copy of competency mapping final_report-oct-08_2003

“A STUDY ON COMPETENCY MAPPING FOR THE EMPLOYEES IN

INDO SHELL CAST PRIVATE LIMITED, COIMBATORE”

MANAGEMENT THESIS - I

SUBMITTED BY

T.MANIVEL

(REG.NO: 7NBPO046)

UNDER THE GUIDANCE OF

Prof. Mrs. P.H.HEMAMALINI MBA M.Phil.,

In partial fulfillment of the requirements

for the awards of the degree of

MASTER OF BUSINESS ADMINISTRATION

(2007-2009)

POLLACHI

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Certificate

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CERTIFICATE

This is to certify that the Management Thesis-I “A STUDY ON

COMPETENCY MAPPING FOR THE EMPLOYEES IN INDO SHELL CAST

PRIVATE LIMITED” submitted by T.MANIVEL Enrollment No. (7NBPO046)

during Semester-III of the MBA program class of 2009 embodies original work done by

him.

Signature of the Faculty Supervisor

Name :

Designation :

Center :

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Declaration

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DECLARATION

I, T.MANIVEL hereby declare that the project titled “A STUDY ON COMPETENCY

MAPPING FOR THE EMPLOYEES IN INDO SHEL CAST PRIVATE LIMITED”

submitted to ICFAI National college, Pollachi in partial fulfillment of the requirement for

the award of the degree of Master of Business Administration is a record of original work

done by me under the guidance of Prof Mrs. P.H.HEMAMALINI MBA.M.Phil.,

Faculty Member, ICFAI National College Pollachi.

Signature of the candidate

T.MANIVEL (7NBPO046)

Date:

Place:

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Acknowledgement6

ACKNOWLEDGEMENT

I express my foremost thanks to the almighty for his blessings in helping me to

complete my project work successfully.

Out of the privilege of being the student of ICFAI NATIONAL COLLEGE,

POLLACHI, I would like to thank our principal Mr.R.VIJAYA KUMAR who granted

me this opportunity.

I express my deep sense of gratitude to all the faculty of INC for their motivation.

I express my sincere thanks to my faculty guide PROF P.H.HEMAMALINI for her

guidance and for her extremely useful and effective suggestions.

I would also like to convey my special thanks to Mr.RAMAKRISHNAN, Senior

HR Manager and Mr. SIVAKUMAR, assistant HR Manager of Indo Shell Mould

Limited for proving their valuable guidance and support whenever required.

I have immense pleasure in thanking all the staffs, who have given me their help

and a source of great support throughout my project.

I owe my gratitude to all the respondents who have given me the necessary

information for carrying out my project successfully.

Last but not the least I would like to thank my parents and friends who were the

source of encouragement and support for the successful completion of my project.

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Content

Chapter No Title Page no

1

Introduction

1.1 Executive Summary

1.2 Objectives

1.3 Scope of the study

1.4 Limitations

11

12

13

14

2 Research Methodology 16

3 PROFILES

3.1 Company Profile

3.2 Competency Mapping

19

34

4 Analysis and Interpretation 51

5 Findings and Suggestions 96

6 Conclusion 100

7 Bibliography 102

8 Annexure 104

List of tables

8

S.No Table No Title Page No

1 1 Awareness of competency mapping 52

2 2 Recognized competency model through various modes 54

3 3 Necessity of competency mapping in present scenario 56

4 4 Assessment of competency mapping the past 58

5 5 Techniques used for assessing competency mapping 60

6 6 Model for assessing competency mapping 62

7 7 Enhancing competency through training and development

64

8 8 Competency mapping as a effective tool for selection 66

9 9 Competency map for performance appraisal 68

10 10 Competency mapping in different department 70

11 11 Competency assessment instrument 72

12 12 Way to access competency 74

13 13 Methods to access competency 76

14 14 Defining roles & responsibilities 78

15 15 Potential employee excel because 80

16 16 Necessity of separate block to work 82

17 17 Problems in implementing competency mapping 84

18 18 Motivation and support from organization 86

19 19 Training at free of cost 88

20 20 Training program increase productivity 90

21 21 Satisfaction level regarding training program 92

22 22 Improvement in performance level because of training 94

List of chart

9

S.No Table No Title Page No

1 1 Awareness of competency mapping 53

2 2 Recognized competency model through various modes 55

3 3 Necessity of competency mapping in present scenario 57

4 4 Assessment of competency mapping the past 59

5 5 Techniques used for assessing competency mapping 61

6 6 Model for assessing competency mapping 63

7 7 Enhancing competency through training and development

65

8 8 Competency mapping as a effective tool for selection 67

9 9 Competency map for performance appraisal 69

10 10 Competency mapping in different department 71

11 11 Competency assessment instrument 73

12 12 Way to access competency 75

13 13 Methods to access competency 77

14 14 Defining roles & responsibilities 79

15 15 Potential employee excel because 81

16 16 Necessity of separate block to work 83

17 17 Problems in implementing competency mapping 85

18 18 Motivation and support from organization 87

19 19 Training at free of cost 89

20 20 Training program increase productivity 91

21 21 Satisfaction level regarding training program 93

22 22 Improvement in performance level because of training 95

EXECUTIVE SUMMARY

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The title of the study is “A Study on Competency mapping for the

employees in Indo Shell Cast Private Limited, Coimbatore”. In the modern

competitive world, the business managers are required to improve the efficiency and

effectiveness of their business operation. Competency mapping helps to develop

objective system for recruitments, Promotions, training & development, and performance

diagnostics.

The study is carried out in Indo shell Mould private limited. It was started

in the year of 1973. The key people are Mr.K.Jagedeesain, Mr.S.V.Jagadesan and

Mr.K.Jayabal. Indo Shell Mould Limited is a unique foundry in Coimbatore producing

both Ferrous Castings and Aluminium (Non-Ferrus) Castings. Indo shell also has a well

equipped machine shop for producing various sizes of finished casting parts. More than

500 employees are working in this concern.

The objectives of this study are:

To know about the effectiveness of the knowledge, skills, and abilities which have direct impact on the success of the employees

To know about the ambiguities in the job and work experience. To know how competency mapping align behavior with organization strategy and

values which adapt changes

This study is containing both primary and secondary data. The sampling

size of this study is 100. The data for the project from the HR Manager and the

employees of Indo Shell Mould Limited. For interpretation, the study has used Likert

scale method.

The study has found out that the Indo Shell Mould private limited got benefit out of the Competency model.

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Chapter 1

Introduction

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INTRODUCTION

In this modern competitive world, managers are required to improve the efficiency

and effectiveness of their business operations. As there are several factors that affect

efficiency and effectiveness of operations, the improvement is required to be carried out

in every factor. They are required to bring every factor in synchronization with other

factors. TQM, TPM, BPR and other similar initiatives provide direction to improvement

in business operations.

Good managers are generally aware about different qualities a person must

possess to do a job effectively, and they make use of their knowledge to select and train

their subordinates. Competency mapping helps to develop objective system for

recruitments, Promotions, training & development, and performance diagnostics.

HR professionals are entrusted with the responsibility for selection, training and

development, administration, deployments support, performance appraisal and

performance diagnostics of the employees. The most important part of these

responsibilities is assessment of the individuals for their suitability for different

functional tasks, and development of their potential to be effective and excel in assigned

tasks.

