Forbes Marshall: Steam Engineering and Control Instrumentation Solutions

Forbes Marshall is a PUNE-based company that provides steam engineering and control instrumentation solutions for the process industry. They offer services such as energy audits, plant asset management, and design consultancy. Their HR strategies focus on employee development, communication, and corporate social responsibility initiatives. The company has a competency model, performance management system, and learning and development initiatives. They also prioritize communication and have established multiple channels of feedback. Forbes Marshall's corporate social responsibility initiatives include supporting women and children and providing compulsory schooling.

Ans.:- 1a- Forbes Marshall Trading Company was founded by J. N. Marshall in 1926. Over the years,
the company has expanded to incorporate steam engineering and control instrumentation solutions for the
process industry. The company is based in Pimpri, PUNE, India's MIDC Industrial Area, H block, and
employs approximately 2072 people worldwide. See (Forbes Marshall, 2021). (Contact Us - Forbes
Marshall, 2021). Its expertise in process efficiency and energy conversation for the process industry has
enabled products and services that help save energy, improve process quality and throughput, and
maintain a clean and safe factory, thanks to its long and strong customer relationships.
It now manufactures its products in collaboration with renowned technology businesses. According to the
2011 Forbes: Great Places to Work there are seven unionized enterprises in the top 50. Industry's Union
dedicates unparalleled efforts to workforce development. In the same study, it scored second in
manufacturing and production and staff involvement in corporate social responsibility measures.
Forbes believes its family atmosphere, culture, and employee trust have led to the company's image as a
desirable employer. Marshall is rich in health, education, and empowerment projects.
The vision and value (V&V) analysis is one of the most significant exercises once the annual appraisal is
completed. The alignment of each person to the values is calculated in this exercise, followed by the
alignment of each department to the company's values. Following the study, a detailed action plan is
drawn out. For the departments with the lowest scores, ‘Value Workshops' are held, sensitive cases are
sent to the ‘Value Digression Committee,' the results are shared with the managers for self-reflection, and
the winners get the Value Champion awards.
Their social outreach has had a significant impact on their plant communities. The Forbes Marshall offers
a preschool and a multi-purpose activity center. The activity center offers a variety of programs for
dropouts, impoverished children, and women's clubs. See (Wikipedia, Forbes Marshall, 2021) (2018,
ACCORDING TO THE CORRESPONDENT) (Before making the move to YouTube in 2016). (People
Matters - Interstitial Site — People Matters, 2011)
Forbes is in the process of building an accurate depiction of India's working class. Though accounting for a
quarter of the country's population, scheduled castes and scheduled tribes made up just 6.8% of Forbes
Marshall's workforce. See (ProQuest, 2021), (Log in - ProQuest, 2021).
The company provide the following service:
• Energy Audits,
• Plant Asset Management,
• Compressed Air Audits,
• Vibration Consultancy Services
• Design Consultancy
•
Forbes Marshall's major competitors are Munters, ThyssenKrupp System Engineering, Leadec,
Schweitzer Engineering Laboratories, Etteplan, Ultra Clean Technology, and Astronics. See (Forbes
Marshall Competitors, 2021) (Craft.com/Forbes Marshall Competitors, 2021)
According to a 2003 Boston Globe study, just 40% of family-owned businesses survive to the second
generation, 14% to the third, and 4% to the fourth. Forbes is one of the 4% of fourth-generation family-
owned businesses. See (FBAN, 2021, The Importance of Family Businesses in America)
Business Objectives:
• A well-developed corporation working in a developing country, focusing on steam engineering, process control, and
utilities management.
• International growth and increasing our international reputation both serve as roles models for our customers,
suppliers, and society.

2b- Three Pillars of HR and Strategies
• Employee development
• Communication
• Corporate Social Responsibility Initiatives (CSR)
While several of these practices are common in today's firms, Forbes stands out for their foresight in
early adoption, as well as their values-driven, consistent approach to advocating and executing them.
Employee Development
a. Competency Mapping
Employee development is increasingly oriented on competencies. HR began by identifying the
organization's capabilities. Believing that internal HR has the competency and competence to build a
competence model. Forbes designed its competency model in-house. TUV, a global certification body,
verifies their competency model, which incorporates the company's competencies.
Managing Change with Unionized Employees
The mapping process proved tough to carry out. It involved everyone, including those in the production
department. The only comment the unionized members had was that it wouldn't work for them. Instead,
HR refused to relent. It had redone the process interventions, this time focusing on employee flourishing
instead of company advantage. After they engaged in the competency mapping process, participants
whose training needs were addressed found new responsibilities and professional advancement. Visible
instances helped seal the case by way of the intervention. Employee trust in competency mapping
increased when attitudes shifted. The journey was long, arduous, and full with hurdles. By proceeding
slowly and carefully, the competency evaluation system was implemented.
These concrete examples help in persuading people to support the action. Employee attitudes about
competency mapping changed, and the program gained employee trust. The journey was difficult,
long (about five years), and full of obstacles. On the other hand, the deployment of the competency
evaluation system was ensured by going slowly.
HR realized that persons had not picked up the skills for evaluation by the time the second or third
competency test was finished. Inadequate training, imprecise training objectives, or even the trainer's
handling of the material could be the culprits. Competency 'qualifiers' were created to assist
managers in gaining clarity on the competency evaluation.
The qualifiers described behavioral descriptions, helping to establish if the person met the
behavioral standards for the applicable competence-based assessment. To standardize the
competency base entry barrier for all possible recruits, the competency-based evaluation
was also used in the recruiting function. Prior to this, executives and HR frequently argued over
personnel decisions. This would make an easier assessment.
b. Performance Management System

