Forbes Marshall: Steam Engineering and Control Instrumentation Solutions

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