Monitoring multiskilling: the way to guarantee long-term change
Article Abstract:
Multiskilling promotes shared expertise among employees through a common ownership of tasks. Multiskilling results in a rearrangement of work relationships and creates headroom for short- and long-term projects that promote improvements. Multiskilling is based on two principles: competency, that individual employees can analyze and fix day-to-day problems as they occur; and utilization of capabilities, that individual employees' skills, the time needed to perform new activities, and safety requirements are the only limitations on the assignment of employees' tasks. Multiskilling programs require continuous measurement to supply the data on which the program will be run on a day-to-day basis. The Shell UK plant in Stanlow offers one example of the implementation of a multiskilling program.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1991
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Making time for productivity
Article Abstract:
A key objective of management is to increase the productivity of employees. Workforce reductions were a major means of improving productivity in the 1980s, but most organizations can no longer reduce their workforces, leaving improved utilization of employees as the best means of improving productivity. Management must increase the amount of effective time in the business, the time in which employees do actual productive work in relation to total work time. Ineffective time can be reduced by eliminating bad working practices, workflow interruptions, inappropriate staff levels, and inflexible work hours. Effective time can be increased by implementing tighter work practices, manning for seasonal fluctuations with a multi-tiered workforce, and promoting job flexibility.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1991
User Contributions:
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