competency mapping telco

KARNATAK UNIVERSITY DHARWADKARNATAK UNIVERSITY DHARWAD

K.L.E SOCIETY’SK.L.E SOCIETY’SINSTITUTE OF MANAGEMENT STUDIES AND RESEARCHINSTITUTE OF MANAGEMENT STUDIES AND RESEARCH

MASTER OF BUSINESS ADMINISTRATIONMASTER OF BUSINESS ADMINISTRATION

A project Report on

CompetencyCompetency MappingMapping

ATTelco Construction Equipment Company LimitedTelco Construction Equipment Company Limited

Belur Industrial EstateBelur Industrial Estate2007-082007-08

Under The Guidance ofDr. M. M. BagaliDr. M. M. BagaliHR Faculty HR Faculty KLES’s IMSR KLES’s IMSR

Submitted by:Deepti GuttalDeepti Guttal

Telco Construction Equipment Company LtdTelco Construction Equipment Company Ltd ..

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Examination No: MBA06002021Examination No: MBA06002021

KLES’S INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH HUBLI MCP 4TH SEM


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Recognized by AICTE, New Delhi, affiliated to Karnatak University, Dharwad

Email: [email protected] Website: www.kleimsr.org

K.L.E. Society’s

INSTITUTE OF MANAGEMENT STUDIES and RESEARCHIMSR CAMPUS, VIDYANAGAR, HUBLI-580031 (Karnataka State)

Phone (o) : 0836-2377466Tel/Fax: 0836-2376369

Director (off): 0836-6568943Placement: 0836-3298943

Ref. No : KLES-IMSR/ : Date:

Certificate

This is to certify that, Ms Deepti R Ms Deepti R GuttalGuttalhas done major concurrent project- 2008 under the title of

Competency MappingCompetency Mappingas a part of Second year of MBA from KARNATAK UNIVERSITY, Dharwad

during year 2007-08.

Her examination Seat No. MBA06002021

………………….Internal GuideK.L.E.Sy’s, I.M.S.RHubli

………………….DirectorK.L.E.Sy’s, I.M.S.RHubli


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DECLARATION

I DEEPTI GUTTAL here by declare that the project titled

“Competency Mapping” at “Telco Construction Equipment

Company Ltd.” Submitted by me for the award of the post

graduation degree “Master of Business Administration” by

Karnatak University, Dharwad is my original work and is not

submitted elsewhere for award of any degree or diploma.

DEEPTI GUTTAL

Date:

Place: Hubli M.B.A IV Semester



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ACKNOWLEDGEMENTThe satisfaction and euphoria that accompanies the successful

completion of any task would be incomplete without thanking people who

made it possible. Many are responsible for the knowledge and experience I

have gained during my Major Concurrent Project.

I would like to express my profound sense of gratitude to our Esteemed

I/C Director and my internal guide Dr. M. M. Bagali, for his complete support,

encouragement and guidance during my entire project.

I also would like to avail this opportunity to thank Mr. Asit Morice Minj Asst manager Human Resource and Mr.Ashish Sharma manager Human

Resource TELCO for providing me an opportunity to carry out the project and

extending their valuable guidance and complete support during this entire

duration.

My sincere thanks to all the employees of Telco who in spite of their

busy schedules accommodated me for one to one interactions to collect my

primary data.

And I also thank my Parents and Family for their co-operation and help.



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TABLE OF CONTENTSEXECUTIVE SUMMARY.................................................................................................................................................. 1

Objectives............................................................................................................................................................. 3Statement of problem........................................................................................................................................... 3Utility of the study................................................................................................................................................. 3Limitations............................................................................................................................................................ 3Conlusion............................................................................................................................................................. 3

COMPETENCY MAPPING............................................................................................................................................... 4Competency......................................................................................................................................................... 5Different types of competency.............................................................................................................................. 6Competency mapping.......................................................................................................................................... 7Various Methodologies used for competency mapping........................................................................................7Importance of competency mapping.................................................................................................................... 7Competency mapping in current scenario............................................................................................................ 8Linking competency mapping to performance managementLinking competency mapping to performance management: The new ParadigmThe new Paradigm..............................................10Competency mapping Gap analysis process..................................................................................................... 11Benefits.............................................................................................................................................................. 12Competency mapping as various HRM activities............................................................................................... 14Value addition for organization........................................................................................................................... 15Value addition for employee............................................................................................................................... 15Benefits of using Competency based Selection System.....................................................................................15Benefits of using Competency based Training and Development system..........................................................15Benefits of using Competency based Performance Appraisal system................................................................16Benefits of using Competency based Succession Planning System..................................................................16

METHODOLOGY......................................................................................................................................................... 17Competency mapping of employees at Telco..................................................................................................... 18

COMPANY PROFILE.................................................................................................................................................... 21Dharwad plant.................................................................................................................................................... 22Brief of Dharwad manufacturing unit.................................................................................................................. 23Vision and Mission statement of Telco............................................................................................................... 23Telco quality policy............................................................................................................................................. 24Telco Philosophy and Values............................................................................................................................. 24TPM policy.......................................................................................................................................................... 24Telco P-D-C-A-I cycle......................................................................................................................................... 25Products of Telco............................................................................................................................................... 25Competitors of Telco.......................................................................................................................................... 26Foreign Vendors of Telco................................................................................................................................... 26Local vendors of Telco....................................................................................................................................... 26Human Resource Policies at Telco.................................................................................................................... 26About the Production Department...................................................................................................................... 29

ANALYSIS................................................................................................................................................................. 32Problem.............................................................................................................................................................. 33Gap Analysis...................................................................................................................................................... 33Comparative analysis....................................................................................................................................... 103Final Results of the spider charts and comparative analysis in short...............................................................109Findings and Recommendations...................................................................................................................... 109Conclusion........................................................................................................................................................ 111

ANNEXURE............................................................................................................................................................. 114Mapping format................................................................................................................................................ 115Analysis Template............................................................................................................................................ 116SPSS Coding Sheet......................................................................................................................................... 117



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EXECUTIVE SUMMARYEXECUTIVE SUMMARY



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The project is all about mapping the competency of the floor

employees of Telco construction Equipment Company Ltd. Competency mapping has become the latest buzzword for many organizations as more and more of them are applying this concept for training, career development and selection of their employees. The change in the ideology of the organizations can be attributed to the change in the work culture, environment, as well as growing competition among companies.

Competency mapping enables the organization to link selection, training process with development and future business strategy. The process of competency mapping also helps the organization to understand what constitutes superior performance and provides a framework for superior performance. It enables to establish measurements that make a difference in performance levels. Competencies mapping are becoming a frequently-used and written-about vehicle for organizational applications such as

Defining the factors for success in jobs and work roles within the organization Assessing the current performance and future development needs of persons holding jobs and roles Mapping succession possibilities for employees within the organization Selecting applicants for open positions, using competency-based interviewing technique



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I have carried out the competency mapping for 133 floor employee of Telco construction Equipment Company Ltd .Competency mapping includes gap analysis of all floor employees and I have suggested the improvement areas required for employees. This analysis gives the information about which employee lacks in which skill set. Project work also includes the skill set and shop wise analysis of the floor employees. This analysis gives the information about the average skill set distribution in all the shops. With the assistance and the guidance of the human resource officials and also hither to modifications suggested by our guide Dr M. M. Bagali and also as per the well defined organization objectives and policies regarding competency mapping the format were designed and necessary relevant data are procured from employees with one to one interaction.

OBJECTIVESOBJECTIVES To identify the competency level of shop floor employees across organization and compare it with the expected company standards. To recommend some improvement areas for the shop floor employees in building competency that are required.

STATEMENT OF PROBLEMSTATEMENT OF PROBLEM The company was not having the information of floor

employees regarding the current capabilities in the various skills required to perform the job. Hence the study of competency mapping is being carried out.



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UTILITY OF THE STUDYUTILITY OF THE STUDY The competency mapping helps to identify current

capabilities of the employee. Also provides an opportunity for employees to assess their skill set. The analysis helps the organization to device training program and job rotation policies.