HR functions entrusted with the responsibility to find right person for every job

and development of the employed person to do the assigned job effectively, have found

competency mapping and assessment as a very effective tool.

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PRIMARY OBJECTIVE

To know about the effectiveness of the knowledge, skills, and abilities which have

direct impact on the success of the employees

To know about the ambiguities in the job and work experience.

To know how competency mapping align behavior with organization strategy and values which adapt changes

SECONDARY OBJECTIVE

To know about the concept of competency mapping

To know about the level of awareness about the competency mapping among the

employees

To know about how Indo Shell Mould private limited get benefit out of this

Competency mapping

To know about how the Competency mapping can be used for various purposes

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SCOPE OF THE STUDY

The study is mainly conducted to know about the competency mapping for

the employees in an organization and also about how the organization will get benefit out

of this competency mapping. So by conducting the research at the end we gather more

information regarding how the competency instrument will give benefit to both the

employees and the organization. And to find ‘Is they any pitfalls behind that’. Through

this we can give necessary suggestion wherever necessary and also to suggest innovative

ideas so that it will prevent the company from future challenges to a greater extent.

LIMITATIONS

The study is fully focused on only one organization

The time and cost are constraints

Self bias or data is insufficient

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Chapter 2

Research methodology

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RESEARCH METHODOLOGY

Descriptive research method is used for the study of competency mapping as an effective

tool for HR.

Source of data:-

This research is containing both primary and secondary data.

Primary data:-

Primary data is collected directly from respondents using data collection methods

like survey interviews, questionnaires, measurements, direct observation or tabulation.

Primary data for this study will be generated through questionnaire & interview with

employees.

Secondary data:-

Secondary data is the data that already exists which has been collected by some

other person or organization for their use, and is generally made available to other

researchers free or at a concessional rate.

Source of secondary data to make the study more effective was possible with the

help of published data such as company data, web site like www.indoshell.com.

Data collection tool:-

Ordinal scale is used to arrange objects according to some particular order. Likert

scale consists of a series of statements where the respondent provides answers in the form

of degree of agreement or disagreement.

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http://www.indoshell.com/

Well structured questionnaire using ordinal and Likert scale is used to retrieve

data from primary sources backed by interview.

Sampling techniques:-

Convenience Sampling is a type of non-probability sampling method in which

selection of units from the population is based on their easy availability and accessibility

to the researcher.

This study is adopted by Convenience sampling.

Sample unit:-

Sampling unit is a basic unit that contains a single element or a group of elements

of the population to be sampled.

The sample unit for this study is comprised of HR manager and employees of

Indo shell private limited.

Sample size:-

The sample size for my study is 100.

Tool for data analysis:-

Data collection is analyzed with the help of statistical tool such as Likert scale

and Simple percentage method along with tables, charts and graphs will be used for quick

understanding of the study.

Likert Scales:

Likert Scale consists of a series of statements where the respondent provides

answers in the form of degree of agreements or disagreements. This expresses attitude

towards the concept under study. The respondent selects a numerical score for each

statement to indicate the degree of agreements or disagreements. Each such score is

finally added up to measure the respondent’s attitude.

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Chapter 3

Company profile19

COMPANY PROFILE

IndoShell Cast Private Limited was started as a small scale unit in the industrial

town of Coimbatore, South India in the year 1973. In 1994, they received the biggest

quality award “National Award for Quality Products” from the President of India. In

1995, it was promoted as a public limited company. The company has obtained ISO 9002

certification from RWTUV, Germany in 1996. In 1999, they received the “Best Vendor

Award” from TVS- Suzuki. And also they have received the “Quality Award” from

Yamaha, Honda motors.

MANAGEMENT:

The firm has been promoted by a team of well-experienced technocrats with

engineering background. Their experience, expertise, professionalism, dynamism and

quality conscious approach have been further enriched technical guidance from their

overseas customers for past two decades.

GROWTH:

Aggressive marketing strategies, World class quality Castings, efficiency and

technical capability have positioned them on a distinct slot today. A significant rise in the

growth charts reflects their consistent, exemplary performance.

Indo shell has extended its marketing operations across the globe. Castings are

exported to various countries in Europe and USA as per customer specifications.

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FERROUS FOUNDRY

Indo Shell is the Largest Shell Moulded Ferrous Casting manufacturing foundry.

Producing critical Automotive, Hydraulic components with Full machining and Sub

assemblies to Fulfill the highest quality requirements.

Indo Shell Producing components in Grey Cast Iron, Malleable Iron, Compacted

Graphite Iron and Ductile Iron (SG Iron), Austempered Ductile Iron to all national and

International specifications.

Indo Shell making intricate thin walled (min 3.5 mm) water cooled components

for Automotive Application. Indo Shell Producing components with thin, complex

Internal ports with highest degree of as cast Dimensional accuracy for hydraulic

applications.

ALUMINIUM FOUNDRY:

Indo Shell producing Pressure Die Casting, Low Pressure Die Casting and

Gravity Die Casting Aluminium Components for Automotive Applications. Railways

compressor components getting tested for pressure tightness. Producing Aluminium

castings for National, International specifications based on the requirement.

Inhouse Heat Treatment carried out.

Indo Shell Producing extruded aluminium tube/rod machined components.

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RANGE OF CASTINGS:

High Pressure Die Castings : 60 tons to 600 tons.

Low Pressure Die Castings : Well equipped LPDC machines with multi-cavity tools.

Gravity Die Castings : GDC sections comprises of many machines for

production of cylinder heads, brake housings and other complex parts.

MACHINING:

Indo Shell having full fledged machining and sub assembly setup for Automotive,

Hydraulic components machining.

Indo Shell Producing extruded aluminium tube/rod machined components.

Horizontal Machining Centres

Vertical Machining Centres

Turning Centres

Turn Mill Centres

Honing Machine

Precidor Honing Machine

Surface Grinding Machines

High Speed SPM drilling Machines

Tig Welding

METROLOGY LABORATORY:

Indoshell Metrology Lab is well equipped to cater to the stringent requirements

of the Quality Management System laid down by ISO 9000 and TS 16949:2002 for

Gauge calibration.

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We are doing comprehensive calibration services for the range of Gauges and

Instruments in Linear Dimensional measurements. We assure total satisfaction by

accurate and reliable calibration services, traceable to national and International

standards.

We have a team of highly skilled personnel & relevant expertise to undertake

calibration for gauges. Our Laboratories sophisticated Environmental Control System

continuously monitors and maintains strict environmental conditions, which include

floor vibration isolation, Air particle filtrations, and the latest temperature control

technology to maintain 20 +/- 0.5 deg c.

Indo Shell Metrology lab was started in the year 1996. Initially the objective was

to conduct inhouse Instruments, gauges calibration activities to meet ISO 9000

requirement with minimum facilities. Subsequently the company’s Business has

expanded in multi folds. The need for expansion arise for the calibration too,

accordingly the lab was shifted to bigger area with centralized Air conditioning.

Additional calibration facilities were added to meet the inhouse calibration demand.

