lo reduced clock
hours of downLlme 1he cosL of losL producLlon ls calculaLed
osslble wage lncreases can now be deLermlned by examlnlng all lnformaLlon
accumulaLed and negoLlaLlons wlLh workforce represenLaLlves can begln
ullNlN6 1n 1k4lNlN6
DeIining the multi-skill training is the most important step in the eIIort.
The training must equip workers with the speciIic skills they will need to
saIely perIorm the duties Iormerly accomplished by another craIt. As with
all maintenance training, the curriculum oI the multi-skill training eIIort
must include the Iollowing elements:
WCoverage oI technical aspects oI the training topic.
WCoverage oI saIety aspects oI the training topic.
WHands-on perIormance oI the training topic, with appropriate assessment
and correction.
WPerIormance acceptance, where trained employees are given the chance
to demonstrate new skills.
NLGC1IA1ING 1nL MUL1ISkILLING
kCGkAMML
AL some polnL ln Lhe developmenL of Lhe mulLlskllllng efforL Lhe
company and workers wlll have Lo slL down and negoLlaLe Lhe beneflLs Lo
boLh sldes 1hls process ls made much easler when Lhere has been a
clear deflnlLlon of Lhe speclflc areas where mulLlskllllng wlll occur 1he
process lLself varles dependlng on Lhe worklng relaLlonshlp beLween Lhe
company and workers buL usually covers Lhe followlng areas
WCeneral deflnlLlon of areas where mulLlsklll Lralnlng wlll be performed
WueflnlLlon of Lhe osttotlo pttooc when Lralnlng has been
compleLed
WlncremenLal pay lncreases whlch wlll accompany Lhe Lralnlng efforL
WCrandfaLherlng lf necessary of any workers currenLly ln Lhe
malnLenance workforce who slmply cannoL learn anoLher crafL sklll 1hls
number musL be conLrolled Lo a mlnlmum Lo assure Lhe mulLlsklll
approach works
lMPLMN1lN6 1n 5klLL5
AlLhough lL would almosL seem lnLulLlve lL ls lmporLanL Lo ldenLlfy
exacLly when and how Lhe mulLlskllllng skllls wlll be lncorporaLed lnLo
Lhe acLual schedullng and work performance lallure Lo do Lhls has ofLen
shorL clrculLed Lhe enLlre efforL wlLh Lhe company lncurrlng Lhe cosL buL
never reallzlng Lhe beneflL
MuL1l5klLLlN6 4 wlNwlN llOk1
Companies and the maintenance personnel that work in them have the
potential Ior a win-win situation. Multi-skilling oIIers real productivity
gains Ior any company, and job enrichment Ior maintenance personnel.
However, successIul eIIorts are cognizant oI the potential pitIalls and are
designed to avoid those problems.
ADVLN1AGLS CI MUL1ISkILLING
W ork Iorce is more Ilexible.
W Employees become more aware oI the workIlow.
W Employees are better prepared to anticipate problems or
requirements oI other areas.
W Employees can assume other tasks when there is absenteeism.
W Employees can be moved into other positions at peak times oI
the operation.
W A new employee at a job may have new ideas to Iine-tune that
job.
Employees overcome Ieeling oI having a dead-end job .
Jobs remain interesting and challenging .
Tedious tasks can be spread around ,decreasing turnover .Bordom
in the workplace is reduced.
Cohesiveness is enhanced.
DISADVLN1AGLS CI MUL1ISkILLING
Possible reduction in productivity during the training period .
Increased supervisory time is required until the employees is upto speed.
Competence assessments may be more detailed than in traditional
systems.
and Mu|t|||||ng |n the fd tem
A8CU1 1nL nC1LL
Spread over 4 acres oI beautiIul landscape, strategically located The
Bristol is 20 mins drive Irom the Airport and mins away Irom commercial
centers oI the city. Outstanding service, promising comIort makes it a
perIect destination Ior its guests!
The Bristol Hotel in Gurgaon oIIers superlative standards oI comIort and
luxury complemented with a variety oI restaurants oIIering cuisine's oI the
world.
or delightIul accommodation in Gurgaon, The Bristol Hotel Gurgaon
oIIers 84 bay rooms comprising oI residential suites, Penthouse Suites,
Business Suites, Executive Club Rooms and Deluxe rooms, the promise oI
Iunctional opulence and total privacy is assured.
erna| ChecIn S||| Inventr
hile recruiting the employees at supervisory level or the post
below the managerial level these are the basic multiskilling
requirements which are expected Irom the candidate-
Can they operate, clean, and sanitize the dish machine, meat
slicer, chopper, mixer, deep-Iat Iryer, and all the other
equipment?
Can they operate the computerized cash register system?
Are they able to cashier through a complete meal period
without interrupting the customer Ilow?
ould they be able to stand in Ior a baker and produce a
quality product?
II needed, could they perIorm the duties oI the main-dish
cook?
Given a recipe oI limited quantity, would they be able to
accurately expand it?
Can they use a scale accurately?
Do they have sanitation skills?
Do they have communication skills?
Do they have time management skills?
Can they interview candidates Ior an open position and select
the most qualiIied?
Job Analysis: The study oI what the employees are doing and what the job is
expected to accomplish.
Requirements oI the employee:
Training or educational tasks
Physical demands oI the job
Technical and computer skills
Interpersonal skills
Attitude requirements