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 Attribute, 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.

Table Of Contents

Motivation
The importance of HR can not 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 Accounts payable 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.

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 in association 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.

Objectives of Project
To determine the Knowledge, Skills and Attributes required and develop the Knowledge Skill Attribute Matrix for Accounts Payable 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. The training identification module was developed from the KSA s 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 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.

Introduction to Shared Services Accounts Payable

Shared Services Accounts Payable (SSAP) is RILs Shared Services department for Accounts payable of all RIL manufacturing sites, Head Office expenses, foreign remittance, shipping and projects. The SSAP covers the complete cycle from Vendor Master Maintenance to Vendor Payment Processing and the Period Closing Activities. It also provides related key MIS to the Management. It is divided into the following work areas :1. Central Vendor Processing :(a) Materials Bulk Import (b) Materials non Bulk Import (c) Materials Indigenous Bulk (d) Materials Indigenous non Bulk 2. Head Office Accounts:(a) Bills processing of Corporate and administrative expenses like Sponsorship charges, subscription fees, Directors fees, printing & stationery, Air travel bills, Godown rent, Repairs & Maintenance of Office bldg, Car hire & Bus hire expenses, etc.

(b) Bills processing of different payroll Companies like RGMS, RDSL, RFBL pertaining to administrative expenses. 2. Central Payment Processing :(a) Processing of Payment through e- payment, RTGS, NEFT (b) Bank reconciliation

SSAP STRUCTURE
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SSAP

Scrolling & DMS

HO- A/cs
Corporate Admn Expenses

CVP
Invoice Processing: Indigenous Material Import Material

MINOR PROJECTS

Central Payment Section

1. Scrolling and DMS All Invoices from Suppliers/ Contractors are entered in the system for tracking This enables a central record of receipt of a vendor invoice to be kept by Reliance General Acknowledgement Slip is generated to pass on the confirmation of receipt to the vendor. Daily Scroll list is generated which provides list of scrolled invoices for a particular period Types of Information are included when scrolling an invoice : Company Code

AP Location Code Scroll Type Scroll Date Vendor Details Invoice Number, Invoice Date, Invoice Amount User/ Certification Data

2. Head Office Accounts :The main function of this department is to make payments for Corporate and Administrative expenses. It includes work related to a) Scrolling of invoices and sending it to different work areas for processing. b) Invoice Processing of different Payroll Companies like Reliance Global Management Services (RGMS), Reliance Group Support Services (RDSL), Reliance Fire Brigade Limited (RFBL) related to Corporate and Administrative payments. c) Compliance with taxes like Sales tax, Service Tax, VAT, TDS and Works Contract Tax so as to avail benefit from the same.

3. Central Vendor Processing :This Department processes the invoices of all the 13 plants owned and acquired by RIL for payment for the purchase of raw material from the local and foreign vendors. The CVP department is further divided into various sub department which looks after the different work areas related to domestic and foreign purchase. The main functions of CVP includes -

SCROLLING: a) Real time recording of invoices into SAP and the output in the invoice generated through scanning resulting in DMS. b) All invoices pertaining to material bulk or non- bulk are scrolled with the PO number (purchase order). Which generates vendor name, invoice no. date and the user department code. c) Invoice is linked to MRR (Material Receipt Report) prepared at site and then it is saved and scroll no. and due date is derived. PROCESSING: a) The invoice is then processed using the different transaction codes in SAP E.g. YSCM- Non Bulk Materials, ZFBV- Non Bulk Material

Central Vendor Process

Indigenous Bulk Material

Indigenous Non Bulk Material

Import Non Bulk Material

Import Bulk Material

Export Related Payments

Chemicals and Catalysts

Stores and Spares

Packing Material

Ocean freight, shipping, GTA and CHA payments

Indigenous Bulk Material consists of the local purchases of raw materials namely Naphtha (fuel oil), Acetic acid, Kerosene, Benzene, Natural gas, relene, ethanol chlorine.