In the year of 2005, company made a major expansion in the Machine shop to

export critical machined components to Europe, USA. Again the need for expansion

arised to meet the precision Gauges, Instruments calibration. Company deliberately

developed a state of art Calibration Laboratory.

The management felt that to improve the quality of the calibration services,

practicing the management system as per ISO/IEC 17025 standard and NABL standards

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was an essential need. The facilities of Indoshell Metrology Lab partially open for

outside clients.

TOOL ROOM FACILITIES:

Well equipped for making any type of tool, core box and intricate dies.

Makino vertical machining centre - Facilities for tool making using 3 D Solid

modeling Software (Solid Works & Master Cam). Spark erosion & Milling Machines

with Digital read out, lathes & Drilling machines.

We offer full-fledged CAD / CAM Service that includes

Conversion of ‘2D’ drawing to ‘3D’ Model

Parts Assembly using ‘3D’ Model

Intelligent Production Drawing with Easy interpretation of sectional Views

Crystal clear design on complex profile, Multiple angles and fillets

CAM Solution for manufacturing.

PROCESS EQUIPMENT:

Sand coating plant.

Core shooter- Fully automatic machine.

4 Station – Semi automatic Moulding machine.

Green sand-Moulding plant.

Medium frequency VIP Dual track Induction melting furnaces.

Pouring Yard.

Monorail shell pouring.

Shot blasting machines.

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CNC Machine Shop.

Despatch Yard.

In Process Quality Control:

The quality control systems adopted in procurement, production, marketing and

delivery form the backbone of Indo shell's success story today. For required quality

standards in mould and core making, melting, pouring, metal analysis, fettling,

machining, painting, Casting inspection and delivery.

Sand Quality:

Sand Quality is analyzed with the aid of hot tensile tester and stick point tester for

shell sand. Green sand is tested with the help of universal sand strength tester

permeability meter, moisture tester, compactability tester, active clay testing kit.

Metal Quality:

Metal chemistry is analyzed with spectra analyzer. Carbon equivalent meter is

used for checking CE, TC, SI with under cool checking facility.

Casting Quality:

Dimensional inspection is carried out as per inspection plan using sophisticated

testing equipment.

PRODUCT TESTING EQUIPMENT:

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A separate laboratory with complete testing facilities has been established for ultimate

quality checks.

o Profile projector

o Tesa microhite – height gauge for linear and geometrical dimensional

checking.

o Microscope with image analyzing software for quantitative metalographic

study.

o Endoscope – for checking internal core passages with cc camera & monitor.

o Roughness tester.

o Hardness tester.

o Universal testing machine.

The standard has master instruments linked with National & International standards for

calibration.

The products of Indo shell have been certified for fulfilling all quality parameters and are

covered under ADMERKBLATT WO / TRD from RWTUV Germany.

TRAINING:

The employees of Indo shell undergo vigorous training through programmers

conducted within the campus.

Various steps are taken every employee is quality conscious at every stage with

latest technical know-how & technological advancements. Special emphasis is on

personality development and building healthy co-employee relationship.

PRODUCTS:

Automobile Industry

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FOR FOUR WHEELERS - TRUCKS/PASSENGER CAR

Break Compressor Cylinder (Single/Double Bore)

Cylinder Head

Wheel Cylinder

Automatic Slag adjuster

Vacuum Brake Housing & Center plate

Bracket hanger for steering application

CVJ Body

Cast flange

Manifold

Crankshaft

For Two Wheelers - Two Stroke (Ported Cylinder)

Air Cooled Cylinder Block (50 CC-250 CC)

Water Cooled Cylinder Block (50 CC – 250 CC)

Sleeves for Al-Fin

Cam shafts / Chilled Cam shafts

Bearing Inserts – Grey Iron, Ductile Iron

Housing Clutch

Piston Outer

Brake Drum

Rear Wheel Hub in Austempered Ductile Iron

For Two Wheelers - Four Stroke

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Air Cooled Cylinder Block (75 CC-500 CC)

Water Cooled Cylinder Block (75 CC-250 CC)

Cam Shaft- Grey Iron, Ductile and Malleable Iron

Drum Gear Shift

Rotor Oil Filter

Automobile Components

Water Cooled Cylinder

Water Cooled Cylinder Head - Grey Iron

Ductile Iron Pulleys

Rocker Arm and Rocker Support

Brake Cylinder (Single Bore / Double Bore)

Cylinder Head

Gear shift fork , Wheel Cylinder

Automatic Slag Adjuster

Housing for Power Steering

Plate Stiffener

Bearing Housing for Turbo chargers

Suspension Bracket

CVJ Body

Hydraulic Industry:

Valve Body – NG6

NG10

Cee Top

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Pressure Plate – Inlet Plate

Outlet Plate

End Cover – Grey Iron, Ductile Iron

Cover Casting - Grey Iron, Ductile Iron

Home Appliances:

Piston for Refrigerator (Successfully converted to shell from Investment Castings)

Support bracket for Refrigerator Compressor

Swing Lever for Sewing Machines

TOTAL PRODUCTIVE MAINTENANCE:

TPM POLICY

It is the Vision of Indo Shell Mould Limited to be a World Class Organization

through TPM.

This vision will be met by

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Total Customer satisfaction through Highest Quality at lowest Cost and Speed in

Delivery.

Establishing a maintenance system for the entire life of the equipment.

Maximizing the Overall Plant Effectiveness.

Total employee involvement.

Continuous improvement towards Zero defects, Zero wastage, Zero breakdown.

Creating a clean and safe working environment.

TPM TARGET

P - Achieve 90% OEE minimum.

Q - Achieve ZERO customer complaint.

C - Reduce conversion cost by 5% annually.

D - Achieve 100% delivery adherence.

S - Maintain ZERO Accident. Aim for ZERO pollution.

P - Achieve 6 suggestions per employee per year.

SIX SIGMA INITIATIVES:

To solve the Quality problems in a scientific way Indo Shell developed 5 Six

Sigma Black Belt Holders. To achieve Rejection reduction, Process variation reduction

various projects are identified on a Continuous basis and problems are solved.

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QUALITY ASSURANCE:

"Quality Policy : To Delight the customer by supplying Quality casting

components by means of continuous improvement & Team work."

INDOAUTOSHELL AMERICAN CORPORATION

INDOAUTOSHELL AMERICAN CORPORATION located in Houston Texas

caters to customers in the Western Hemisphere at USA, CANADA and SOUTH

AMERICA with very good ware housing facility.

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BUSINESS DEVELOPMENT:

Developing initial business contacts.

Getting the blue prints (drawings), Designs or Solid models.

Providing the Quote.

Personal & local communication, for smoother and faster development.

CUSTOMER SERVICE

Timely delivery of samples and getting product acceptance for the bulk

production and looking after all the Internal & External Logistics to the customer's

satisfaction.

Handling all the financial transactions, maintaining customer's accounts, quality

issues, timely delivery, product revision and customer's suggestions.

Maintaining "INVENTORY" for the contracted customers to facilitate

continuous and just in time (JIT) deliveries.

WARE HOUSING facility includes:

12,000 square foot climate controlled warehouse with 18-foot high ceilings.

Certified Scales, Five/Ten Ton forklift truck.

Six Loading docks, Street level access and 24-hour full time security personnel.

