KSA Reliance Report

8/6/2019 KSA Reliance Report

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Report on

KSA Development and Training Needs

Identification for EXIM

Submitted to:-

Reliance Industries, HR Department

Submitted By:-

Name: Regina Thomas

Institute: YMT College of Management, Kharghar

Mumbai University

05 July 2008


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Executive Summary

Most invaluable possession of any company is its employees. Their Knowledge, Skills

and Attributes are which make or break a company; hence managing these assets is

equally important as is bringing them in. For its enhancement and improvement, Training

Programs are a necessity.

To manage this pool of Knowledge, Skill and Attributes, a formal representation is

required. This formal representation is done by developing a Knowledge Skill Attribute

(KSA) matrix which formally describes the Knowledge, Skills and Attributes for each

Job Role. Once this is done, it opens door for development of many other processes to

enhance performance and manage the knowledge pool.

In this project a training identification process is determined from KSA which will help

to select a customized Training Program for each person. The training requirements are

designed to bring the concerned person upto a desired level in each Knowledge and Skill

area.

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Table of Contents

FLOWCHART: OBTAINING EPCG LICENSE ............................................................. 14

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Motivation

The importance of HR cannot be undermined in any business in todays world. This field

has a lot of potential like Recruitment, Performance Measurement and Development of

Employees and I was attracted at the option of being a part of the project which will help

in all the above mentioned initiatives.

Development of KSA matrix will help in identifying new talent, selecting the initial

training for new joiners. This project will not only set improved and better defined

process for Training Need Identification but also help in identifying the Core

Competencies of employees and better identification and rectification of problems.

Secondly, since this project involved working on a process from conception to

conclusion with scope for new ideas, it surely promised to be an avenue of great learning.

The fact that this project was for EXIM Department of Reliance, gave me the opportunity

to expand my knowledge base to many folds in various subjects and areas than just being

restricted to Human Resource related subjects.

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Company Background

The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest

private sector enterprise, with businesses in the energy and materials value chain. Group's

annual revenues are in excess of USD 22 billion. The flagship company, Reliance

Industries Limited, is a Fortune Global 500 company and is the largest private sector

company in India.

Human Resource Development in Reliance

RIL is a company with a global character. It behaves, thinks and performs in a manner

that is in line with global best of breed practices. It encourages employees to think in

synchronicity with the world and prove his/her abilities by availing global opportunities

within the group itself.

Customized training programs that enhance both personal as well as career growth of

employees are carried out almost round the year. The programs have equipped its

executives with the capability of executing world class projects in record time. RIL has

an In-house training program for graduates to develop competency in Finance and

Accounts. On successful completion of the program the participants are equipped to take

up higher responsibilities in the Finance and Accounts function.

RIL is also associated with the Indian Institute of Management (IIM) Bangalore and the

Indian Institute of Technology (IIT) Mumbai. It has sponsored a number of engineers in a

customized management course, MPRE (Management program for Reliance Engineers)

at IIM Bangalore and several science graduates and diploma holders to complete a

Reliance Certified Engineering course with IIT Mumbai.

RIL conducts a Manufacturing Leadership Program for its senior executives inassociation with Hewitt Associates. Keeping in view the demands of global marketplace,

RIL is introducing customized management program that trains managers in marketing

and other communication skills. It is also planning to introduce an advanced management

program in collaboration with an international management institute for its senior

managers.

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Objectives of Project

To determine the Knowledge, Skills and Attributes required and develop the

Knowledge Skill Attribute Matrix for EXIM Department

To develop a framework for Training Need Identification from the KSA matrix

and suggest a Training Program

The scope of the project was to develop Knowledge Skill Attribute matrix to provide

a distinction between the knowledge, skills and attributes required for different job

Roles (Service Representative, Senior Service Representative, Team Leader and

Service Delivery Manager) within each work area. I have worked upon developing a

KSA matrix for the EXIM department.

The training identification module was developed from the KSAs to determine

training needs in each Knowledge Area mentioned in KSA for each person. A

suitable training program could also be suggested based upon the knowledge area and

the gap between actual and desired levels of knowledge/ skill. The training program

is based upon the study of needs of EXIM work area, since it is derived from KSA

EXIM and discussions with EXIM people. This module was developed to provide a

base structure which could be modified and replicated. The scope was limited to

developing a training program which provided one time training to ensure desired

level of Knowledge and Skills was obtained for each employee after the training.