LIMITATIONSLIMITATIONS Sampling data is only 90% of the total strength of the Telco Dharwad facility. Work load in few floors did not allow detailed interaction but sampling data was accurate to the supervisor’s prudence.

CONLUSIONCONLUSIONThere is a gap in skill sets between the company set

standards and what the floor employees possess. There are few training programs for the employees to help them understand the concepts behind different skill sets. It would help to design the training program and make mandatory schedule for all employees to attend them. Few other measures like seniors mentoring the junior groups and job rotation should also help.

The action plan and recommendations suggested will help the company to design the various training programs and plans for each floor employees in Telco.



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COMPETENCY MAPPINGCOMPETENCY MAPPING



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In this age of globalization, HR department plays significant role to meet the challenges of competitiveness and to develop a required quality oriented performers. So, tool of competency mapping measures a clear picture of every incumbent in the organization.

HR has put a step to introduce a system of competency mapping of each role and it should be lien to performance management system in the organization. With this system measure the present potential of the job/ role holder, identify & analyze the gap, bridge the gap by giving learning & development input in the identified areas and again examine the competency, find out whether it reaches to the standard competency

The process insures that employees have the opportunity to identify both their areas of strength and opportunity for improvement, which allows them to prepare an individual learning and development plan. It helps to motivate the best and develop the rest which is a win-win situation for everyone

Therefore, HR department use and implement this tool of competency mapping for the over tool of competency mapping for the over growth of business

COMPETENCYCOMPETENCY Competency is a practical ability that is informed to some

degree by theoretical understanding: this is a much better model for assessment than any purely conceptual model. Competencies are the skills and abilities of an individual that result in better performance in given area

It can be defined as “Combination of knowledge, skills, attitude and personality of an individual as applied to a role or job in the context of the present and future environment that accounts for sustained success within the framework of organization values.



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Competency can also be referred as “a cluster of related knowledge, attributes, skills and other personal characteristics that;

Affects a major part of one’s job Correlates with performance on the job Can be measured against well establish standards Can be improved via training and development

DIFFERENT TYPES OF COMPETENCYDIFFERENT TYPES OF COMPETENCYElemental or Task competency Elemental or Task competency

Elemental or task competency is an ability to do a particular type of task. A job consists of many different types of tasks, thus requiring different elemental competencies. The elemental competencies can be standardized, precisely differentiated, developed into a model across the organization, and are easier to identify, study, understand, map, assess and develop.

Generally the competencies that we talk in HR are the elemental competencies.

Behavioral or Personal competencyBehavioral or Personal competency Underlying performance characteristics of individuals which

they bring to work. It includes interpersonal, leadership, analytical and achievement orientation attributes

Threshold and performance competencyThreshold and performance competency Boyatzis (1982) made the distinction between the two. The

former does not make any distinction between high and low performance but are the basic competencies to do a job. Performance competencies make this distinction.



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Surface competenciesSurface competencies

It may be mentioned that competencies exist at both the surface as also at the core personality level. The surface level competencies of knowledge and skills are visible in one’s behavior or performance and can be developed with appropriate training and development. However, the core motives and trait competencies reside deep within us and are difficult to understand, measure and develop. Since these are large in number, one needs to focus on specific motives and traits with a view to developing them in a cost effective manner. However, self concept lies somewhere between surface and core competencies. The competencies lying deep within can be developed over a longer period of time by appropriate job placement of the employee which will offer him opportunities to develop these competencies for future senior roles. It has often been observed that one’s best performance is driven by core competencies rather than task related skills and knowledge, which goes to show that selection on the basis of qualifications or skills alone will not ensure a candidate’s best performance.

COMPETENCY MAPPINGCOMPETENCY MAPPING Competency Mapping is the process of identifying the

competencies required to perform a job or role successfully and/or a job incorporating those competencies throughout the various process (i.e. job evaluation, training, recruitment) of the organization.



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Competency mapping is identified in the organization Competencies can be identified by one of more of the following category of people: Experts, HR Specialists, Job analysts, Psychologists, Industrial Engineers etc. in consultation with: Line Managers, Current & Past Role holders, Supervising Seniors, Reporting and Reviewing Officers, Internal Customers, Subordinates of the role holders and Other role set members of the

role (those who have expectations from the role holder and who interact with h him/her).

VARIOUS METHODOLOGIES USED FOR VARIOUS METHODOLOGIES USED FOR COMPETENCY MAPPINGCOMPETENCY MAPPING The following methods are used in for competency mapping:

Interviews Group work Task Forces Task Analysis workshops Questionnaire Use of Job descriptions Performance Appraisal Format

IMPORTANCE OF COMPETENCY MAPPINGIMPORTANCE OF COMPETENCY MAPPING Structured and documented procedures provide convenience in recruitment thereby reducing time and employee cost. Predefined criteria eliminate chances of wrong recruitment, thereby reducing time and employee cost. The organization has a ready –rekoner of skill inventory/ management inventory Training need identification becomes clear and precise. Helps in benchmarking the standards.



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Gains a clearer sense of true marketability in today’s job market; once the individual knows how his/her competencies compare to those that are asked for by the job market in key positions of the interest. Projects an appearance as a “cutting edge” and well-prepared candidates, who has taken the time to learn about competencies, investigate those in demand, and map his/her own competencies prior to interviewing. Develops the capability to compare one’s actual competencies to an organization or position’s required/ preferred competencies in order to create an individual development plan.

COMPETENCY MAPPING IN CURRENTCOMPETENCY MAPPING IN CURRENT SCENARIOSCENARIO

When we talk about a low cost in various factors of production, in particular machine, material, man, etc. Man i.e. human resource is an important and valuable asset of any organization and that to competent and skilled human resource is more valuable in this age of globalization where economic development take place by understanding of competitiveness and total quality management. Here competent human resource means find the right people for the right job. Who knows his work and show his work in the way of required performance. In required performance includes given task, activity, or role successfully can be considered as competency. Competency may take the following form: knowledge, attitude, skill or other characteristics of an individual includes: motives, values, self concepts etc.



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Competencies may be classified in following four areas: Technical, Managerial, Human and Conceptual. Competency mapping is process of identifying key competencies for a particular position in an organization and it helps to identify the success criteria in particular behavioral standards of performance excellence, required for individual to be successful in their roles. In competency mapping all details of the behaviors (observable, specific, measurable, etc.) to be shown by the person performing that role are specified.

When we talk about performance it means basic skill + attitude =performance. In performance, it is considered that who ever is performing role is having basic skills of his specialized area but he is lacking 100% attitude and other behavioral aspects.

These aspects are very Challenging and changing time- to-time, unpredictable. Therefore, we have to develop and tie up this area with effective learning applying traditional as well as modern methods to enhance the level of understanding, communication, interpersonal relationship, teamwork, decision making and leadership which ultimately leads to 100% positive attitude

As it is said basic skill + attitude =performance will be match with organizational goals and this will bring major changes in the organizational which will help to bit the challenges and competition of the globalization.



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In this age of globalization, HR department plays significant role to meet the challenges of competitiveness and to develop a required quality oriented performers. So, tool of competency mapping measures a clear picture of every incumbent in the organization .HR has to put a step to each role and it should be alien to performance management system in the organization. With this system, measure the present potential of the job/ role holder, identify and analyze the gap, bridge the gap by giving learning and development input in the identified areas and again examine the competency, find out whether it reaches to the standard competency level or not that should be examined.

The process insures that employees have the opportunity to identify both their areas of strength and opportunities for improvement, which allows them to prepare an individual learning and development plan. It helps in many ways like job evaluation, recruitment, training and development, performance management, succession planning, talent induction, management development and importantly it helps to motivate the best and develop the rest which is a win-win situation for everyone.

Therefore, HR department must use and implement this tool of competency mapping for the over all growth of the business although it requires lot of time, dedication and money.



