How multi-tasking and multi-skilling are essential attributes at the workplace today.

In recent times, multi tasking has been the in thing and employers look out for people who are able to multi task because it is felt that people who multi task are able to attend to and complete more tasks and their greater productivity will help to increase the company’s profitability. As such, in general, multi-tasking is an essential feature of a corporate executive’s job specification.

A large multi-national manufacturing company selected engineers Rajesh and Akash on merit basis through campus interviews. Rajesh opted for office type cosy atmosphere and hence chose such a department which had to gather and process information, co-ordinate, etc. Akash, on the other hand, had keen interest in technology, and as such chose precision shop floor work. He was thrilled to see the application of his theoretical knowledge in actual shop floor practice. In fact, within the large manufacturing division, he managed to get his department changed twice to acquire varied experience. With all that, within five years he got fed up with the complacent atmosphere there. So he left the company to join another company that was medium scale in size but had advanced technology and a good overall set up. He was taken as production manager.

But unfortunately, within a year, this company started making losses due to some wrong decisions taken at the director level. Following this, a few senior level people left the company. Akash took this as an opportunity. He worked hard by staying in the company for 14 hours every day. He boosted the morale of the workers and lower staff. Their General Manager was a very kind and well meaning person; but he always used to sit in the head office. Akash requested him to visit the works at least once a week to get a feel of the situation and create confidence in the people and also in the suppliers and customers. This also put pressure on the Directors to mend their ways. Akash was promoted as Works Manager. Within this period, they also developed some new products which had promise of good market and profitability. Within two years the company started doing well.

After 12 years of aggregate experience, both these friends appeared for an interview for the position of General Manager in a well known, progressive company. Rajesh tried to impress the interview panel by describing the computerised materials management system in his company. He was in the materials department for all these 12 years. However, he had no answer, when he was asked to specify his own contribution to this system, or to the general working of the organisation. Akash’s case was entirely different. The panel was spell-bound while he was narrating his Herculean task of ‘turn around’ for the present company. No wonder he was the unanimous choice.

Multi-tasking has various dimensions and interpretations, especially in the Indian context. In medium scale companies, the General Manager has a wide spectrum of responsibilities ranging from Marketing, Finance, IR, to actual manufacturing consisting of production, maintenance, and even product development.

A supervisory engineer in a small scale manufacturing unit may have to perform many tasks (especially during the absence of the Proprietor), including talking to the material supplier on one hand to talking to the customer who wants the delivery today by evening. He may be reporting directly to the Proprietor. In large scale industries, Departmental Heads are involved or submerged in the complications arising out of the sheer size or volume of the activities and generally negative attitude of the union-protected workers. Thus they are less versatile. But the top person of a successful large scale company is again required to be a gem as he has to handle variety of functions that too at large magnitude. Just think of the complexity of functions and situations Ratan Tata handled as the supremo of the No. 1 corporate group in India .

The only permanent feature of today’s life is change!

What is the solution to this problem-situation?

As a typical answer we may say that no solution is permanent! True. But some approach is required. The most rational approach is Multi-Skilling.

Simply stated, Multi skill working means everybody should take interest in variety of works and try to acquire proficiency in them. To start with, every technician should understand all aspects of his own machine first. Also he will understand what precaution taken in his operation will make next job easier. Japanese people rightly say, “Operation next to yours is your Customer”.

A senior technician/engineer should be alert of the transformations in customer requirements. He should keep abreast of modern technological developments in his own company. For that, the company should sponsor him for some training program. If not, he should attend some courses at his own expense! This is equally applicable to non-technical works. Knowing your own section, department, related software packages, overall business profile of your company is desirable. For logistics companies, peculiarities of various travel modes, working knowledge of vehicles, geographical zones of the country, good knowledge of English and Hindi and one or two regional languages other than the mother tongue would be helpful.

Within the last decade, thousands of crores of rupees were spent by the government on Voluntary Retirement Scheme (VRS) in the banks. The response received speaks a lot about multi-skill working. The response can be divided in four categories:

>>>Those who have all round knowledge of banking systems (multi skill) did not take cognisance of VRS benefits because they felt they can prosper further and enjoy active life
>>>Those who had worked blind-fold in restricted sections in the bank knew they were useless for the outside world and stuck to the service
>>>People who had developed multi skills outside bank arenas as well and wanted further thrills opted for the VRS and started for the new professional life, and
>>>Some people got panicky that they may get transferred to distant locations because of the vacancies created by VRS, also they had phobia for computerisation, and they left for peace of mind.

-N J JOGLEKAR

The author, an engineer and former Principal and General Manager, Fr Agnel Polytechnic Complex, Vashi, has 25 years of shop floor management experience in companies like Mafatlal Engineering Industries and Dagger Forst Tools Ltd, and is currently working as consultant in management and multi-skill training. Based in Pune, he also conducts training programs in technology and executive development for leading industries all over Maharashtra. Tel: 020-25652988. Email: njjoglekar@yahoo.com