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A Five million ($5,000,000.00) dollar general liability policy is maintained on the

facility.

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COMPETENCY MAPPING

COMPETENCY MAPPING

DEFINITION:-

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Competency for a job can be defined as a set of human attributes that enable an

employee to meet and exceed expectations of his internal as well as external customers

and stakeholders.

Competency mapping helps to develop objective system for recruitments,

Promotions, training & development, and performance diagnostics.

HR professionals are entrusted with the responsibility for selection, training and

development, administration, deployments support, performance appraisal and

performance diagnostics of the employees. The most important part of these

responsibilities is assessment of the individuals for their suitability for different

functional tasks, and development of their potential to be effective and excel in assigned

tasks.

HR functions entrusted with the responsibility to find right person for every job

and development of the employed person to do the assigned job effectively, have fount

competency mapping and assessment as a very effective tool.

EMPLOYEE COMPETENCY MAP IS A VERY USEFUL DOCUMENT AND

CAN BE USED FOR THE FOLLOWING APPLICATIONS:-

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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

Selection of candidates for employment is very important decision for any

organization. A wrong selection costs the organization in terms of recruitment costs,

time, and opportunity. Whereas landing into unsuitable job is very painful 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 give comparatively reliable indication about suitability of the

candidate. The assessment also the provides guidelines on the training need for the

candidate if selected for the position

Normally only core competencies are assessed for selection.

2. Employee potential appraisal for promotion or functional shift

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Every job position requires different set of competency and hence an excellent

performer in junior position may not necessarily perform to the expectation 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 promotion need carful 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

Competency mapping and assessment provides clear indication of employees

developmental needs. Candidate weakness with respect to the required competencies

discovered in the assessments shows opportunity for development for 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 be directly gauged through the

assessment of performance of competencies

Generally core competencies are used for training need identification.

4. Employee performance diagnostics

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Competency based assessment provide excellent understanding of performance

problems. Observance of 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 the expectation should be assessed for core as

well as support competencies and any observed inadequacy should carefully studied to

understand its effect before taking any remedial measures.

5. Employee self development initiatives

The competency map and behavioral indicators help individual to understand

direction for their own development. They can very easily identified 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

Organization should develop the competency map document and make it available

to all employees for reference and study.

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ELEMENTS OF BUSINESS:

External elements:

1. Market

2. Public infrastructure, support facilities and services

Internal Strategic Elements:

1. Technology

2. Plant and machinery

Internal Operational Elements:

1. Management system

2. Materials

3. Technical manpower

4. Managerial manpower

These elements should be in synch with each other for effective operations.

Good managers are generally aware about different qualities a person must possess

to do a job effectively, and they make use of their knowledge to select and train their

subordinates. Organizational psychologists have studied and convert into a structured and

formal process thus making it available for business application.

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In organizational and business context, competency required for a particular job

depends on many factors. These factors include social culture, nature of business,

business environment, business environment, organizational culture, work environment,

organizational structure, duties and responsibilities, nature of process and assigned

activities, attitude and motives of colleagues, superiors & subordinates. Some of these

factors may change with time, and thus changing competency requirements for the same

job position in the organization

Competency for any job position at a particular is a unique set and as organization

has many different job positions, managing many such sets is a difficult task. Hence for

the purpose of HR management, the job competency is divided into elemental

competencies.

Every job position is a unique set of relationship, responsibilities, objectives and

assigned resources. Every job position should be clearly identified, analyzed, studied and

documented for identification and competencies associated with it.

The job factors can be used for different application include job design,

recruitment, training need identification, remuneration scheme design, organization

restructuring, competency mapping etc.

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Job factors:

Envisioning

Direction

Organization and planning

Resources mobilization

Coordination

Execution

Human interaction

Technology

Creativity

Costs

Value addition

1. Envisioning

Whether developing vision is part of the job under study what is the extent and

coverage of envisioning requirement? The vision may be related to market servicing,

operating arrangement, technology environment, facility planning etc. envisioning is

requirement of leadership and managerial roles.

2. Direction

Whether directing business operation or policy formulation is the responsibility of

the job under study? What is the extended and coverage of direction is requirement of

leadership and managerial roles.

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3. Organizing and planning

Whether the job involves identification of human or material resources and

assigning these resources? Whether the job involving and scheduling usage of resources,

controlling and monitoring usage of these resources? What is the extent and coverage of

organizing and planning? This is requirement of leadership and managerial roles.

4. Resource mobilization

Whether the job involves preparation of the resources for use? What extent and

coverage of resources mobilization responsibility for the job? This involves proper

instruction to be issued to all concerned, ensuring serviceability of the resources and

ensuring required consumables and inputs are available.

5. Coordination

Whether the job involves interaction with other excecutives to ensure

synchronization of activities for effective and efficient utilization of available resources?

What is the extent of coordination requirement of the job?

6. Execution

What are the execution activities of the job? What is the kind of skills required to

execute the activities?

7. Human interaction

What is the nature and extent of human interaction in the job within the

organization? What is the nature and extent of human interaction outside the

organization?

8. Technology

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What is the nature of technological responsibilities for the job? What kind of

technical decisions are required to be made in discharge of the job responsibilities?

9. Creativity

Does the job require generation of implementable option as part of responsibility?

What is the scope to novelty and innovation the job provides?

10. Costs

What is the cost of the job? How much organizational cost the job controls and

influences?

11. Value addition

How much value does the job adds in relation with other jobs?

COMPETENCY FRAMEWORK:

Aspiration management is a continuous process involving appropriate

assessment procedures, feedback to employees and interventions designed to match

opportunities that create “career best” experiences for the maximum number of

employees.

Managing aspirations begins with assessment at the time of hiring. Skilled

interviewers alone can do justice to the assessment. Often, interviews are focused on

checking technical knowledge, overlooking the candidate’s aspirations. And sometimes,

unintentionally, interviewers even raise aspiration level by overselling the job and future

prospects without clarifying the stringent standards for fast track promotions.

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A well-thought out competency framework is key to assessing employees’

future growth potential and sharing it with them; this will help moderate aspirations at

realistic levels. The competency framework in many organizations is a standalone

initiative from HR or another function. In order to provide relevant assessment and

feedback, competency frameworks should be thought out carefully in the light of an

organization’s strategic priorities.

COMPETENCY FRAMEWORK:

44

S

T

R

A

T

E

G

Y

TECHNICAL COMPETENCIES

BEHAVIORAL & LEADERSHIP

COMPETENCIES

COMPETENCY FRAMEWORK &

ASSESSMENT

ASSESSMENT & FEEDBACK

REALISTIC RESETTING OF ASPIRATIONS

A robust competency framework, an objective assessment process and

transparent communication with employees will help manage aspirations well with

limited or no negative fall- outs. Those who appreciate the messaging will seek to

leverage their strengths to the maximum and organizations should create roles and

opportunities to facilitate them to experience their career best. And those who refuse to

appreciate the feedback and adjust to the reality will leave the system rather than sticking

around as disengaged and disgruntled employees.

COMPETENCY MODEL:

The model has three parts:

1. Sample of competency map.

2. Competency assessment instruments

3. Competency grading guidelines

1. Sample of Competency map

The competency model should be for different department and at

different level. The levels are:

Junior executive level

Middle Management level

Senior/ corporate management

In this method, for assessment they allot roles and responsibilities and then

they will assess the individual.