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LINKING COMPETENCY MAPPING TOLINKING COMPETENCY MAPPING TO PERFORMANCE MANAGEMENTPERFORMANCE MANAGEMENT: : THE NEWTHE NEW

PARADIGMPARADIGMToday organizations recognize that they carry out their

business through people and they are truly their most valuable resource. Over the last 10years competency mapping has generated a lot of interest as key element and measure the human performance. Competency mapping is the adjunct to knowledge management and other organizational initiatives. It consistently measure and assesses individual and team performance as it relates to the expectations of the organization and its customers. It is used to identify key attributes-knowledge, skills, and behavioral attributes that are required to perform effectively in a job classification or an identified process.

Competency mapping juxtaposes two sets of data. One set of data is based on organizational workflow and processes and the other set of data is based on individual and team performance capabilities. Competency mapping aids in defining the success in a job and work roles within the organization. Therefore, the outputs are linked to individual competencies of the employees.

By referring to forecasted outputs as outlined in performance plan of the employees, decisions can be made as to how to best manage, evaluate and develop employee performance and compensate individuals based on their demonstrated performance. However, forecasting of output is dependent on the following factors:

Expected organizational performance is defined Workforce competencies are defined: explicitly and implicitly Contribution of employees to organizational performance is defined as workforce competencies



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Instructional competencies are developed from workforce competencies to enable assessment of need and the development of relevant training Individual skills/assets influence individual performance

The challenge for organization today is no longer simply workforce complexities but also to manage changing needs of employee competency. Mapping competency on an organizational basis will provide a means for pinpointing the most critical competencies for the organizational success. They are main factors that determine foundation of required whether an employee will be able to perform well. Competency mapping helps in establishing link between individual competencies and organizational strategies and goals.

Thus competency mapping is an essential aid for improving performance as competency mapping can be foundation for aligning workflow and process outputs with critical customer requirements with a foundation of required employee attributes and competencies

COMPETENCY MAPPING GAP ANALYSISCOMPETENCY MAPPING GAP ANALYSIS PROCESSPROCESS

The individual objectives also known as key performance area are established before the process starts. Team members with the support of department heads complete the process every year with the support from the HR. Fixing upon the key performance area play a major role while doing the performance appraisal. It acts as an important means for doing individual succession planning, where performance is reviewed against objectives further goals are planned, expectation are conveyed, feed back is given and performance review meeting is conducted.



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In order to create competency profile and competency development plan, individual objectives are first established for all employees. The individual objects are aligned with the business plan. Efforts are made to ensure that employees can easily follow the link between company objectives and their own objectives or goals. This is vital so that everyone works towards the same objective. It also motivates people and helps them see how their objectives are aligned with the companies’ objectives.

Gap analysis helps to determine the gap between the desired level of competency and the actual present level of competency. That is shown while performing on their job. The back bone of gap analysis on an individual level is the key performance area setting. Key performance area need to be set for all the position in the organization. Keeping in mind the fast changes in the industrial environment, the profile needs to be flexible and easy to adapt to different situations and jobs.

The gap analysis consists of 3 main steps. First comes the key performance area setting. The manager and the team members together review the job description and individual objective for the coming year. Based on this review, the key performance areas are set and hence, competency based profile is prepared. Four to five critical competencies necessary to succeed in the job are identified.

At the next stage, competency levels are assessed. The desired level for each competency is determined by the manager based on inputs from the business plan, composition of the team, job description and individual objective. Finally the team members and the manager discuss and reach a consensus on the present level for each competence. It is important that this is the consensus decision and the gap differences are defined and agreed upon.



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BENEFITSBENEFITSEmployee competency map is a very useful document and can

be used for the following applications.

1. Candidate appraisal for recruitment 2. Employee potential appraisal for promotion or functional shift 3. Employee training need identification 4. Employee performance diagnostics 5. Employee self development initiatives

1. Candidate appraisal for recruitment 1. Candidate appraisal for recruitment Selection of candidates for employment is very important

decisions for any organization. A wrong selection costs the organization in terms of recruitment costs, efforts, time and opportunity. Whereas landing into unsuitable job is very painful and unsettling experience for the candidate. Job position competency map provides clear guidelines and reliable process for selection.

Competency map for the job position and Assessment of candidate’s for the required competencies gives comparatively reliable indication about suitability of the candidate. The assessment also provides guidelines on the training needs for the candidate if selected for the position.



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2. Employee potential appraisal for promotion or 2. Employee potential appraisal for promotion or functional shift functional shift

Every Job position requires different set of competency and hence an excellent performer in junior position may not necessarily perform to the expectations when promoted to a senior position. Also an average performer in a junior position may turn into a star performer when promoted to senior position. Similarly a successful person in one department may turn out to be unsatisfactory in another department and also a not so competent person in one department may give excellent results in other department

Hence departmental shifts and promotions need careful assessment of the competencies of the person with respect to the required competencies of the new position. It is recommended to assess core competencies for the promotion or functional shifts.

3. Employee training need identification 3. Employee training need identification Competency mapping and assessment provides clear

indication of employee’s developmental needs. Candidate weakness with respect to the required competencies discovered in the assessment shows opportunity for development of the candidate. Employee competency assessment can be conducted periodically, preferably along with performance appraisal, to identify developmental needs of every employee.

As competency based training need identification has direct relation with the employee performance, effectiveness of training can directly be gauged through the assessment of performance and competencies.



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4. Employee performance diagnostics 4. Employee performance diagnostics Competency based assessment provides excellent

understanding of performance problems. Observed non performance of an employee can be due to factors that are out of the control of the employee or due to lack of required competencies.

Employees those are not able to perform to the expectations should be assessed for core as well as support competencies and any observed inadequacy should be carefully studied to understand its effect before taking any remedial measures.

5. Employee self development initiatives 5. Employee self development initiatives The competency map and behavioral indicators help

individual to understand direction for their own development. They can very easily identify the gaps and work on the inadequacies.

Performance appraisal with traditional method can assess the performance with respect to set targets, but these appraisals do not guide for improving the performance. Competency map very clearly and reliably guides the employees for self development.

The competency map indicates the competencies that are required for improved performance and behavioral indicators shows the factors that build up the competency. Organizations should develop a competency map document and make it available to all employees for reference and study.

COMPETENCY MAPPING AS VARIOUS HRMCOMPETENCY MAPPING AS VARIOUS HRM ACTIVITIESACTIVITIES

Selection systemSelection system An interviewer looks for best fit candidate as per the job

profile.



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Training and developmentTraining and developmentIt provides a list of behavior and skills that must be

developed to maintain satisfactory levels of performance.

Succession planningSuccession planningIt focuses on the same set of attributes and skills relevant to

succeed on the position under consideration.

Performance management appraisal systemPerformance management appraisal systemIt focuses on specific behavior offering a roadmap for

recognition and reward and possible advancement. Competency mapping can be an effective way of

communicating to the workforce the value of the senior management and what people should focus on their behavior for e.g. A competency based appraisal system, helps to distinguish individuals with the characteristics that are required to build and maintain an organization, value teamwork, respect for individual innovation or initiative.

VALUE ADDITION FOR ORGANIZATIONVALUE ADDITION FOR ORGANIZATIONOver all organization performance by capturing the market

share, improved customer service, innovation, improved efficiency, decrease in time to market and better decision-making.

VALUE ADDITION FOR EMPLOYEEVALUE ADDITION FOR EMPLOYEERationalizing personal decision by promoting truly qualified

employees and allowing others to take advantage of it



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BENEFITS OF USING COMPETENCY BASEDBENEFITS OF USING COMPETENCY BASED SELECTION SYSTEMSELECTION SYSTEM

It provides a complete picture of job requirement .A competency model provides a complete picture of what it takes to perform the work Thus ensuring the interviewer look for characteristics that are needed to do the job well. Increases the likelihood of hiring people who will succeed. Interviewer can judge who lacks a critical set of skills knowledge and characteristics and focus on those with strong potential. Minimizing investment in people who do not meet expectation .Hiring a wrong person has a tremendous impact in the productivity and profitability of the organization.

BENEFITS OF USING COMPETENCY BASEDBENEFITS OF USING COMPETENCY BASED TRAINING AND DEVELOPMENT SYSTEMTRAINING AND DEVELOPMENT SYSTEM

Competency mapping help people better asses their current capabilities and difference .The behavior they need to develop their effectiveness .It enables people to focus on the skills, knowledge and characteristics that affect job performance. Competency mapping ensures training and development. Competency model provides for training and development opportunities and ensure that they are the one that are essential to the organization.

