sona koyo case with iso10015

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.

sona koyo case with iso10015

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