45

2. Competency assessment instruments

Competency assessment instruments of forms for competencies included in the

model attached herewith for ready reference. These forms describe behavioral indicators

for each of the elemental competency. The behavioral selected for the instruments are

the ones that can be identified in the interviews. The indicators those are difficult to be

identified in the interviews are not included in the assessment instruments. The sheets

also indicate relative importance of the behavioral indicators for the particular

competency.

3. Competency Grading

Every employee has to get maximum level of required competency but it is not

practically applicable. The basic levels are:

Below average (without potential for improvement)

Below average (with potential for improvement)

Average (Generally delivers satisfactory results)

Proficient (Always delivers satisfactory results)

Highly proficient (Generally delivers more than satisfactory results)

Expert (Delivers reliably good results)

Master (Can deliver precise results)

This is mainly based on the nature and the extent of evidence of behavioral

indicators.

46

Elemental competencies and their levels need to be differentiated as “Base

Competencies requirements” and “Environmental Competency requirement” to take

changing environment into consideration for competency assessment.

The value of competency mapping and identifying emotional strengths is

that many employers now purposefully screen employees to hire people with specific

competencies. They may need to hire someone who can be an effective time leader or

who has demonstrated great active listening skills. Alternately, they may need

someone who enjoys taking initiative or someone who is very good at taking

direction. When individuals must seek new jobs, knowing one’s competencies can

give one a competitive edge in the job market.

Usually, a person will find themselves with strengths in about five to six

areas. Sometimes an area where strengths are not present is worth developing. In other

cases, competency mapping can indicate finding work that is suited to one’s strengths,

or finding a department at one’s current work where one's strengths or needs as a

worker can be exercised.

A problem with competency mapping, especially when conducted by an

organization is that there may be no room for an individual to work in a field that

would best make use of his or her competencies. If the company does not respond to

competency mapping by reorganizing its employees, then it can be of little short-term

benefit and may actually result in greater unhappiness on the part of individual

employees.

A person identified as needing to learn new things in order to remain happy

might find himself or herself in a position where no new training is ever required. If the

employer cannot provide a position for an employee that fits him or her better,

competency mapping may be of little use.

47

However, competency mapping can ultimately serve the individual who

decides to seek employment in an environment where he or she perhaps can learn new

things and be more intellectually challenged. Being able to list competencies on

resumes and address this area with potential employers may help secure more

satisfying work. This may not resolve issues for the company that initially employed

competency mapping, without making suggested changes. It may find competency

mapping has produced dissatisfied workers or led to a high worker turnover rate.

PROCESS OF COMPETENCY MAPPING:

1. Introduction

The facilitator will discuss about the objective of the program and

explain about the concept and practice of competency mapping and assessment.

2. Overview of organization, organizational design and job:

Here the facilitator will briefly present and discuss:

Business, market, customer and customer requirements

Organizational structure

Technical processes

Business and Management processes

48

3. Overview of Competency model:

The facilitator will briefly discuss about the competency model.

They should explain different competencies and their behavioral indicators. Facilitator

should provide examples of relationships between competencies and business process

requirements like elemental competency of influencing ability and sales process,

Competency of team working & interpersonal effectiveness and production process

etc.,

Facilitator will answer the questions that participants may have, to

clear their doubts. This will complete the orientation of the program.

4. Identification of core competencies:

Facilitators will every job its duties and responsibilities, processes

participated, critical factors for performance and criticality of the job etc., and will

facilitate discussion among participants with respect to the job factors.

The objective is to identify up to ten most important 10 elemental

competencies for each of the job from the list of 20 elemental competencies and divide

them into two groups: core competencies and supporting competencies.

5. Minimum acceptable level of competency:

To decide minimum acceptable level of each of the competency.

49

6. Base competency map:

Prepare a table of competency and their minimum acceptable level

of each of the job position in the organization. This may be called as Base

competency map for the organization.

7. Further development of the competency model:

The Base competency map based on the model provides broad

requirements for each of the job. This map helps to establish basic requirements for a

competency based performance and potential appraisal system.

For performance diagnostic applications the model needs to be

further refined with in-depth job studies for each of the job.

The overall competency requirement for a job needs to be understood in

terms of elemental competencies which depend upon education, knowledge, training,

experience, technical and non-technical skills, attitude, personal image etc., and some of

these attributes are difficult to objectively assess and measure.

Competency mapping and assessment is a very important development for

HR function. It provides much needed objectivity to HR activities. With the help of tool

like Competency mapping, role of HR has changed from support function to core

function. With Competency based HR systems and programs, HR function can directly

contribute to organization effectiveness.

50

Chapter 4

Analysis and interpretation

DATA ANALYSIS AND INTERPRETATION

51

TABLE: 1

AWARENESS OF COMPETENCY MAPPING

S.NO AWARENESS

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Yes 80 80

2 No 20 20

Total 100 100

INTERPRETATION:

The above table spells about the respondents having awareness about the

competency mapping. From the above table it is clear that 80% of the respondents are having

awareness about the competency mapping and the remaining 20% of the respondents don’t have

awareness about the competency mapping. The awareness can be created through various

programs which can be conducted by the organization.

52

CHART: 1

AWARENESS OF COMPETENCY MAPPING

53

TABLE: 2

RECOGNIZED COMPETENCY MODEL THROUGH VARIOUS MODES

S.NO MODES

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Through colleague 5 5

2 Through Organization 90 90

3 Through Academics 5 5

4 Other Media - -

Total 100 100

INTERPRETATION:

The above table explains about the modes through which the employees know the

competency model. From the above table, it is clear that 5% of the employees know through

their colleagues, 90% of the employees know through the organization and the remaining 5% of

the employees know through the academics.

54

CHART: 2

RECOGNIZED COMPETENCY MODEL THROUGH VARIOUS MODES

55

TABLE: 3

NECESSITY OF COMPETENCY MAPPING IN PRESENT SCENARIO

S.NO NECESSSITY

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Yes 93 93

2 No 7 7

Total 100 100

INTERPRETATION:

The above table explains about the respondents of necessity of competency

mapping in the present scenario. From the above table, it is clear that 93% of the employees say

that competency mapping is necessary for the organization and the remaining 7% of the

employees says that there is no necessary for having competency mapping in the organization.

At present, all the organization has realized the importance of competency mapping and worked

out that.

56

CHART: 3

NECESSITY OF COMPETENCY MAPPING IN PRESENT SCENARIO

TABLE: 4

57

ASSESSMENT OF COMPETENCY MAPPING IN THE PAST

S.NO ASSESSMENT

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Yes 15 15

2 No 85 85

Total 100 100

INTERPRETATION:

The above table spells about the respondents of assessing competency mapping in

the past. From the above table it is clear that 15% of the respondents have assessed the

competency mapping in the past and the remaining 85% of the respondents didn’t assess the

competency mapping in the past. Now the organization has training the employees about the

ways through which they assess their competencies.