BENEFITS OF USING COMPETENCY BASEDBENEFITS OF USING COMPETENCY BASED PERFORMANCE APPRAISAL SYSTEMPERFORMANCE APPRAISAL SYSTEM

Competency mapping ensures agreement on performance criteria. what is accomplished and what is not accomplished.



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Competency mapping integrated with performance appraisal ensures a balance between what gets done and how it gets done. Based on Competency mapping. Performance appraisal is done as individual performance as per set standard is gauged. It gives a more accurate way of assessing people. By identifying critical behavior performance appraisal gets more accurate

BENEFITS OF USING COMPETENCY BASEDBENEFITS OF USING COMPETENCY BASED SUCCESSION PLANNING SYSTEMSUCCESSION PLANNING SYSTEM

Succession planning integrates various system of HRM. It helps decide who is ready, why who will be ready soon accompanied by person’s development needs and recommended actions to close the gap.



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METHODOLOGYMETHODOLOGY



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COMPETENCY MAPPING OF EMPLOYEESCOMPETENCY MAPPING OF EMPLOYEES AT TELCOAT TELCO

Need for the competency mapping Need for the competency mapping Competency mapping has become the latest buzzword for many organizations as more and more of them are applying this concept for training, career development and selection of their employees. The change in the ideology of the organizations can be attributed to the change in the work culture, environment, as well as growing competition among companies. Competency mapping enables the organization to link selection training and development. The process of competency mapping also helps the organization to understand what constitutes superior performance and provides a framework for superior performance. It enables to establish measurements that make a difference in performance levels.

Objectives Objectives To identify the competency level of shop floor employees across organization and compare it with the expected company standards. To recommend some improvement areas for the shop floor employees in building competency that are required.

Data collection methodData collection method

Primary dataPrimary data Data collected through interaction with shop floor employees of Telco. Under the guidance of respective floor supervisors.



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The data is collected as per the mapping format given by the company officials.

Secondary dataSecondary data Company manual Company website Human resource journals Internet.

Sampling elementSampling elementThe shop floor employees of the Telco. The basic nature of

work seen in the floors is assembly. Each employee is assigned specific task of assembling the different parts of the final product. The companies intend to find out the level of basic skills in different areas and map them to predefined standards.

Sampling sizeSampling sizeTotal of 133 shop floor employees.Midi shop – 38Mini shop – 40Wheel shop – 39Others shop* – 16*Includes Gear, SCM and Dispatch shops.



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Tools and techniques of data collection and Tools and techniques of data collection and interpretation of datainterpretation of data

Primary data is collected through personal interview method. Data is collected in the mapping format recommended by the company. The sampling unit is 133 floor employee of Telco Dharwad. The data collected is tabulated in SPSS and also mean is calculated for the skill set.Sipder charts are prepared for individual employee and the mean skill set is also plotted separately. The charts are prepared using MS-excel. Based on the analysis the final recommendations are suggested.

Time PeriodTime PeriodThe project as commenced from Dec 10th 2007 and it ended

on April 19th 2008. The project is carried out in the organization Telco which is one of the concerns of Tata group.

Geographical AreaGeographical AreaTelco Construction Equipment Company Ltd BlockNo.2 Belur Industrial estate Garag Road Mummigatti Dharwad-580007

Uniqueness of the study Uniqueness of the study Competency mapping is a new concept in the HR

management of the organization. The competency mapping analysis the skill of all the employees it helps the company to know were the employee stand in various skills set. To know the capabilities of the employee the competency mapping is carried out. Further, this study would guide Telco, as an organization, to look at competency mapping skill matrix for overall development of employees.



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COMPANY PROFILECOMPANY PROFILE



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Telco Construction Equipment Co. Ltd. is a joint venture company between Indian automobile giant Tata Engineering Ltd., Mumbai and world leaders in hydraulic technology, Hitachi Construction Machinery Co. Ltd., Japan.

Starting operations in 1961 with the manufacture of friction machines in collaboration with P&H, USA, today Telco is a market leader in India. The product range includes hydraulic excavators, crawler cranes, wheel loaders, backhoe loaders, off-highway dumpers, motor graders, skid steer loaders, cane loaders and truck loader cranes. It is now spreading its reach overseas and has already supplied equipment to some Asian, African and Middle Eastern countries. Telco's credentials lay together in its design capabilities, in its associations with world leaders such as Hitachi, John Deere, Euclid, Tadano, ZF and the like, state-of-the-art manufacturing facilities is in Jamshedpur and Dharwad and excellent and wide-spread customer support, the key to smooth running of capital equipment is well taken care of by its network of more than 30 offices and many more service associates.

DHARWAD PLANTDHARWAD PLANTIt is the younger of the two facilities having been set-up in

1999 this modern and highly mechanized facility spread over 118 acres rolls out more than a thousand machines with less than 50 workers. It is here that the 'Contractor's machines' which is machines of under-20T class and wheeled equipment are made. Dharwad lies in the center of the hubs of the markets for these machines, concentrated in the South and West. To be precise it is 420km from Bangalore, 400km from Pune and 470km from Hyderabad.



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A joint venture with Hitachi - World leaders in hydraulic excavator technology, Telco has access to the very latest and is able bring world-class products to the discerning Indian customer. Telco, an 80:20 joint venture between Tata Engineering and Hitachi Construction Machinery Ltd. of Japan, has recently started manufacturing the Euclid-Hitachi 35-tonne capacity dump-trucks at its works here. The manufacturing facilities are in accordance with Hitachi standards and stipulations and the Tata policy of quality ensures that only the best machines roll out. Telco’s facilities are located in Dharwad in Karnataka and Jamshedpur in Jharkhand, are strategic locations with proximity to the markets of the respective

products manufactured in each.

BRIEF OF DHARWAD MANUFACTURINGBRIEF OF DHARWAD MANUFACTURING UNITUNIT

The construction equipment manufacturer has assembly lines both here and in Dharwad (Karnataka). While orders for small capacity high-volume models of excavators and backhoe loaders are executed at Dharwad. It has a fully automated conveyor system, which is designed to cater to high volumes and is undaunted by the flexibility and fluctuations in the model mix. This gives it the capability to respond nimbly to customer needs. Systematic workflow and a quality conscious team ensure that high quality products roll out. Set up with good housekeeping practices, ease of administration, cleanliness of the oils in mind is a storage tank for the oils and fuels. Oils flow into the tank by pipes, thus reducing the chances of contamination, spillage and wastage, it leaves the supplier, expenses over carting, hauling, etc.



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The harsh conditions that prevail on a field site, makes equipment susceptible to damage and corrosion. So the machines that roll out of Dharwad receive an Autophoretic Pretreatment, oven baking, followed by PU-based painting, a process unique to the Indian Construction and Earthmoving Equipment industry. This makes the machines corrosion resistant and gives them a superior finish.

VISION AND MISSION STATEMENT OFVISION AND MISSION STATEMENT OF TELCOTELCO

Vision:Vision: “Global Top 25 in CE Industry by 2012”.

Mission:Mission: To be The Most Trusted Partner for providing Full Line of Constructive Solutions for Mining, Construction, Infrastructure & Agriculture Sectors. While Dominating the Indian Market, we shall make concerted efforts to meet our Global Ambitions. Our Hallmark shall be Our Motivated People, Strong Partnerships at all levels, Superior Technologies and Our Widespread Customer Support, all working in Unison with Environment and Society.

TELCO QUALITY POLICYTELCO QUALITY POLICY Telco is committed to maximizing customer satisfaction and

delight. It will strive to achieve this goal by continuous improvement of its design and development, manufacture, sale and service of its products .It will also ensure that its products are reliable, safe environment friendly and cost effective and its service are of the highest order.



