Thursday, 5 June 2014 00:10
MTI Consulting launched the Toyota Lanka HR re-engineering and competency development assignment in September last year. The HR consulting project which is executed through the application of MTI Consulting’s Competency Integration Model was approved as the basis to holistically develop a competency framework for Toyota Lanka. The project which examined the external environment, the key stakeholders and the HR value chain before recommending a competency map for Toyota was completed this month.
Initially, MTI conducted a thorough environmental scan which identified several impacts that it had on Toyota Lanka’s three main businesses – sales, service and spares. These impacts in turn were translated to implications for Toyota competencies. Several of these implications included the need to undertake proactive selling, manage customer relationships and reduction of cost of operations. The need to nurture these competencies are more so relevant today than before with the contraction of the total market, increase in cost of living and availability of substitutes.
Likewise an extensive study was conducted in examining key four stakeholders of Toyota Lanka: Customer, Channel, Competitor and Colleagues (4 C’s). Their voice was heard through more than 400 touch points which involved a mixture of direct interviews, mystery visits and focus groups.
Through these interactions, MTI made salient observations which helped identify areas of competencies that need to be developed further looking forward. As a matter of fact, this stage of the project unveiled several opportunities to ‘blue Ocean’ which has been factored into the new competency framework.
Also the entire Toyota HR Value Chain was critiqued whereby one to one sessions were held with the personnel responsible from design all the way to separation. The purpose was to review the current work practices and systems in place so as to applaud them where necessary and to provide recommendations that would ultimately nurture the type of competencies desired in Toyota Lanka.
Finally based upon the above three modules of the project, MTI proposed a competency map with four main competency clusters that would be further segmented. The competency clusters were arrived at from the key learning’s in the previous modules and MTI’s local and international experience.
Having developed the competencies at an organizational and business level, MTI has provided the tools to Toyota Lanka to relate and customize them at a job level. Also launch events and campaigns will take place end of this month to fully integrate the competency framework into Toyota Lanka and mark the end of a nine month long clinical process.
MTI HRM provides organisations with the full suite of services: Integrated HR audit/strategy, organisational/job design, recruitment/selection, motivation/talent retention, HRD/training need identification, HR capacity (manpower) planning, performance management, employee satisfaction/organisation climate survey, executive search, assessment centres, executive coaching and salary surveys.