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Introduction to EXIM

Administrative activities of the imports and exports taking place are carried out by the

EXIM department. EXIM is divided into the following work areas:-

1.Duty Entitlement Pass Book Scheme (DEPB)

2. Export Promotion Capital Goods Scheme (EPCG)

3. Advanced Licensing

4. Jt. DGFT Co-ordination

5. Special Economic Zone (SEZ)

6. Textile Logistics & Exports

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1. Duty Entitlement Pass Book Scheme (DEPB)

The objective of DEPB is to neutralize the incidence of Customs duty on the

import content of the export product. The neutralization shall be provided by way

of grant of export duty against the export product. The DEPB scheme will continue

o be operative until it is replaced by a new scheme which will be drawn up in

consultation with exporters.

Under the DEPB, an exporter may apply for credit, as a specified percentage of FOB

value of exports, made in freely convertible currency. The credit shall be available

against such export products and at such rates as maybe specified by the Directorate

General of Foreign Trade by way of public notice issued in this behalf, for import

of capital goods, raw materials,intermediates,components,parts,packaging material

etc.

The DEPB shall be valid for a period of 24 months from the date of issue.

2. Export Promotion Capital Goods Scheme (EPCG)

The scheme was introduced by Sh. P. Chidambaram Ministry of commerce in

1990 to allow import of capital goods at low Custom duty. This scheme has helped

in boosting exports in the initial years of introduction when the customs duty on

capital goods was very high. This scheme has primarily helped exporters to become

more competitive as it reduces the initial cost on capital goods.

EPCG scheme allows import of capital goods for pre production, production and

post production (including CKD / SKD thereof as well as computer software

systems) at 3% Customs duty subject to an export obligation equivalent to 8 times

of duty saved on capital goods imported under EPCG scheme to be fulfilled in 8

years reckoned from Authorization issue date

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In case of agro unit, units in cottage or tiny sector, SSI unit to be completed EO

period in 6 years. It is subject to actual user condition till export obligation is

completed

The scheme allows following items which are freely importable as per

ITC (HS) classification:

a) Capital goods (Plant, machinery, equipment, accessories)

b) Second hand capital goods (without any restriction on age)

c) Catalyst for initial charge

d) Refractories for initial lining

e) Refrigeration equipments

f) Power generating sets

g) Machine Tools

h) Equipment & instrument for testing, research and development, quality &

pollution control.

i) Spares for existing plant & machinery ( imported earlier)

j) Catalyst for replacement

3. Advanced Licensing

An advance license is issued to allow duty-free import of inputs, which are

physically incorporated in the export product (making normal allowance for wastage).In

additionfuel, oil, energy, catalysts etc. which are consumed in the course of their use to

obtain the export product, may also be allowed under the scheme.

Duty free import of mandatory spares upto 10% of the CIF value of the license

which are required to be exported/supplied with the resultant product may also be

allowed under Advance License. Advance licenses are issued on the basis of the inputs

and export items given under SION.

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Advance licenses can be issued for:

(a) Physical Exports: Advance license maybe issued for physical exports including

exports to SEZ to a manufacturer exporter or merchant exporter tied to supporting

manufacturer(s) for import of inputs required for the export product.

(b) Intermediate Supplies: Advance License maybe issued for intermediate supply to a

manufacturer-exporter for the import of inputs required in the manufacture of goods to be

supplied to the ultimate exporter/deemed exporter holding another Advance License.

(c) Deemed Exports: Advance license can be issued for deemed export to the main

contractor for import of inputs required in the manufacture of goods to be supplied.

Advance license is issued for duty free import of inputs, subject to actual user condition.

Such licenses (other than advance license for deemed exports) are exempted from

payment of basic Customs duty, education cess, anti dumping duty and safeguard duty, if

any. Advance license duty for deemed export shall be exempted from basic customs duty,

additional customs duty and education cess only. However in case of supplies to

EOU/EHTP/STP/BTP under such licenses, anti-dumping duty and safeguard duty shall

also be exempted.