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TELCO PHILOSOPHY AND VALUESTELCO PHILOSOPHY AND VALUES Ethical Behavior

Integrity Credibility Transparency

Customer orientation Agility, speed & competitive urgency High performance culture Innovation Meritocracy Team work as well as respect for individuality Fact Based Socially Responsible Learning organization

TPM POLICYTPM POLICYAchieving BUSINESS EXCELLENCE

throughParticipation of All employees

for achievingZERO DEFECTS

ZERO BREAKDOWNSZERO ACCIDENTS

&Delivering world class services & products

Of highest VALUE to our CUSTOMERS.

TELCO P-D-C-A-I CYCLETELCO P-D-C-A-I CYCLETelco has adopted the “Tata Business Excellence Model” as

the guiding post and some focused improvement approaches as enumerated below:



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TPM (Total Productive Maintenance), which aims to achieve zero defects, zero breakdowns and zero accident and delivering world class services and products of highest value to our customers through participation of all employees. CRISP (Cost Reduction Initiatives for Sustained Profitability), which aims to enhance value delivery for the customer and the company. TOC (Theory of Constraints) which aims to delivery highest value to the customer by improving our after sales support system and spare parts availability. SOX(Sarbanes and Oxley Act) which maps all enterprise level processes, assesses the risk associate with these processes and thus provide transparency of operation to all the stake holders. CFTs (Cross Functional Teams) which are formed for attaining specific organizational objectives. HHH (Hitachi Hand - Holding) for quality improvement projects with Hitachi experts.

The overall approach to performance improvement is PDCAI cycle (Plan-Do-check and integrate the activity with the companies objective). The employees have been trained in PDCAI, which fits their job function. Based on strategy pillars and job functions.

PRODUCTS OF TELCOPRODUCTS OF TELCOMiniMini Ex-70 Ex-110

MidiMidi Ex-200

WheelWheel Jd-315-V



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COMPETITORS OF TELCOCOMPETITORS OF TELCO L&T (Larson and Turbo) Volvo

Caterpillar Hindustan Motors BEML

FOREIGN VENDORS OF TELCOFOREIGN VENDORS OF TELCO Eaton Husco John Deere(U.S.A)

ITM(china) Kawasaki (Japan)

LOCAL VENDORS OF TELCOLOCAL VENDORS OF TELCO Appex RS Enterprise

M .M .industries

HUMAN RESOURCE POLICIES AT TELCOHUMAN RESOURCE POLICIES AT TELCOSafety MeasuresSafety Measures Articulation of safety policy and communication to employees. Regular safety training. General safety committee comprising of management and union representatives monitors policy related safety. Each of the functional SMT’s are assigned a coordinator on housekeeping and safety measures. Safety round committee does regular safety audit and identifies human and physical factors causing deterioration in work environment, different parameters has been identified based on the nature of work place for audit. Safety audit was conducted by an external agency –Tata AIG Risk Management Services Ltd. Special safety campaigns and drives during the year (poster and slogan contest).



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A pool of certified first aid workers has been created. Distribution of safety appliances. Compliance to statutory requirements.

Health Health Telco believes in employee’s good health, so it has adopted

several measures for the same, it also provides with canteen facilities serving fresh, hot nutritious food to all its employees based on the principles that “way to the mans heart is through his stomach” for making them more committed towards the organization.

Holds mandatory health check ups for painters, eye check ups for drivers, employees working at heights above 6 feet. Mandatory executive health checks up. Monitoring of ambient air quality. Monitoring of effluents. Monitoring of illuminations levels and noise levels in the shop floor. Proper disposal of hazardous wastes like painting sludge and hardening salts. Material safety data sheets.

Preparedness for Emergencies or Disasters.Preparedness for Emergencies or Disasters. Telco uses the emergency services of Tata Motors like fire services medical services. Disaster management control has been setup by Tata Motors and Tata steel round the clock service. The on site emergency action plan has been prepared. Regular mock fire drills.



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Employees Satisfaction Measures Employees Satisfaction Measures The methods through which employ satisfaction are

measured

Exit interviews Employee satisfaction survey Joint Management Council meetings. Regular one to one interaction of employees with HR. Open session discussion with MD. MD lunch session with young officer.

Recruitment at Telco Recruitment at Telco Advertisements are published in all the leading newspapers, based on the requirement candidates are called for the test and interview. Fair and transparent selection procedure is carried out. Recruitment directly from the colleges across India, due weight age is given to colleges located at northeast region of India. For manager designation engineers are required and for floor employees ITI is the basic qualification. Female candidates are also given due weight age.

Training and development at TelcoTraining and development at TelcoThe training need assessment is done on a yearly basis and is

assessed using multiple approaches depending upon the employees. A detailed discussion is held between the human resource department and functional department based on the short term and long term functional plans.



PAGE 36

The competencies are identified and mapped into the individual base and then the gaps are identified for each individual. The interactive appraisal process is carried out which helps the employees to mention and discuss their developmental requirements for learning and progression. The process helps in aligning, long term and short term action plan and also helps in involving the employees in capturing their training requirements for their career development.

Once the training needs are identified based on the priority training plan for all the employees is prepared after the discussion with the functional heads.

Performance Management System at TelcoPerformance Management System at Telco

Managers/executives Managers/executives Performance management system is based mainly on targets.

Harmony is a detail plan of all the targets to be reached in one year or 6 months based on these targets the performance of the executives are reviewed.

Supervisors and floor employeeSupervisors and floor employee Annual appraisals for supervisors and floor employee. Customer satisfaction is a key parameter for the appraisal. Employees are rated on various competencies based on that appraisal is carried out. Improvement areas are clearly communicated and development plans are made on mutual agreement.

Retention policies at TelcoRetention policies at Telco To help new employees many mandatory induction programmers are held, to help new employees to get familiarize with the company values and culture Welcome allowance is provided to new recruits



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Fringe benefits like travel and reimbursement for bringing household goods, helping for the children admission. Mentoring and monitoring of new recruits by human resource department

ABOUT THE PRODUCTION DEPARTMENTABOUT THE PRODUCTION DEPARTMENT The production plant is divided into 4 shops Mini, Midi wheel

and dispatch shop. In Telco there is assembly line production, the machine, which is to be assembled, will be moving on the conveyor and the different subparts are to be fixed at different stations. Telco has a well-managed electronic system.

In production department machine parts are forwarded from SCM department only after inspection, it is collected from various vendors. The main function of production department is assembling these machine parts at various levels. Mainly there are two assembling section, track assembling and mainframe assembling. After this assembling it is assembled with swing device, engine assembling, fuel tank etc. The production process is same for all machines. Main part of the machines are track frames, propel device, swing bearing, track chain, engine, battery, operator’s cabin, cylinder etc.

All the three shops are divided into three parts: Sub assembly area (left), Main line (middle), sub assembly area (right).

Activity in Main line assembly Activity in Main line assembly Apply a thin layer of gasketing compound anabond 610 on outer race of swing bearing. Apply thread locker anabond 111 on double decking bolts. Position track frame assembly on conveyor using crane. Position main frame on top of track frame using crane.



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Torque control valve mounting bolts and mark check lines with white paint. Route control valve hoses. Connect centre joint hoses. Mark torqued bolts with white paint. Fit boom piping on control valve and its hoses. Mount floor plate on main frame using crane. Ensure proper routing of wire harness and pilot piping while mounting floor plate. Mount the engine.

Tools used in the assembly processTools used in the assembly process Open end spanner Deep spanner Impact socket Allen socket Flat screw Hammer

Ratchet Nut runner Torque wrench Fixed torque wrench

Activities in Sub Assembly Activities in Sub Assembly Visual inspection Fixing of grease nipples Casing covering using dust seal Placing of assembled bucket cylinder Fastening bucket cylinder using pin Pin covering using strip Connection of inlet and out hose to the bucket cylinder and tightening

Activities in Track Frame Area Activities in Track Frame Area Position invert track frame on skid of inversion device



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Clean track frame Fit grease cover Mount lower rollers and torque mounting bolts use anabond Mount centre joint and torque mounting bolts use anabond Fit rubber bushings with rubber adhesive Complete travel piping Inverse track frame Adapter mounting Mount swing bearing and position inner face soft zone Fit track assembly and idler Mount upper rollers and torque mounting bolts Track up Press the master pin and fit lock pin Grease inner race of swing bearing and track adjuster Fill self inspection checklist



PAGE 40

ANALYSISANALYSIS



PAGE 41

PROBLEMPROBLEM In a competitive environment, like one in Telco, it becomes

necessary for it to remain one step ahead of others all the time. An organization will not be able to sustain its processes if it does not posses a work force that is competent and aligned to the organization’s goals and objectives. In order for Telco to remain competitive in the field in which it is operating, it requires the employees to posses certain competencies which the organization finds necessary to be able to compete successfully in the market.