58

CHART: 4

ASSESSMENT OF COMPETENCY MAPPING IN THE PAST

TABLE: 5

59

TECHNIQUES USED FOR ASSESSING COMPETENCY MAPPING

S.NO TECHNIQUES NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 During recruitment 9 9

2 Further development need 20 20

3 Succession planning & promotion 30 30

4 Organizational development 41 41

Total 100 100

INTERPRETATION:

The above table explains about the respondents using various techniques for

assessing the competency mapping. From the above table, it is clear that 9% of the employees

have assessed their competencies at the time of recruitment, 20% of the respondents have

assessed at the time of further development need, 30% of the respondents have assessed their

competency for succession planning & Promotion and the remaining 41% of the respondents

have assessed for the organizational development.

CHART: 5

60

TECHNIQUES USED FOR ASSESSING COMPETENCY MAPPING

TABLE: 6

61

MODEL FOR ASSESSING COMPETENCY

S.NO MODEL

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Job-match model 15 15

2 Strategy based model 55 55

3 Strategy developmental model 15 15

4 Intellectual capital model 15 15

Total 100 100

INTERPRETATION:

The above table explains about the respondents using various models for

assessing the competency mapping. From the above table, it is clear that 15% of the employees

have assessed their competencies by Job-match model, 55% of the respondents have assessed

by the strategy based model, 15% of the respondents have assessed their competency by

strategy developmental model and the remaining 15% of the respondents have assessed by the

Intellectual capital model.

62

CHART: 6

MODEL FOR ASSESSING COMPETENCY

TABLE: 7

63

Do you think that the Training and Program will enhance your competencies?

S.NO TRAINING AND

EVELOPMENT WILL

ENHANCE

OMPETENCIES

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL

1 Strongly agree 15 2 30

2 Agree 50 1 50

3 Neutral - 0 0

4 Disagree 35 -1 -35

5 Strongly disagree - -2 0

Total 100 45

Using Likert’s scale,

The degree level = 45 / 100

= 0.45

INTERPRETATION:

The above table spells out the respondents of enhancing the competencies through

training and development program. From the statistical data, it is clear that most of the

respondents agreed that by providing training and development program, the employee will

enhance their competencies. The organization has to concentrate more on training and

development.

CHART: 7

64

ENHANCING COMPENTENCY THROUGH TRAINING AND DEVELOPMENT

PROGRAM

TABLE: 8

65

COMPETENCY MAPPING AS AN EFFECTIVE TOOL FOR SELECTION PROCESS

S.NO COMPETENCY

MAPPING FOR

SELECTION PROCESS

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 75 1 75

3 Neutral 15 0 0

4 Disagree - -1 0


Total 100 95



= 0.95

INTERPRETATION:

The above table spells out the respondents using competency mapping as a

selection process tool. From the statistical data, it is clear that most of the respondents agreed

that for selection process, competency mapping will be used as an effective tool.

66

CHART: 8

COMPETENCY MAPPING AS AN EFFECTIVE TOOL FOR SELECTION

PROCESS

TABLE: 9

67

COMPETENCY MAP FOR PERFORMANCE APPRAISAL

S.NO COMPETENCY

MAPPING FOR

PERFORMANCE

APPRAISAL

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 65 1 65

3 Neutral 30 0 0

4 Disagree - -1 0


Total 100 75



= 0.75

INTERPRETATION:

The above table explains about the respondents using competency mapping for

performance appraisal. From the statistical data, it is clear that most of the respondents agreed

that for performance appraisal, competency mapping will be used as an effective tool.

68

CHART: 9

COMPETENCY MAP FOR PERFORMANCE APPRAISAL

TABLE: 10

69

COMPETENCY MAPPING IN DIFFERENT DEPARTMENT

S.NO COMPETENCY

MAPPING IN

DIFFERENT

DEPARTMENT

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL

1 Strongly agree - 2 0

2 Agree 80 1 80

3 Neutral 20 0 0

4 Disagree - -1 0


Total 100 80



= 0.80

INTERPRETATION:

The above table explains about the respondents are using competency mapping in

different department and in different position. From the statistical data, it is clear that most of

the respondents agreed that they are using the competency mapping in different department and

in different position in their organization.

CHART: 10

70

COMPETENCY MAPPING IN DIFFERENT DEPARTMENT

71

TABLE: 11

COMPETENCY ASSESSMENT INSTRUMENT

S.NO COMPETENCY

ASSESSMENT

INSTRUMENT

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 20 1 20

3 Neutral - 0 0

4 Disagree - -1 0


Total 100 180



= 1.80

INTERPRETATION:

The above table explains about the respondents are using competency assessment

instrument. From the above statistical data, it is clear that most of the respondents strongly

agreed that they are using the competency assessment instrument for assessing the

competencies.

72

CHART: 11

COMPETENCY ASSESSMENT INSTRUMENT

73

TABLE: 12

WAYS TO ACCESS COMPETENCY

S.NO WAYS TO ACCESS

COMPETENCY

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Personal interview 45 45

2 Written test 30 30

3 Group discussion 20 20

4 Psychometric test 5 5

Total 100 100

INTERPRETATION:

The above table clearly explains the respondents of using various ways for

assessing their competencies. From the above table, it is clear that 45% of the respondents have

used personal interview as an assessment tool, 30% of the respondents have used written test as

an assessment tool, 20% of the respondents have used group discussion as an assessment tool

and the remaining 5% of the respondents have used Psychometric test as an assessment tool.

74

CHART: 12

WAYS TO ACCESS COMPETENCY

75

TABLE: 13

METHODS TO ACCESS COMPETENCY

S.NO METHODS TO ACCESS

COMPETENCY

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Assignments 25 25

2 Projects 55 55

3 Special responsibilities 20 20

4 Issues - -

5 Events 5 5

Total 100 100

INTERPRETATION:

The above table clearly explains the respondents of using various methods for

assessing their competencies in an organization. From the above table, it is clear that 25% of the

respondents have used assignments as an assessment tool, 55% of the respondents have used

projects as an assessment tool, 20% of the respondents have used special responsibilities as an

assessment tool and the remaining 5% of the respondents have used special events as an

assessment tool.

76

CHART: 13

METHODS TO ACCESS COMPETENCY

77

TABLE: 14

DEFINING ROLES & RESPONSIBILITIES

S.NO DEFINING ROLES &

RESPONSIBILITIES

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 93 1 93

3 Neutral - 0 0

4 Disagree - -1 0


Total 100 107



= 1.07

INTERPRETATION:

The above table explains about the respondents have got their respective roles &

responsibilities from the organization. From the above statistical data, it is clear that most of the

respondents agreed that they have got their responsibilities and their respective roles from the

organization. The HR Manager clearly defines the roles & responsibilities of the employees in

Indo Shell Mould Private Limited.

78

CHART: 14

DEFINING ROLES & RESPONSIBILITIES

79

TABLE: 15

POTENTIAL EMPLOYEE EXCEL BECAUSE OF SPECIFIC SKILL

S.NO EXCEL BECAUSE OF

SPECIFIC SKILL

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 70 1 70

3 Neutral 5 0 0

4 Disagree - -1 0


Total 100 120



= 1.20

INTERPRETATION:

The above table explains about the respondents excel because of possessing

specific skills in them. From the above statistical data, it is clear that most of the respondents

agreed that they are excelling because of having some specific skill in them.