4. Jt.DGFT co-ordination

It involves co-ordination with the Jt. DGFT authorities, i.e. Directorate General of

Foreign Trade, which is headed by Director General of Foreign Trade. The office of the

DGFT is responsible for formulating and execution of Foreign Trade Policy, including

Licensing.

5. Special Economic Zones (SEZs)

Special Economic zones (SEZ) are growth engines that can boost manufacturing,

augment exports and generate employment. The private sector has been actively

associated with the development of SEZs.the SEZs require special fiscal and regulatory

regime in order to impart a hassle free operational regime encompassing the state of the

art infrastructure and support services.

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Special Economic Zone (SEZ) is a specifically delineated duty free enclave and shall be

deemed to be foreign territory for the purposes of trade operations and duties and tariffs.

Goods and services going into the SEZ area from DTA shall be treated as exports and

goods coming from the SEZ area into the DTA shall be treated as if these are being

imported.

6. Textile Logistics & Exports

All Naroda textile export work through Mumbai/JNPT ports is involved. Also handles

post exports documentation and submissions to banks, getting all textile export

documents for availing DEPB benefit and co-ordination with Naroda plant with regards

to all exports logistics.

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FLOW CHART SHOWING OBTAINING & CLOSURE OF ADVANCE LICENCEFOR DEEMED EXPORTS (DE) / INTERMEDIATE EXPORTS (IE)

2

(7-10) (2-3)

10

15

(2-3)

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Execution of

Contract by BusinessGroup (BG) withCustomer

EXIM to file

application for Advlicense with DGFTelectronically

File No. allotted byDGFT

BG to obtain Pre-DE/IEdocuments including

invalidation letter &license copy fromCustomer & forward toEXIM

Submission of pre-DE/IE documents with

DGFT

Obtain Advancelicense

Completion ofDE/IE supplies

Obtain EODC /Redemption letterfrom DGFT

Imports for actualqty. entitled

BG to submit post-DE/IE documents &

BRC for closure toEXIM

EXIM to submit

DE/IE proof & BRCfor closure of file to

DGFT

EXIM to update Adv

license file closurestatus in SAP

EXIM to forward theEODC / Redemption letter

to Import Group for Bondwaiver / cancellation

BG to obtain BRCevidencing receipt

of payments

BG to update licensedetails in SAP in respect ofeach supply invoice &monitor completion of

supplies under each license

Imports to provide

utilization details &license availability onmonthly basis to EXIM

& Procurement Group


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Note: Figures stated above are no. of days generally taken to achieve nextactivity.

STEPS IN DEPB PROCESS

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Verify the Shipping Bill (Export Promotion Copy and DEPB Copy) in regard to correct Export

Product description, DEPB SR. No and DEPB Rate, CIF/FOB Value, Export Qty, Finallyassessed or Provisionally assessed, whether the full name of the Customs Officials with

designation and round seal of Customs on both side of the S/Bill, handwritten words, figures

duly signed and sealed.

Scanning of Documents

Entry of documents in Exports master file.

Detailed checking of Post- Export Documents

For correctness. Checking Export promotion copy of S/B, BRC,freight certificate, insurance

certificate in respect of various details entered such as value,qty, name of custom officials, seal

of customs etc.Further checking of linking of S/B on DGFT server by customs in case of EDIshi ment.

Posting in SAP

Preparation of Document Set. (3 in case of EDI & 4 in case of non EDI)

Creation of PRV for remitting Application Fee through EFT. Electronic submission of DEPB

A lication to DGFT site.

Physical submission of Application to Licensing Authority along with S/Bill & BRC for non-

EDI S/Bs & onl BRC for EDI S/Bs.

Send the DEPB License for Customs verification through CHA for non EDI Port. (Not

a licable for EDI)

Verify DEPB receipt on ICEGATE

Benefit generation of verified DEPB in SAP.


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FLOWCHART: OBTAINING EPCG LICENSE

OK

EFT No.

14

Send verified DEPB to Import Group for duty free imports.

Final BRC submission in case of DEPBs obtained on Non Transferable basis.

Receive request

Verifydocuments

Circulate

SOP

Prepare Working sheet

Send for confirmations

Add CTN

Make online application Make SAPBENEFIT No.