This quest for competencies result in competency studies being undertaken which involves identifying technical needed to perform various roles. The competencies turned up by these studies became the basis for decisions about training and other human resource issues.

It was decided carry out interview to aid the floor employees to assess each skill set a set of questions were asked in guidance with supervisors with the help of mapping format given by the

company officials. To identify those competencies which would serve as a tool to aid in various human resource systems that were existing in the company such as training.

The report points out the tools and methodology that could be followed to study similar jobs .The report would also be of help to the company in development of job descriptions of the various job positions so that the tasks can be efficiently allocated among the various job hires.

Also the competencies could be of use in the training, performance appraisal and in developing a competency based pay system.



PAGE 42

The gap analysis serves to identify the gaps between the existing and desired competency levels and considers if training can solve the problem. It is a process focusing on identifying and solving performance.

GAP ANALYSISGAP ANALYSISGap Analysis is the gap between ‘what is’ and ‘what ought to

be’. The Gap Analysis serves to identify the gaps and considers if training can solve the problem. It is a part of planning process focusing on identifying and solving performance problems.

A Gap Analysis should be done whenever new requirements are issued, when job performance is below standards, when new training needs to be given and when new training has been received. A Gap analysis helps in assuring that training is the appropriate solution.

In short the following things must be kept in mind while conducting a Gap Analysis.

To determine what training is relevant to your employee’s tasks and responsibilities. To determine what training will improve performance. To determine if training will make a difference. To link employee’s performance with the organization’s goals.

Gap analysis is a very efficient tool as it could be of use in the performance appraisal of employees and in developing a competency based pay system. It establishes measurements to assess differences in the performance levels and tends to give suggestions to overcome the differences.



PAGE 43

Representation Representation Gap analysis in the project is done using spider charts. This

chart gives the clear picture about the required standards set in the company with respect to the possessed skill sets of the employee. This chart gives the clear picture of the competency possessed by the employee and also compares it with his one level of skills in other skill sets. This helps the organization to easily identify the course of action for the gaps found.

Relevant information like Ticket No., Experience and Shop on per employee basis is also put along with the Spider Charts. This helps the HR department to handle the course of action for the employees on per employee basis. At the end of the table action plan for that particular employee is suggested depending on the gaps found.

Spider ChartSpider ChartA spider chart, also known as a radar chart or star chart, is

two-dimensional chart of three or more quantitative variables represented on axes starting from the same point. The relative position and angle of the axes is uninformative. Spiders are usually used to compare performance of different entities on a same set of axes.

In this case the shops represent quantitative variables and the scale value or the distances from the center represent the performance or skill set levels. I have plotted one chart per employee comparing his skill set level against the company requirements

Spider Charts from next page


COMPARATIVE ANALYSISCOMPARATIVE ANALYSISComparative analysis is the comparing similar entities for

different quantitative terms. Comparative analysis gives the better picture of the state of each entities compared.

Colour codingColour codingThe skill sets are tabulated across different skill sets each

row representing data relevant to an employee. Months of experience and the Ticket numbers are also tabulated for reference.

Midi Shop

Employee nameTicket

No.Exp in Mnths ED Kaizen BE AT MTTH

Reference _ _ 3 3 3 4 4M R Maritammanavar 36080 60 2 4 4 4 2Neelappa S K 36148 24 2 3 2 4 3S Venkataravan N/A 6 3 1 1 2 3Anandgouda B K 36161 12 2 2 2 2 2Mallappa A G 36118 28 3 4 2 2 3Suresh H Chinchli 36021 96 4 4 2 4 4M S Chitti 36016 96 3 4 2 4 3Suresh L Rathod 36022 96 2 3 2 4 3Ishwara Badiger 36093 72 2 2 2 2 2Ramesh C Kumbar 36089 36 2 3 2 2 2Pundalik.P.Y N/A 8 2 1 2 3 3Goudappagouda Patil 36142 48 2 2 2 4 3Manjunath G T N/A 5 3 1 2 4 3Sahadev.D.Bapannar 36124 24 3 4 4 4 2Kallappa F Gali 36058 60 2 4 2 4 4Jotiba S Khandagale 36091 36 2 4 4 4 2Sanjeevgoud Y Patil 36088 36 3 3 3 4 4M A Gali 36049 72 3 2 3 4 4Ishwaragouda S H 36146 24 3 2 2 4 2Y T Ambannavar 36063 72 3 4 2 4 4Manjunath K Badiger 36198 12 4 1 4 4 4Nigappa Ankalagi 36197 12 2 1 1 3 3Abdul H Bhagawan 36020 84 3 3 2 4 1Manjunath Mummigatti 36111 24 2 3 2 4 4Bhartesh A Gali 36110 24 2 2 2 4 4V V Jyoti N/A 2 4 2 1 4 1Shivangouda Patil 36046 72 4 4 3 4 3

M B Hiregoudar N/A 2 2 1 1 3 1U S Neelegouda N/A 2 2 1 1 2 1Shankar R Bebasur 36070 48 2 1 1 2 3Manjunath P Asundi 36072 48 2 4 3 2 2Chandrasharayya V 36191 12 2 2 2 2 2Praveen Khadanpur N/A 5 3 1 3 3 2Mahadevappa D 36109 24 3 3 2 2 2Vinod T Jambotkar 36012 96 4 4 4 4 4G V Desai 36014 96 2 4 4 3 3Shivanand T Dharwad N/A 2 2 1 2 2 2I J Sangami 36047 84 4 4 3 4 4

Mini Shop

Employee nameTicket


Reference _ _ 3 3 3 4 4Rajeev 36119 48 2 2 2 3 2GangadarTR N/A 8 2 2 1 2 1Ashok T. R N/A 4 2 3 2 1 1AnvattiTR N/A 12 2 2 1 4 1R.S.naik 36196 12 2 1 4 3 2SamuelPM 36192 14 2 3 2 4 2Sahadev Reddy 36095 36 3 3 2 3 3R.C.Halligerimath 36045 72 4 4 2 3 4Alwin S Pannakar 36154 18 2 4 2 3 2Bhimanagoud H M N/A 2 2 1 1 1 1SC Hanchinamani 36065 36 3 4 4 3 4Rajesh N Talekar 36094 48 3 4 2 4 4Pravina C 36195 12 2 2 1 2 2Nagaraj M H 36066 36 2 2 3 4 3I N Patil 36055 60 3 4 4 3 4Umesh C Gosal 36069 36 2 2 2 3 3Mllappa B H 36167 18 2 2 4 3 1Nagesh Shintri 36073 42 4 2 4 4 3S S Hombal 36056 66 4 4 4 4 4Manjunath P K 36150 24 2 2 1 2 2Mahadevappa Y P N/A 4 2 1 1 2 1Channappa S H N/A 8 2 2 2 2 2Amol L B N/A 4 2 2 3 4 4Hemath.G.B N/A 4 2 2 2 3 1Girish A Gudi 36079 72 4 3 2 3 2Mallappa B O N/A 5 2 2 2 2 2Kotreshi T U 36011 102 4 4 4 4 4Dadapeer D H 36003 102 4 4 2 4 4Anil K Yallal 36005 102 4 4 4 4 4Prashant Pise N/A 11 3 2 1 4 1Manjunath S D N/A 11 3 2 1 3 2Sadashiv P Balebal 36166 24 3 2 2 4 1Nagappa F K 36151 36 3 3 3 4 4Ramu Akalwadi 36117 24 2 2 1 4 1V Narayanaswamy N/A 4 1 2 1 3 1Nagappa H Hosamani 36159 20 3 2 2 4 4Mahantesh G K 36162 18 3 2 1 4 2