80

CHART: 15

POTENTIAL EMPLOYEE EXCEL BECAUSE OF SPECIFIC SKILL

81

TABLE: 16

NECESSITY OF SEPARATE BLOCK TO WORK

S.NO NECESSITY OF

SEPARATE BLOCK TO

WORK

NO OF

RESPONDENTS

DEGREE

LEVEL

RSPONDENCE

LEVEL

1 Strongly agree - 2 0

2 Agree 85 1 85

3 Neutral 15 0 0

4 Disagree - -1 0


Total 100 85

Using Likert scale,


= 0.85

INTERPRETATION:

The above table explains about the respondents need a separate block to work and

to showcase their talents. From the above statistical data, it is clear that most of the respondents

agreed that they are requiring the isolated block to work and prove them as a talented

personality.

82

CHART: 16

NECESSITY OF SEPARATE BLOCK TO WORK

83

TABLE: 17

PROBLEMS IN IMPLEMENTING COMPETENCY MAPPING

S.NO PROBLEMS IN IMPLEMENTING

COMPETENCY MAPPING

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Yes 55 55

2 No 45 45

Total 100 100

INTERPRETATION:

The above table spells about the respondents having problems in

implementation of the competency mapping in an organization. From the above table it is clear

that 55% of the respondents are having the problems during the implementation of competency

mapping and the remaining 45% of the respondents didn’t have the problems during the

implementation of the competency mapping in an organization. Before implementing the

competency model in their organization, they can explain to their employees by conducting

meeting.

84

CHART: 17

PROBLEMS IN IMPLEMENTING COMPETENCY MAPPING

85

TABLE: 18

MOTIVATION AND SUPPORT FROM ORGANIZATION

S.NO MOTIVATION AND

SUPPORT FROM

ORGANIZATION

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 70 1 70

3 Neutral 10 0 0

4 Disagree - -1 0


Total 100 110



= 1.10

INTERPRETATION:

The above table explains about the respondents got the motivation and

support from the organization. From the above statistical data, it is clear that most of the

respondents agreed that they are requiring the motivation and support from the organization to

exhibit their talents. The organization has to continuously provide the motivation and support to

the employees.

86

CHART: 18

MOTIVATION AND SUPPORT FROM ORGANIZATION

87

TABLE: 19

TRAINING AT FREE OF COST

S.NO TRAINING AT FREE

OF COST

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 80 1 80

3 Neutral 10 0 0

4 Disagree - -1 0


Total 100 100



= 1.00

INTERPRETATION:

The above table explains about the respondents got the training at a free of

cost from the organization. From the above statistical data, it is clear that most of the respondents

agreed that they have got the training from the organization at a free of cost.

88

CHART: 19

TRAINING AT FREE OF COST

89

TABLE: 20

TRAINING PROGRAM INCREASES PRODUCTIVITY

S.NO TRAINING PROGRAM

INCREASES

PRODUCTIVITY

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 70 1 70

3 Neutral 20 0 0

4 Disagree - -1 0


Total 100 90



= 0.90

INTERPRETATION:

The above table spells out the respondents increases their productivity

because of the training provided by the organization. From the above statistical data, it is clear

that most of the respondents agreed that they have increased the productivity of the

organization by the proper training.

90

CHART: 20

TRAINING PROGRAM INCREASES PRODUCTIVITY

91

TABLE: 21

SATISFACTION LEVEL REGARDING TRAINING PROGRAM

S.NO SATISFACTION LEVEL

REGARDING TRAINING

PROGRAM

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL

1 Highly satisfied 25 2 50

2 Satisfied 75 1 75

3 Neutral - 0 0

4 Dissatisfied - -1 0

c5 Highly dissatisfied - -2 0

Total 100 125



= 1.25

INTERPRETATION:

The above table spells out the respondent’s satisfaction level regarding the

training provided by the organization. From the above statistical data, it is clear that most of the

respondents agreed that they have more satisfaction regarding the training program provided by

the organization.

92

CHART: 21

SATISFACTION LEVEL REGARDING TRAINING PROGRAM

93

TABLE: 22

IMPROVEMENT IN PERFORMANCE LEVEL BECAUSE OF TRAINING PROGRAM

S.NO IMPROVEMENT IN

PERFORMANCE LEVEL

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 35 1 35

3 Neutral 10 0 0

4 Disagree 25 -1 -25

5 Strongly disagree 20 -2 -40

Total 100 -10


The degree level = -10 / 100

= -0.01

INTERPRETATION:

The above table spells out the respondent’s level of improvement in the

performance due to the training provided by the organization. From the above statistical data, it

is clear that most of the respondents disagreed that they have showed in their performance level

but not due to the training provided by the organization. The organization should concentrate

more on training and development program.

94

CHART: 22

IMPROVEMENT IN PERFORMANCE LEVEL BECAUSE OF TRAINING PROGRAM

95

Chapter 5

Findings & Suggestion

96

FINDINGS

80% of the employees in Indo Shell Mould Limited have the awareness about the concept of

Competency mapping. Because they have this concept in their organization.

Respondents are known about the competency mapping through their organization only.

Some of the respondents are known through their colleagues and academics.

93% of the employees said that the Competency mapping is very important in this present

scenario.

Before the employees joined this organization, a 15% of the respondents only assessed their

competencies in the past.

But the remaining respondents have assessed their competencies only after they have joined

the Indo Shell Mould limited.

Respondents have assessed their competencies mostly for their organizational development.

Only few have assessed their competency for succession planning & promotion.

55% of the respondents have used the strategy based model to assess their competencies.

Meager amount of respondents have assessed their competencies by job-match model.

50% of the respondents have agreed that the training and program provided by the

organization will definitely enhance their competencies.

75% of the employees have agreed that their organization is using the Competency Mapping

as a tool for selection process.

And also the majority 65% of the employees agreed that their organization is utilizing the

competency mapping as a tool for performance appraisal.

80% of the employees agreed that their organization is providing competency mapping for

different department and for different positions.

There are various for assessing the competencies but majority of the respondents used

personal interview as a way for assessing their competencies. Only a few employees used

psychometric test as a way assessing their competencies.

97

Similarly there are various methods used by the organization for assessing the employee’s

competencies. The best method used by the organization is by providing projects to the

employees.

Every employee in the organization got their respective roles & responsibilities from their

HR manager. It is also agreed by majority of the employees.

Motivation and support are regularly provided to the employees by the HR manager and the

top authority.

Due to the training program provided by the organization, the organization’s productivity has

also increased. It is also provided at a free of cost.

Most of the respondents agreed that the performance level was improved because of the

training program organized by the organization.

Response given by the HR Manager:

Indo Shell Mould limited’s organizational structure is knowledge base with funneling

method.

HR department organized the staff and workers meeting to set the goals.

Annual performance appraisal is assessed by the superiors through the prescribed format.

The different programs organized by the organization are LCA (Low Cost Automization),

Kaizen philosophy and TPM.

The biggest achievement of the HR manager is wages and bonus settlement to the employees

and providing sufficient manpower to the production.

The projects that are carried out for their development are Quality circle, model machine

concept.

The training programs conducted by the HR department are: 5S awareness, Kaizen method,

Model machine concept, Why-Why analysis, Presentation skills and TS 16949 awareness.