Vision and Value Analysis:
In addition to the Technical and Behavioural competencies, which are common to any competency mode
l, a third core competencythe ‘Vision & Values’ was added. The performance appraisal has a specific se
ction to track how each member of the company is living the values. Responsesare analysed at the org
anisation and departmental levels.
Helping and Hindering Analysis: Two questions are asked of every employee concerning their impact
on their performance. Through examination of replies obtained, an organization-wide tally is made to see
whether there are and deviations. To verify mentioned activities are completed, HR follows up with the
leadership. Every individual will rate their Annual Review process and the PDP talk. Manager's rating
based on team member's average review comments of Red-Amber. This agrees with the color wheel
and value wheel ratings. Red sections are used to determine a course correction, and any further action.
Sometimes tough decisions must be made, such as letting a management leave As HR works to ensure
people abide by the rules, it should also be held accountable for this. Employees must provide 70-80%
"Green" ratings for their annual evaluations. This is a portion of the HR score, and it impacts each
manager's people perspective score.
c. Learning& Development Initiatives
Most firms' L&D inputs are based on competency mapping and the annual assessment process. The
employees believed that competency development was worthwhile and found their understanding of
skills and competency advantages to rise. The HR Department recognized that the traditional classroom
mode of learning was not popular—at the time, 70% of programs were classroom-based—and thus
stopped using the method altogether. Everything else is learned on the job or in locations where workers
can learn. This contributes to Forbes Marshall's status as a training ground for entry-level to senior-level
individuals. The entire core HR staff, including L&D, took part in a training course on Instructional
Design.
Training quality relies on vendor management. Two consecutive scores of less than 80% results in
removal from the list. training agencies meet the same standards rewarded for their efforts, receiving a
letter from Senior Leadership and the L&D department, as well as an incentive. This helps the
organization establish a strong culture of learning and knowledge sharing.
All employees who have been promoted, transferred, or rotated on the job must complete a three-month
transition programme to help them transition seamlessly into their new role's responsibilities
Communication
Engagement survey results indicated a lack of internal communication. As a result, communication
routes for a broad employee base were created. Originally, all shop floor employees had access to the
internet and computers. An intranet article, the Yearly Review procedure, and the Vision & Values
Analysis all were translated into Marathi for the benefit of shop floor staff. employee comprehension
improved due to feedback.
In keeping with its soul of maintaining transparency and accountability, Forbes has established multiple
channels of feedback, such as employee engagement surveys, staff satisfaction surveys, client
satisfaction surveys, covering HR aspects as well, 360 0 feedbacks.

Corporate Social Responsibility Initiatives
The Forbes organization was among the first few to set up a CRS cell in 1979 and offer “flexible
timings” for employees. This distinguished them in the manufacturing industry, especially early on.
The foundation is in conjunction with numerous communities, local government bodies, and NGOs in
order to accomplish its goals. Zeroing in on issues with which it can have a substantial impact is a
planned technique; it is not intuitive. For instance, the study found that kids needed sex education—a
large number of states, including Maharashtra, refused to allow it.
Women and children are the primary beneficiaries of the support the Forbes Foundation provides.
• The organization's support has provided them the empowerment to work with municipalities and
local governments to serve the community.
• Compulsory schooling is required for all students, before the Foundation offers textbooks,
libraries, and study environments to children who do not have them at home.
Conclusion
Forbes Marshall saw HR, in light of the practices and duties they have, as facilitators. Constant learning
and maintenance of high standards are required to satisfy this criterion. They had to understand their
business before building out their competency model, which was their primary goal. Attempting to
influence the unionized workers by demonstration of competence demonstrates the organization's
commitment to the HR philosophy. Validation of the competency model and a CSR audit prove that they
put a great deal of value on sustaining quality in their initiatives. Balanced people-friendly objectives are
supported by holding managers, employees, and especially HR accountable. Continual vendor review,
instructional design training, and performance-based compensation have aided in the company's
development of a learning culture.