Subhash Kurkuri 36193 12 3 3 1 4 3Mahantesh K N N/A 5 3 2 1 4 3Manjunath A C 36144 24 3 4 3 4 3

Wheel Shop

Employee nameTicket


Reference _ _ 3 3 3 4 4Annappa M K N/A 1 2 1 1 2 1Kallappa Kammar N/A 8 2 2 2 2 2Prakash Ambannavar 36216 12 2 2 1 2 1Manjunath H N/A 12 1 1 1 2 1Vardhman N Gali 36060 60 2 4 2 4 4Ningappa S A N/A 8 2 2 2 2 2Suresh Y Ankalagi 36059 60 4 3 3 3 3Laxman Pundalik 36116 36 3 3 2 3 3Ningappa M N/A 12 4 2 2 2 2S N Desai 36053 72 3 3 2 4 3Hanumant Y N 36113 36 2 2 2 3 3Raghavendra G K N/A 8 2 2 2 2 2Prakash K N/A 12 2 1 1 2 2Jagadish V Mirji 36013 102 4 4 4 4 4Mallikarjun Kotri 36121 24 2 2 1 2 1Shivashankar Kalal N/A 8 2 2 2 2 2Shashidhar S B N/A 9 2 2 2 2 2Panchakshari C S N/A 8 2 2 2 2 2Ravindra Bagodi 36123 24 2 2 2 2 2M P Gali 36017 84 3 3 2 4 3Venkatesh Chauvan 36120 24 3 3 3 3 3Shivanand M Yakkundi 36087 24 3 3 2 3 2Vijay Bhosale 36152 24 2 2 2 3 2C M Desai 36019 84 4 4 3 4 4S K Hugar 36015 108 4 4 3 4 3Bhattangi Narasappa 36108 41 2 3 1 3 1B R Dandin 36114 18 3 3 1 4 1Krishnakumar Giriyal 36071 60 3 3 1 4 2Vijaykumar Patil 36115 29 2 1 1 1 1Basavraj Muragod 36155 22 2 1 1 2 1Naveen Chougule 36054 65 2 2 2 4 4Nagaraj K Patil 36068 33 1 3 2 3 1R M Tukkannavar 36203 15 3 1 1 2 1Prashant M Kadam 36143 22 2 2 4 3 1S L Gani 36215 15 2 1 1 2 1Annappa K Morabad 36122 28 2 2 2 3 2Neelakanth Gouda SR 36090 33 2 2 1 3 1S N Tambitkar 36214 15 2 1 1 2 1S R Gorabal 36053 66 3 4 3 4 4

Other Shops

Employee nameTicket

No. Exp ED Kaizen BE AT MTTHReference _ _ 3 3 3 4 4Ashok G Roogi N/A 5 2 2 1 2 1

Prashant S 36204 18 2 3 1 2 2Shailesh Kulkarni 36201 12 2 2 2 1 1Cecil S Korishetty 36074 48 3 2 3 4 4T S Haraviyavar 36023 84 4 2 4 4 4M M Kudachi 36006 102 4 4 4 4 4H Y Dasari N/A 2 1 2 1 2 1Praise Kunjukutty 36067 48 4 2 3 4 3Girish S Kulkarni 36165 18 2 1 2 3 2Adarsha Patel K S 36164 18 2 1 1 3 2Mahesh C Hanchimani 36086 36 2 2 2 2 2Gangadhara C H 36149 18 2 2 2 2 1Shankappa Pasarada 36137 18 2 3 2 2 2Khandoba M S 36158 18 2 3 2 2 3Sachin Pawar 36190 18 2 2 2 2 3T D Ambannavar 36064 48 2 3 1 3 2

InterpretationInterpretationTo help understand the skill set level each cell is colour

coded. Colour coding the skill set table is targeted towards representing the gaps in more understandable way. In the table the contents of the cell represent the actual level of skill set the individual possess; represented as a number. And the colour of the cell represents the level of skill set in comparison with company requirements.

Legend for Colour CodingThere is a gap in skill set w.r.t

company requirementsSkill set matches w.r.t company

requirementsExceeds in skill set w.r.t company

requirements

Legend for Skill Set Representation1 Can Not Do

2 Can Do

3 Can Do Well

4

Can Teach

Mean ComparisonMean ComparisonThe comparative analysis is carried out by calculating the

mean value of the skill set. In this comparative analysis the mean of individual skill set is calculate using the SPSS package. This analysis gives the result of how each skill vary in each shop and where actually among the four scales the employees lie in each shop.

Shop Engineering Drawing

Kaizen Basic Electrical

Assembly Tools

Machine Testing & Troubleshooting Hydraulics

Requirement 3.00 3.00 3.00 4.00 4.00Midi 2.63 2.61 2.32 3.29 2.74Mini 2.65 2.58 2.18 3.23 2.45Wheel 2.44 2.31 1.87 2.77 2.08Other 2.38 2.25 2.06 2.63 2.31

Mean Skill Sets

1.75

2.00

2.25

2.50

2.75

3.00

3.25

3.50

Midi Mini Wheel Other

Shops

Mea

n Sk

ill

Engineering Draw ing KaizanBasic Electricals Assembly ToolsMachine Testing & Troubleshooting Hydraulics

Interpretation of the analysis Interpretation of the analysis In case of engineering drawing employee lie in the second scale that is “Can Do”. This mean they can perform the job but don’t have enough knowledge. In all shops employee lie in the second scale. As per the company requirement they should stand in the third scale that is “Can Do Well” meaning they should have enough knowledge on the engineering drawing skill set. This shows that there is a scope for improvement in all the floors to reach the skill set level set by the company standards. In case of kaizen also employees lie in the second scale that is “Can Do” mean they can perform the job but don’t have enough knowledge. . In all shops employee lie in the second scale. As per the company requirement they should stand in the third scale that is “Can Do Well” mean they should have enough knowledge on the Kaizen skill set. This shows that there is a scope for improvement in all the floors to reach the skill set level set by the company standards. Basic electrical skill set level in Mini, Midi and Other shops lie in the second scale that is ”Can Do the job” but don’t have enough knowledge. But in Wheel shop the scores are very poor in Basic Electrical they “Cannot do the job” relating to the basic electrical. As per the company requirement every employee should be able to ”Do Well” in the basic electrical. But there is a huge gap in the possessed skill set level when compared with the company standard especially in the Wheel shop. Assembly tools in Mini and Midi floors employees lie in third scale they are nearer to the company standards they possess enough knowledge about the assembly tools and they can do their job Well. But in Wheel shop and Other shops the floor employee lack knowledge in the assembly tools there is a noticeable gap in comparison with the company standards.

Machine Testing and Troubleshooting Hydraulics in all the shop floor employees lie in second scale. There is a huge gap when compared with the company standards. As per the company requirements they should be capable of teaching in this area.

FINAL RESULTS OF THE SPIDER CHARTSFINAL RESULTS OF THE SPIDER CHARTS AND COMPARATIVE ANALYSIS IN SHORTAND COMPARATIVE ANALYSIS IN SHORT

The spider chart and gap analysis include all 133 employees skill set analysis this analysis gives the whole view of all the skills. The chart explains about the possessed skills with the company requirement. The chart also explains about the different gap that floor employee possess in each skill set. All the spider charts gives the company each shop floor employees status in all skill the gap analysis also tells were the floor employee lacks in which skill set. The result of the spider chart helps the company to give training in which skill set to which employee.

The comparative analysis tells about the mean skill set in different shop in comparison with the company standards. This comparative analysis gives view about how the skill of the floor employee varies form one shop to another shop. This comparative analysis gives the overall picture of all skill set in each shop. The comparative analysis tells that the floor employees lie in the second and third scale in all skill set but in case of basic electrics some of employees in wheel shop lie in first scale that is they cannot do there jobs. This comparative analysis gives the nutshell distribution of all the skill set in different shop. This comparative analysis helps to design the job rotation policies to all the floor employees and also the analysis tells about which skill set require more training.

