Prof. Paresh Shah (Faculty IIPM, Ahmedabad) assesses the role of organisational structure as an instrument of change

When Suparshwa joined, the production manager (Ravi Barot), finance manager (Vaidya), and HR and administration manager (Nancy) used to report to Mrugesh, the chairman and managing director of the company. The production manager is supported by production supervisors, maintenance in-charge, and hardware and software engineers.Finance manager is supported by accounts manager and banking officer. For the taxation matter, the consultants’ services are used from time to time. Nancy was looking after the security arrangement, in addition to time-keeping and time-booking activities. Suparshwa had been given the independent status as marketing manager, and was being supported by sales manager and sales staff. Suparshwa used to directly report to the chairman.

The total strength of employees, including officers, was around 200. The head office was situated in Ahmedabad, where the chairman would spend nearly half his day. In the remaining time, he used to visit the plants. Nancy and Suparshwa were stationed at the head office. Ravi used to visit each plant alternate day in a week, and that way he would monitor the performance of all the three plants.

The crack in the structure of business began in 2004, on account of increase in the competition from domestic and overseas players in the Indian market. The competition era forced the MTC to widen the customer segment base, and to take over additionally a few dealership and agency position. As part of the strategy of long-term survival, MTC also tied up to undertake outsourcing work. Coordination between various functions and locations became very difficult leading to delays at every stage. Hence, Nancy proposed to introduce the concept and implementation of Management by Objectives (MBO) for officer and above cadre during 2007.

In 2008 end, Suparshwa got married to Nancy. Read more....

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Prof. Arvind Rajashekar (Faculty, IIPM Ahmedabad) brings out The Utility of Competency-Based Interviewing for Effective Selection and Retention of Employees

Continued...How can you make an accurate assessment of a candidate’s suitability? According to Anik Banerjea, Head Marketing, Ripple India, a leading manufacturer of fragrances, “It is difficult to assess commitment and attitude; they are often the differentiators between success and failure of an employee in an assignment. I have no foolproof way to identify this.”

The trouble is that no two individuals are exactly alike and they do not come with instruction manuals! This makes every selection decision one-of-a-kind. It needs to proceed based on the specific needs of the position to be filled, which requires a match of individual competencies with the need of the position.

For success in any job, individuals must have the right competencies for the role. These go beyond the basic skills and knowledge required. Competencies could include areas of attitude and culture fit and recruiters would need to identify these attributes in their candidates.

But how does one assess a candidate’s job-related competencies?

There are behavioural indicators that demonstrate these competencies. To identify competency-based behavioural indicators, you would need to plan your interview strategy. It would help to develop structured questions which can help you identify these qualities. Asking a candidate, for example: ‘Can you tell me how you have been able to address the problem of low sales in one of your territories?’ will give you insights into your candidate’s problem solving approach. Asking them to explain: ‘How did you complete your production target after the unexpected plant breakdown?’ can update you on their planning skills. Click here to read more...

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