Make EFT

Prepare PRV

Accounts

Verify EFT

Procure

ment /

Plant

Item

description,UoM,

Justification,Central Excise

Certificate,Purchase

Order,catalogue,Flowchart,Port of

Registration

Digital Submission

Prepare Hard

copy

Application

with Annexures

Keep Application for signature

CharteredEngineers

certification

CA

certificationforMEO

EFTconfirmation

If not OK, ask for required docs

IEC,RCM

C,

Importlist

Get E-File No.


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Introduction to KSA

Knowledge is awareness and understanding of facts, truths or information.

Banking Knowledge, Financial Knowledge etc.

Skill is ability, usually learned and acquired to perform actions which achieve a

desired outcome. Analytical ability, negotiating ability etc.

Attributes are characteristics of person. Enthusiasm, confidence, dedication,

patience etc.

KSA matrix is hence a description of all the knowledge, skills and attributes required by a

person for a specific job in the area. It intends to differentiate the scope of knowledge

required by people at different work levels. E.g. People at execution level need to have a

complete understanding of the processes involved whereas the people at strategic levels

should know more knowledge which will help then to strategize and plan. This is

explained further when the process of KSA identification is explained.

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Submit to JDGFT

Circulate EPCG License to

Procurement, Plant,Excise, Import, Stores

IMPORT

CLEARANC

E TEAM

Handover / CourierMaintain ZLICLST & update

Benefit in SAP

Update utilization (SAP/Reports from imports dept.)

Amendments &

Invalidations


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The KSA matrix can be the starting point to select right people for right job. It can also

be used to identify the current training needs of the employees, training needs of new

joiners. It can also be used to uncover competencies for better performance measurement

systems.

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Methodology

For determination of KSA matrix substantial data was collected to help in identifying

precisely the knowledge areas and its extent for different job roles in EXIM. Hence the

initial steps followed were:-

Understanding of the EXIM Department and various work areas within the

department.

A complete understanding of division of work into various Job Roles and Job

Titles.

Interviewing people and getting a basic understanding of their job1.

Applying the concept of job roles to EXIM department.

Understanding EXIM structure to classify people according to the Job Roles.

After following these basic steps, the actual process of KSA identification was followed.

Steps to identify KSAs

1

Understanding

of job

Identification of

Knowledge areas

related to Work

Preparation of

Exhaustive list of

Knowledge Areas

in detail

Grouping &classification

of Knowledge areas

Identification of

knowledge for

SR, SSR and TL

Verification ofKSA by HOD s

and individuals

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Step 1: Understanding the job for understanding the job lot of data was gathered.

Mostly primary data was collected through interviews and discussions. Secondary data

was collected through net. Also, some primary data like Job Descriptions were already

available.

After the initial round of open ended interviews to get a basic understanding of the jobs,

second round of interviews were conducted to get a better understanding of job and

various processes involved. This was also supported by observing role holders at work

and understanding the Job Descriptions provided. Hence after getting a fair idea about the

work, similar profiles were searched on net and their job descriptions were studied.

Step 2: Identification of Knowledge Areas related to their work this step required

analysis of the Interviews, Job Descriptions, the process and work. This helped to

identify the key knowledge areas. Then these knowledge areas were researched on net to

identify other areas which were linked to it and required for the job. This way a broad

outline of knowledge areas were formed. E.g. Corporate external environment, Corporate

internal environment, Statutory compliance, Systems and procedures within RIL.

Step 3: Preparation of exhaustive list of Knowledge Areas in detail in this step the

broad knowledge areas which were identified in the beginning were drilled down into

greater details to arrive at very specific knowledge. Each Job Description was broken

down into a list of related knowledge areas. Hence an exhaustive list was prepared with

the help of internet.

Step 4: Grouping and classification of Knowledge Areas - in this step, the knowledge

collected in step 3 is again clubbed up and grouped to ensure only essential knowledge

areas are included and unnecessary areas are eliminated. Hence a comprehensive list of

knowledge related to EXIM department is obtained. This list was shown to the respective

people and head of department and their consent was taken.

Step 5: Identification of Knowledge required according to Job Roles after

identifying all knowledge areas, they are analyzed for various job roles. Like already

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mentioned, it is grouped according to the functions carried out by each person in each

role. E.g. Senior Representatives will be more concerned with how the process is carried

out in detail. He should know all the procedures for applying for licenses, benefits in

great detail, whereas the Team Leader need not know the details of the formats, but he

should have a fair idea about the importance of each process and transaction.