FINDINGS AND RECOMMENDATIONSFINDINGS AND RECOMMENDATIONS Skill Set Based Skill Set Based Currently KAIZEN training is given by external trainer. There are many employees who have received KAMYABI award for KAIZEN skills. If they can be trained to train people it would help training new members. This will reduces the dependency on external trainer. Machine Testing training should be given in actual job floors or at least the demonstration part of it should be carried out in the field. This will help the floor employees to understand the different testing concepts. Most of the floor employees only know about very few tests i.e. RPM test, Pressure test, speed test. There are many other tests like leakage tests, Oil contamination test, sound test, Environment test. So specific training should be designed to cover these aspects. Floor employees have very limited knowledge on the basic electrics or are not confident enough to fix minor problems. During the interaction it is found that lot of time is wasted and work is interrupted due to dependency on maintenance department. There are many ITI electricians amongst the floor employees they should be identified and given responsibility to handle minor issues arising in the floor. Most of the floor employees just know about two to three most common tools. During the course of interaction it’s found that they are using different tools but they don’t know the names of those tools. So proper training or demonstration from senior members should be designed. Banner of the various tools with there names and functions can be displayed in each shop so that trainee or floor employee can refer them.

.

GeneralGeneral Job Rotation: This involves the transferring the trainee/employee from one shop floor to another. In this way the employee receives job knowledge and gain experience from his supervisor in each of the different job floors. This Method helps in understanding the solutions for the challenges on the job floor on day to day basis. Coaching/Probation: The floor employee is placed under a particular supervisor functions. The floor employee shares some duties and responsibility of his coach. This helps growing more number of supervisors from with in the shop. Committee assignments: There already are TPM groups in Telco; these groups can be given actual organizational problem or job related problem. These activities aid team work and establish good relation among the employees. All employees can be updated with the company performance and their contribution in that success. This makes the employees feel good about the company and as well gives bigger picture of their contribution towards company’s success. More experienced employees in the company should be given chances to share their experience with new employees. There has to be a common forum or a yearly get to gather of fest for all these activities. Periodic trainings need be given on the operation and maintenance of the different tools. There has to be a mandatory training for new comers about the company, code of conduct, safety and quality.

Senior employees should be given opportunities to visit Hitachi Plant with intension of bringing in the good practices from there. Telco is practicing 5s chart system. The actual implementation on the job floor not effective – As per my observation material and tool management is still not systematic. More emphasis is needed in this regard. The shop floors in few places were found to be too greasy, sticky and slippery. Daily cleaning of the floor should be practiced to avoid accidents. While interviewing with employees it is found that employees feel that taking live problems or examples in training helps them relate their work well with the training.

CONCLUSIONCONCLUSION My study shows that in over all sense there is a considerable

gap in skill sets between the company set standards and what the floor employees possess. There are few training programs for the employees to help them understand the concepts behind different skill sets. Though employees get trained they do not reach the company set standards in terms of skill set level. It would help to design the training program and make mandatory schedule for all employees to attend them.

This project gave me an insight in to corporate HR practices, policies and mode of functioning. I had an opportunity to move around the job floor shops and have one to one interaction with many of the employees of Telco. This rich experience introduced me to intricacies of the Telco Company and helped me to experience the day to day challenges faced by the HR officers in the organization. This experience helped me correlate and understand the practical aspects of theory we have been studying in our curriculum

During the project work I also came to know how the employees work in the stressful condition to achieve the targets. I was fortunate to witness how the target driven stressful situations are managed and end results are delivered. Lot of day to day work is reprioritized and the targets are achieved with intense efforts. It exposed me to the ground realities of the corporate work system. This will definitely help me in my future career and job.

The interaction with job floor employees taught me to think or analyze the situations from different prospective. The action plan and recommendations which I have suggested will help the company to design the various training programs and plans for each floor employees in Telco.

Suggested future studiesSuggested future studiesMy interactions with employees indicated that the personals

who have under gone job rotations seems to have scored better. But unless a detailed study is carried out on this aspect no concrete opinion can be formed. Along with this effect of training and experience levels should also be studied.

It’s also found that the employees in Midi shop marginally score better in comparison to other shops. So again no opinion can be formed unless the detailed study is carried out in this area. Like the floor composition in terms of experience level, training under gone and academic backgrounds of the employees.

BIBLIOGRAPHY Telcon policy booklet 2007-08 TBEM capsules 2007 (Company Manual) HRD News Letter, Vol:22, Issue: 9, December 2006 Model and method for Competency Mapping and Assessment, Sun Rise Management Consulting Services. www.telcon.co.in http://www.tvrls.com/competency_mapping.html www.iriSolutions.com/Competency_Mapping.pdf www.123eng.com/forum/CM_P_!.htm http://www.hinduonnet.com/thehindu/Competency %20mapping.htm http://en.wikipedia.org/wiki/Spider_chart

http://en.wikipedia.org/wiki/Spider_chart

http://www.hinduonnet.com/thehindu/Competency%20mapping.htm

http://www.hinduonnet.com/thehindu/Competency%20mapping.htm

http://www.123eng.com/forum/CM_P_!.htm

http://www.iriSolutions.com/Competency_Mapping.pdf

http://www.tvrls.com/competency_mapping.html

http://www.telcon.co.in/

ANNEXUREANNEXURE

MAPPING FORMATMAPPING FORMATCompetency MappingCompetency Mapping

General Data:General Data:Name:

Designation:

Floor:

Months of experience in Telcon:

Academic qualification:

Competency Data:Competency Data:Sl.No

SKILLS Required

Possessed

GAP

1 Engineering drawing 3

2 Kaizen 3

3 Basic Electricals 3

4 M/C testing and Trouble Shooting Hydraulics

4

5 Knowledge of assembly tools 4

Action Plan:Action Plan:

ANALYSIS TEMPLATEANALYSIS TEMPLATE

Spider ChartSpider Chart

SPIDER CHART (36086)

01234

1

2

34

5Series1

Series2

Sl.No

Name Ticket No

Mnth of exp

ED Kaizan BE AT MTTH Cur shop

1 Rajeev 36119

48 can do can do can do can do well

can do Mini

2 GangadarTR 0 8 can do can do cannot do can do cannot do Mini3 Ashok T. R 0 4 can do can do

wellcan do cannot do cannot do Mini

4 AnvattiTR 0 12 can do can do cannot do can teach cannot do Mini5 R.S.naik 361

9612 can do cannot do can teach can do

wellcan do Mini

6 SamuelPM 36192

14 can do can do well

can do can teach can do Mini

7 Sahadev Reddy 36095

36 can do well

can do well

can do can do well

can do well

Mini

8 R.C.Halligerimath 36045

72 can teach can teach can do can do well

can teach Mini

9 Alwin S Pannakar 36154

18 can do can teach can do can do well

can do Mini

10 Bhimanagoud H M

0 2 can do cannot do cannot do cannot do cannot do Mini

11 SC Hanchinamani 36065

36 can do well

can teach can teach can do well

can teach Mini

12 Rajesh N Talekar 36094

48 can do well

can teach can do can teach can teach Mini

13 Pravina C 36195

12 can do can do cannot do can do can do Mini

14 Nagaraj M H 36066

36 can do can do can do well

can teach can do well

Mini

15 I N Patil 36055

60 can do well

can teach can teach can do well

can teach Mini

16 Umesh C Gosal 36069

36 can do can do can do can do well

can do well

Mini

17 Mllappa B H 36167

18 can do can do can teach can do well

cannot do Mini

18 Nagesh Shintri 36073

42 can teach can do can teach can teach can do well

Mini

19 S S Hombal 36056

66 can teach can teach can teach can teach can teach Mini

20 Manjunath P K 36150

24 can do can do cannot do can do can do Mini

21 Mahadevappa Y P 0 4 can do cannot do cannot do can do cannot do Mini22 Channappa S H 0 8 can do can do can do can do can do Mini23 Amol L B 0 4 can do can do can do

wellcan teach can teach Mini

24 Hemath.G.B 0 4 can do can do can do can do well

cannot do Mini

25 Girish A Gudi 36079

72 can teach can do well

can do can do well

can do Mini

26 Mallappa B O 0 5 can do can do can do can do can do Mini

SPSS CODING SHEET

competency mapping telco

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