4. Minor Projects:-

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 This department processes invoices related to construction of a new project or major renovation in the existing site. The entire decision in carrying out the project lies in the hands of the managements approval, regarding the cost to be incurred. It is then routed to this department for processing in which they have to identify the cost centers and profit centers and create a new code called Work Breakdown Structure (WBS). It is then sent to the commercial group for procurement of materials and services required to carry out the project.

5. Central Payment Processing: This department carries out payment transaction of the entire Accounts Payable department. The invoices processed by CVP and HO Accounts are sent across to this department for final payment. Payment is carried out through E-Payments, Real Time Gross Transfer (RTGS) and National Electronic Fund Transfer (NEFT). Payment is transferred through the different House Bank of RIL like CITI , ICICI, HDFC and Deutsche Bank.

Introduction to KSA
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 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 have more knowledge which will help then to strategize and plan. This is explained further when the process of KSA identification is explained. 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.

Methodology
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For determination of KSA matrix substantial data was collected to help in identifying the knowledge areas required for the different job roles in various work areas of Accounts Payable. So the initial steps followed were: Understanding of the Accounts Payable Department and the various work areas A complete understanding of division of work into various Job roles and Job Titles. Interviewing people for basic understanding of their Job. Understanding the structure of all the work areas of Accounts Payable 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

Understanding of job

Identification of Knowledge areas related to Work

Preparation of Exhaustive list of Knowledge Areas in detail

Verification of KSA by HOD s and individuals

Identification of knowledge for SR, SSR and TL

Grouping & classification of Knowledge areas

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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. 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 was formed. E.g. Procedural Knowledge, IT knowledge, Trade practice related knowledge etc. 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 the accounts payable was obtained. This list was shown to the respective people and head of department and their consent was taken.

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Step 5: Identification of Knowledge required according to Job Roles after identifying all knowledge areas, they are analyzed for various job roles and is grouped according to the functions carried out by each person in each role. Hence in this way a KSA matrix was prepared and for each knowledge area in Accounts Payable 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 Accounts Payable.

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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:

KSA

Build a rating Scale Assessing current Levels of Knowledge And skills Identify the gap Between actual And desired

Determine Training Program

From the KSA matrix all the Knowledge and Skill areas were obtained where training could 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.

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 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. 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 Representative by self rating of the templates.

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 0.0 to 5.0 5.1 to 6.0 6.1 to 7.0 7.1 to 8.0 8.1 to 10.0 Term Level 1 Level 2 Level 3 Level 4 Level 5 Explanation Needs Significant improvement Needs improvement Needs slight improvement Adequate Performance 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.

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The importance rating scale developed was:

IMPORTANCE RATING Rate 1.0 2.0 3.0 4.0 5.0 Explanation Not applicable Important but not essential Important and essential Very important and essential for the job 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: 18

GAP ANALYSIS Gap 2.40 to 5.00 1.50 to 2.39 1.09 to 1.49 0.00 to 1.00 Explanation Extensive Training Intermediate Training Refresher course 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.

Self Study

Online Seminars Training

Internal Faculty Training (In House Training)

External Faculty Training

Workshops

Increasing level of complexity

Terms Explanation

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Self study with guidance from boss along with a test taken by the boss at the Self Study Online Training Seminar In-house External Faculty Workshops end Online modules on concerned topic with tests for assessment of knowledge gained at the end A topic is discussed by a person to a large gathering. Usually one continuous session of 4-5 hrs A person within the company takes sessions to explain concepts Classes taken by Professional External Faculty Practical demonstration or interactive session stretched over 2-3 days

Steps Ahead
Benchmarking against companies in same business as Reliance 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

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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. Since this problem was identified at a later stage in my project I was not able to incorporate methods to solve this inconsistency. 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. 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 be 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. On Job Training:- On the job training can be conducted either by the trainees immediate superior or by a nominated peer trainer. The trainees motivation will be high because it will be obvious to the trainee that whatever they are learning is relevant to the job.

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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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