A service organization differs from a manufacturing industry in several ways. Most importantly, the sale, production, and consumption take place almost simultaneously. Over 90 per cent of relevant activities is beyond the immediate influence of management. Effective human resources management becomes the key to building excellence in service organizations. Based on his experience with the Taj Group of Hotels, Mahesh identifies eight human resources management factors as crucial for any organization striving for service excellence.
The complexity of equipment and cost of training are increasing annually for high tech semiconductor manufacturing. The article describes the process and methodology adopted by a team at Intel Corporation to convert a 12-day class on equipment training into a blended solution consisting of a 5-day Classroom experience, a 3-hour Web Based Training (WBT), and a Managed Preventive Maintenance (MPM) for On-the-Job Training (OJT). The results of the implementation demonstrated a 60% reduction of technician time away from the factory, benefits cost ratio of 2.27, and an ROI of 157%. Based on the results of evaluation, the authors concluded that blended learning is a viable and cost effective solution to provide support for equipment training at Intel from the perspective of the lead time to proficiency, ROI, and cost benefit analyses.
Hard-nosed line managers tend to take a trial-and-error, case by case approach or a confrontational approach to managing discipline. Both approaches fail to provide a predictable course of action or planned results. A systematic approach can be taken, argues Mahesh, and details the steps involved. They include quantifying the problem, establishing norms, sharing widely the problem perspective, identifying individual acts of violation, acting kindly but firmly on each violation, and, finally, zeroing in on hard-core offenders for disciplinary action. Mahesh illustrates the approach using the example of the Kitchen Stewarding Department in the Taj group of hotels. Following this approach, the group cut unauthorized absenteeism from 10 per cent to less than 2.5 per cent in just six months and has maintained it at that level for over four years now.
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