SONA KOYO Case with ISO10015+

SONO KOYO is currently the largest manufacturer of steering systems for the passenger car and utility vehicle market in India

Difficulties:
HRD found no tangible return on investment an uphill task in aligning its development efforts to meet current and future competency challenges while creating their expansion plan that is designed to capitalize on people capabilities

Actions Taken:
HRD budget was enhanced with a new clause Investment with tangible results which lead to fully integrated people development system which will help to address the competency challenges Implementing ISO10015+

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 to redefining 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 four levels 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.

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.

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 organizations competitiveness.

Recognition after ISO10015:

Awarded 2 best employer awards by WHRD congress in 2 categories Best HR strategy in Line Business and Innovative Retention Strategy Awarded National Training award by ISTD in 2007 Awarded Golden Peacock national training award by institute of Directors

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?

Implementation of an effective training management systems aligned with ISO 10015+ is a learning process that requires careful planning, clearly defined objectives and top and line management buy-in. Implementation of ISO10015+ can be an effective tool to enhance organizations competitiveness and ROI.