Hence in this way a KSA matrix was prepared and for each knowledge area in Imports

the type and depth of knowledge for each role was specified. For each knowledge/skill

area a code was given. The convention followed- Four letter code with starting letter

indicating Knowledge Skill and Attribute (K, S, A) and the other 3 were digits indicating

a number. E.g. K001, S003, A006 etc.

Step 6: Verification of KSA by Heads of Department and Individuals after

completion of the matrix, it was shown to individuals and the Heads of Department for

modifications. All the changes were discussed and then incorporated in the KSA to

develop the final KSA. Final KSA was hence prepared was verified by each person in

Imports.

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Training Need Identification

Second part of the project was to develop a module for Training Need Identification. The

training needs were derived from the KSA itself. The process could be described as:

From the KSA matrix all the Knowledge and Skill areas were obtained where trainingcould be provided. There are 2 main methods of determining the training needs:

Top Down: Interviews and discussions with people in Leader Family to determine

Training Requirements. In this method training requirements for employees are

dependent on their bosses assessment. Hence, there can be problems of biasness

and little inaccuracy.

Bottom Up: Interviews and discussions with Manager and Executive family to

determine their Training Needs. In this method the training needs for the

employees are determined by the employees themselves. Hence they might have a

better idea of the training requirements. But in this method also there might be

inaccuracies when people will try to hide their own training requirement.

KSA

Build a rating

scale

Assessing current

levels of

Knowledge

and skills

Identify the gap

between actual

and desired

Determine

Training Program

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I have mainly followed the Top down Approach but have included the bottom up

approach by including a self assessment of importance to job column in the template for

training need identification module. The values were obtained from the Service

Representatives by getting questionnaires filled.

To assess the training needs, a rating scale was developed. This was to help in assessing

the present knowledge/skills of a person as compared to the desired.

The scale developed was:

RATING SCALE

Rating Term Explanation

0.0 to 5.0 Level 1 Needs Significant improvement

5.1 to 6.0 Level 2 Needs improvement

6.1 to 7.0Level 3 Needs slight improvement

7.1 to 8.0 Level 4 Adequate Performance

8.1 to 10.0 Level 5 Superior Performance

This scale would be used by the Heads of Department to rate their Subordinates.

The next step was to build an importance scale to attach it to every knowledge/ skill area

to determine the importance of each area for individual persons job. This was important

as each person works on a specialized area and hence it was not necessary for that person

to be proficient in other areas he was not working on. Hence this importance scale was

developed so that the according to the importance and current level of knowledge and

skills a correct training program is selected.

The importance rating scale developed was:

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IMPORTANCE RATING

Rate Explanation

1.0 Not applicable

2.0 Important but not essential

3.0 Important and essential

4.0 Very important and essential for the job

5.0 Critical for the job

Hence now the current level of a person could be assessed by the HOD with the help of

these two scales. The score obtained gets multiplied by its importance which becomes the

Final Score whereas the Importance multiplied by maximum score becomes the Total

Maximum Score. The difference of these two values is the gap between desired and

actual. This gap is further divided by a constant factor of 10 to obtain a gap between 0

and 5. According to the gap obtained automatic highlighting shows the type of training

required for that gap. There are 3 different types of training courses available.

Namely:

Refresher Training : Basic course to refresh important concepts

Intermediate Training : More complex course to cover a broader view of concepts

Extensive Training : An intense training program of longer duration to cover

concepts in greater details

Hence the gap is analyzed according to the following scale:

GAP ANALYSIS

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Gap Explanation

2.40 to 5.00 Extensive Training

1.50 to 2.39 Intermediate Training

1.09 to 1.49 Refresher course

0.00 to 1.00 Does not require any training

Next, according to gap obtained and the training type indicated, for every knowledge and

skill area, a training program (template) was identified. This was identified by

discussions, material from Internet and feedback from the Heads of Department. The

training program has been decided on the basis of increasing complexity of exercises,

knowledge area and cost to the company.

