CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION
The word competency is derived from Latin words competere. Which means to e s!ita "e. The competency concept was ori#ina""y deve"oped in psycho"o#y denotin# individ!a"s a i"ity to respond to demand p"aced on them y their environment. $"rich defined competency as %now"ed#e& s%i"" or a i"ity of emp"oyees re"evant for or#ani'ationa" performance. Competence mana#ement is dynamic conte)t since it is ecomin# increasin#"y important in today(s e comp"icated easi"y y the competitor. ecomin# the on"y competitive advanta#es the

or#ani'ation act!a""y has which cannot

Competence mana#ement wi"" have vario!s aspects !nder it "i%e competence profi"in# and findin# what the company is #ood at& !i"din# that is !i"din# new competence to match the mar%et demands& recr!itment ased on competences etc. Competency mappin# is processes of identify %ey competencies for an or#ani'ation and a *o and incorporatin# those competencies thro!#ho!t the vario!s process +eva"!ation& trainin#& recr!itment, of the or#ani'ation. Competency mappin# p"ay a si#nificant ro"e in recr!itin# and retainin# peop"e as it #ives a more acc!rate ana"ysis of the *o re-!irements& the candidates capa i"ity of the difference etween the two& and the deve"opment and trainin# needs to rid#e the #aps. Competencies ena "e individ!a"s to identify and artic!"ate what they offer re#ard"ess of the *o they happen to have at the time so that the or#ani'ation can see va"!e and !ti"i'e what capa i"ity is act!a""y avai"a "e. Competence mana#ement is dynamic conte)t since it is ecomin# increasin#"y important in today(s e d!p"icated easi"y y the competitor. ecomin# the on"y competitive advanta#es the

or#ani'ation act!a""y has which cannot what the company is #ood at.

Competence mana#ement wi"" have vario!s aspects !nder it "i%e competence profi"in#

When we ta"% of competency it is imperative to %now the "eve"s of competency s!ch as. 1. tas%s. /. 0o!ndationa" competence. An emp"oyee(s demonstrated !nderstandin# of Practica" competency. An emp"oyee(s demonstrated a i"ity to perform a set of

what and why he1she is doin#. 2. Ref"e)ive competence. An emp"oyee(s a i"ity to inte#rate actions with the

!nderstandin# of the action so he1she "earns from those actions and adapts to the chan#es as and when they are re-!ired. 3. App"ied competence. An emp"oyee(s an emp"oyee(s demonstrated a i"ity to

perform a set of tas%s with !nderstandin# and ref"e)ivity.

REASONS WHY COMPETENCY MAPPING IS USED: Effective"y match individ!a" competencies to position& pro*ect team and *o

re-!irements Prioriti'e competencies y *o & pro*ect& or position& and trac% individ!a"(s

a i"ities to f!"fi"" re-!irements 4nte#rate trainin# and administration app"ications to foc!s trainin# efforts R!n #ap and match ana"ysis etween individ!a"s & *o s & teams and positions 4ncrease s%i"" set to meet yo!r or#ani'ation scope and #rowth 4ncrease their a i"ity to attract& deve"op& retain and !ti"i'e co5wor%ers Len#then the time that staff stay with a company y a""owin# staff mem er to

discover individ!a" career paths within the company 4ncrease capacity y achievin# a more ho"istic view of the acc!m!"ated

competence of the entire or#ani'ation

Achieve access to appropriate competence at the ri#ht time and p"ace Esta "ish an overview of the acc!m!"ated reso!rces of the or#ani'ation and

the demand for the reso!rces. 0ind candidates with the ri#ht profi"e& from anywhere in the or#ani'ation& to

fi"" an !ne)pected vacancy 4dentify %ey positions for which yo! have no candidates Reconci"e the aspiration of yo!r %ey peop"e with the opport!nities avai"a "e Chec% how c"ose"y yo!r deve"opment activities are a"i#ned with the needs of

yo!r !siness needs 6a%e hirin# 71 terms of foc!s& priorities& and action A"i#n corporate o *ectives and strate#ies to each person in the company. Ens!re yo! are !i"din# the appropriate ta"ent poo" to s!pport yo!r f!t!re

ELEMENTS OF COMPETENCY MANAGEMENT: 8road"y the area of !siness and peop"e competence mana#ement can e divided into three main s! divisions. Resource an ca!ac"#$ #rac%"n& an !'ann"n&: This is more on the operationa" front. 9ario!s pro*ects re-!ired different s%i"" sets dependin# on the critica"ity of the pro*ect& the c"ient importance and so on. Competence mana#ement has to consider the pro*ect moda"ities and accordin#"y a""ocate the reso!rce so that the overa"" optimi'ation of the peop"e competencies can ta%e p"ace.