98

SUGGESTIONS

The organization should create awareness about the Competency mapping and their uses

among the employees through various programs.

The organization should enhance the employee’s competencies through various training and

development programs.

The HR manager can take the initial steps to teach about the range of methods for assessing

the employee’s competencies.

After finding their skills, they can provide the initiatives to the employees to excel as a

potential employee with specific skill. And also they can enhance the multiple skills among

the employees.

The organization should provide a separate cabin for each employee to excel their talents so

that the employee also feels independence in their work.

By giving a proper communication, the organization can avoid the problems while

implementing the competency mapping.

99

Chapter 5

Conclusion

100

CONCLUSION

Competency mapping and assessment provides clear indication of

employee developmental needs. Candidate weakness with respect to the required

competencies discovered in the assessments shows opportunity for development for the

candidate.

Indo Shell Mould Limited also benefited out of the Competency mapping.

For that, the HR manager Mr.M.Ramakrishnan has also taken many initiatives for the

welfare of both the employees and the organization. This organization has used the

competency mapping for various purposes like selection process, performance appraisal,

succession planning & promotion etc. There is no doubt that if the organization has used

the competency mapping, they will definitely get the success.

At present scenario, Competency mapping is essential for every

organization. Only thing that if the organization used it effectively means, they will

definitely get benefit. The employee’s competencies can be enhanced through

conducting various training and development program, assigning projects, to involve all

the employees in decision-making process etc.

101

Bibliography

102

BIBLIOGRAPHY

BOOKS:

Training and Development - V.V.Reddy

Human Resource Management - Dr. Nagarajan

Creativity in Training - Sumati Reddy

Human Resource Management - L.M.Prasad

NEWSPAPER:

Business Line

MAGAZINES:

HR review

Business world

Environmental Management

Business Today

WEBSITES:

www.wisegeek.com

www.tvrls.com

www.citehr.com

www.lukew.com

www.sunrise.net.in

www.careertrainer.com

www.e-hresources.com

www.hinduonnet.com

103

http://www.hinduonnet.com/

http://www.e-hresources.com/

http://www.careertrainer.com/

http://www.sunrise.net.in/

http://www.lukew.com/

http://www.citehr.com/

http://www.tvrls.com/

http://www.wisegeek.com/

Annexure104

EMPLOYEE RELATED QUESTION

Good morning /evening, Sir\Madam. I am T.MANIVEL doing my MBA at

ICFAI National College, Pollachi. As a part of the partial fulfillment for the MBA

course, I am undertaking a project titled “A STUDY ON COMPETENCY MAPPING

FOR THE EMPLOYEES IN INDOSHELL CAST PRIVATE LIMITED”. I would

be happy if you spend some time in answering the following questions. This study is

purely for academic purpose only. The answers would be kept confidential.

QUESTIONNAIRE

Name :

Qualification :

Designation :

1. Are you aware of competency mapping?

a. Yes b. No

2. How do you know about the competency mapping?

a. Through colleague b. Through organization c. Through academics d.

other media

3. Do you think that the competency mapping is necessary in this present scenario?

a. Yes b. No

4. Have you accessed your competency in the past?

a. Yes b. No

105

5. When will you access your competency?

a) During recruitment b) Further development need

c) succession planning & promotion d) organizational development

6. By which model, you will access your competency.

a. Job-match model b. strategy based model

c. strategy development model d. Intellectual capital model

7. Do you think that the training and development program will enhance your

competencies?

a. Strongly agree b. agree c. Disagree d. strongly disagree e.

neutral

8. Competency mapping act as an effective tool for selection process.

a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral

9. Your organization uses employee competency map for performance appraisal.


10. You have competency model for different department and for different positions in

your organization.


11. You have competency assessment instrument in your organization.


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12. In what way do you feel better to assess your competency?

a. Personal interview b. Written test c. Group discussion d. Psychometric

test

13. To access your competency, which of the following method is assigned by your

organization?

a. Assignments b. Projects c. Special responsibilities d. Issues e. events

14. Your roles & responsibilities have been clearly defined to you


15. To excel as a potential employee, would you possess a specific skill?

a. Strongly agree b. Agree c. Neutral d. Strongly disagree e. Disagree

16. Do you want an isolated room to work in an organization?

a. Strongly agree b. Agree c. Neutral d. disagree e. strongly disagree

17. Have you ever faced the problem while implementing the competency mapping in

your organization?

a. Yes b. No

18. You are continuously motivated and supported by your organization.


19. The training provided by your organization is free of cost?


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20. The training program increases your productivity.

a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree

21. You satisfaction level with the training program given by your organization.

a. Highly satisfied b. Satisfied c. Neutral d. Dissatisfied e. Highly

dissatisfied

22. There is an improvement in your performance because of the training program

given by your organization.

a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree

Thank You

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FOR HR MANAGER

Good morning /evening, Sir\Madam. I am T.MANIVEL doing my MBA at

ICFAI National College, Pollachi. As a part of the partial fulfillment for the MBA

course, I am undertaking a project titled “A STUDY ON COMPETENCY MAPPING

FOR THE EMPLOYEES IN INDOSHELL CAST PRIVATE LIMITED”. I would

be happy if you spend some time in answering the following questions. This study is

purely for academic purpose only. The answers would be kept confidential.

QUESTIONNAIRE

NAME :

AGE :

DESIGNATION :

1. What is your responsibility?

2. What is your organizational structure?

3. Will you explain management system in your organization?

4. How does goals are set and communicated in your organization?

5. How does goals and objectives communicated and deployed in your organization?

6. How is the employee appraisal carried out in your organization?

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7. What are the typical issues that you face in the course of your work?

8. What are the different programs that you had organized/ participated in your

organization?

9. Have you carried out some improvement projects in your organization?

10. What are your biggest achievements?

11. Did you have any problems within the team member?

12. What was the challenge in it?

13. Have you followed competency mapping in your organization?

14. How did you assess the individual competencies?

15. What are all the training programs you are conducted for your employees?

Thank You

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REVIEW OF LITERATURE

Mr. Milind Kotwal had already studied the competency mapping under the

title “Model and method for Competency Mapping and Assessment”. As per their

objective, Competency mapping helps to develop objective system for recruitments,

Promotions, training & development, and performance diagnostics. And also they are

offering consultancy services in the following areas: organizational diagnostic studies,

corporate and strategic planning, performance management and performance appraisal,

competency mapping and assessment, customer satisfaction studies. They have studied

the competency mapping in relation with job description.

For Competency mapping and Assessment, Milind Kotwal’s study had

taken job description, job factors, and organization culture. But this study is studied under

the title” A study on Competency mapping for the employees in Indoshell Cast

Private Limited”. Large organizations frequently employ some form of competency

mapping to understand how to most effectively employ the competencies of strengths of

workers. They may also use competency mapping to analyze the combination of

strengths in different workers to produce the most effective teams and the highest quality

work.

I have interviewed HR manager and employees of Indoshell cast private

limited for this study. Here the study will analyze about how the competency mapping is

useful for assessing individual and providing performance appraisal.

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copy of competency mapping final_report-oct-08_2003

Documents

competency mapping model

competency mapping motivation

competency methods

competency development

recognized competency

title awareness of competency

selection competency

organization training