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Increasing level of complexity

Terms Explanation

Self Study

Self study with guidance from boss along with a test taken by the boss at the

end

Online

Training

Online modules on concerned topic with tests for assessment of knowledge

gained at the end

Seminar

A topic is discussed by a person to a large gathering. Usually one continuous

session of 4-5 hrs

In-house A person within the company takes sessions to explain concepts

External

Faculty Classes taken by Professional External Faculty

Workshops Practical demonstration or interactive session stretched over 2-3 days

Steps Ahead

Benchmarking against companies in same business as Reliance

Self

Study

Online

Training

Seminars

Internal

Faculty

Training

(In House

Training)

External

Faculty

Training

Workshops

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While developing the KSA matrix, KSAs of other companies can be studied to get a

better template and comparison. For the training template development, a

benchmarking against other companies can be done to determine the desired level of

Knowledge and Skills for a specific job.

Include a Training Program for New Joiners

The training module developed does not have a provision for a separate training for

New Joinee/ Fresher in the company. This module will assess the person with a larger

gap and suggest the person an Extensive course. Here the Extensive course has been

developed with the hypothesis that the person has been working in the company since

some time.

Include On going/ upgrading Training Programs

One more drawback of the project is that it does not suggest training for updating the

knowledge and skills. Hence this factor will have to be incorporated. Otherwise this

training module will have to be run frequently.

Take into consideration the inconsistencies between the values obtained from

HOD s and self evaluation

The values obtained by HODs and Role Holder should ideally match but practically

they can vary greatly. In the module prepared, if the values differ greatly, then the

values filled by HODs are taken into consideration. Hence some method should be

devised to find out the actual values on which both HODs and role holder agree.

Development of Annual Training Program

After identifying the Training needs and training program type, an Annual Training

Program has to be developed which will have a list of institutes and schedules for

employees to register and attend the training.

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Automation of the process to enhance scalability and ease of implementation

The whole process of identification of training needs and the annual training program

can be automated and made a part of the KMS system to ease the implementation of

the process.

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Recommendations

Online Teaching House in company: - An online portal like KMS (eLearning)

can be developed which will have learning modules for different departments. It

should contain reading material and tests related to various Knowledge Areas. It

can be made a compulsory assignment for people and some points can be

allocated to each knowledge area. Passing a test in that area will mean earning

those points. Hence some minimum points could be fixed for people, which will

ensure that they complete at least some of the training modules.

In House Teaching School: - Round the year training can be provided to new

employees as well as present employees in a training centre of Reliance only. The

faculty can consist of recently Retired Reliance employees and a few present

employees to train others. This faculty can constantly be updated by continuous

recruiting of Retired Employees.

Job Rotation: - Job rotation will help in learning without actual training. By

introducing Job Rotation people can be trained to handle variety of jobs during

the job itself, hence it will be easier to assign extra responsibilities to that person

in the particular field if required.

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Annexure 1

Definitions of Job Roles

Service Representatives

Employees directly involved in delivering services to internal customers

Senior Service Representatives

First line supervisors to Service Representatives

Team Leader

Responsibility of smooth service delivery of their work area

Service Delivery Manager

Overall Responsibility of smooth service delivery

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Annex ure 2

INTERVIEW SCHEDULES

Name Work Area

Kailash Ekkaldevi DEPB

Supiya Prabhudesai DEPB

Jayendra Bhagat DEPB

Hitesh Kodolkar FMS

Prashant Gawde FMS

Sandeep Singhvi SEZ

S.Ramachandran EPCG

Shashikant Yadav EPCGSapna Trasi EPCG

Molly Thomas EPCG

Kaushal Mashruwala EPCG

Harikrishna Kansuwal Advance Licensing

Sushil Mungad Advance Licensing

Anil Mahajan Advance Licensing

George Eapen Advance Licensing

Prashant Mallya Advance Licensing

Mithoo Srivastava FMS/SEZ/EOU

Vijay Khakhra Jt.DGFT co-ordination

Ashok Khandelwal Jt.DGFT co-ordinationRajesh Birare Advance Licensing

Sameer Tambe Advance Licensing

Tanaji Pawar Advance Licensing

Sanika D. Advance Licensing

Rajaram Desai Textiles Exports & Logistics

Sandip Mhatre Textiles Exports & Logistics

Rajesh Gaikwad Textiles Exports & Logistics

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