The vario!s e"ements that competence mana#ement has to "oo% into these aspects are.

1. De("n"n& #)e co*!e#enc"es re+u"res (or !ar#"cu'ar ,o-s:

$nti" now& the HR department !sed to define on"y the s%i""s re-!ired for a Partic!"ar *o . 8!t as we now %now& what we act!a""y re-!ire #oes eyond the *!st technica" or soft s%i""s re-!irements. We need a com ination of 4nte""i#ence& ed!cation& E)perience& Ethics& 4nterest. Hence a re5"oo% is re-!ires at the e)istin# *o profi"es to ta%e into consideration the other parameters "i%e interests and ethics& which were so far i#nored.

.. Ra#"n& #)e !er(or*ance o( "n "/" ua' e*!'o$ee s%"''s:

A person mi#ht e comforta "e with say *ava "an#!a#e !t mi#ht not e e)ce""ent at it. :o the "eve" of s%i"" competence needs to e meas!red and recorded. Prepare a s%i"" profi"e containin# the core s%i""s for their *o and add appropriate historica" and specia"ty s%i""s. This is fo""owed y a se"f ; assessment a#ainst a s%i""s #"ossaries descri in# s%i""s on a sca"e from 1+trainin# or "i#ht e)perience, to < +ind!stry e)pert= strate#ic s%i"" "eadership,. A i"ity for the assi#ned mana#er& s!pervisor or coach to assess the person(s s%i""s separate"y a"so needs to e done.

0. Mana&e s%"''s "n/en#or"es as 1e'' as *ana&e*en# an #ec)n"ca' co*!e#enc"es:

>nce the a ove steps are comp"ete the system sho!"d have some way of maintainin# the data ase of this information. This wi"" he"p in the havin# the re-!ired information at the fin#ertips of the HR department.

2. Can " a#e searc)es #o ("n #)e r"&)# !eo!'e (or #)e r"&)# ass"&n*en#:

A competence mana#ement system needs to e a "e map the ri#ht peop"e to the ri#ht *o . 0or this a ove steps prove very !sef!". We need to %now what the *o entai"s and what the capa i"ities of the peop"e wor%in# for !s are. The data ase ena "es !s to match the profi"e perfect"y.

3. Or&an"4a#"ona' an un"# s%"''s Ga! Ana'$s"s #o e#er*"ne recru"#*en# nee s:

The or#ani'ation may e wor%in# on a pro*ect for which it does not have the re-!isite s%i""s within the company& so they may have to hire from o!tside or may e even recr!it. A competence mana#ement system sho!"d e a "e to !nderstand this need and he"p p"an how the interview sho!"d competencies in a desired candidate. e carried o!t and what

In#erac#"/e career De/e'o!*en# an Tra"n"n&

This is "oo%in# the f!t!re& !t at the individ!a" "eve". Competence mana#ement a"so has to "oo% into the aspiration of each individ!a" and asses him1her to find o!t what competencies wi"" he re-!ire to advance to the ne)t set of hierarchies& what additiona" train wo!"d he re-!ires& is he fit promotion etc. the e"ements of this division are.

1. Co*!are s%"''s #o o#)er ,o- #"#'es #o see 1)a# a !erson )as #o "*!ro/e:

The data ase of *o profi"e wi"" he"p the individ!a" to assess where he needs to improve= what competencies are re-!ired for the ne)t "eve". This wi"" a"so motivate him top "earn newer s%i""s y himse"f and nominate himse"f for additiona" trainin# needs. The competence mana#ement system needs to e open eno!#h to e a "e to a""ow the emp"oyees to !nderstand what is e)pected of them for promoted. ein#

.. De/e'o!*en# !'an su**ar"es s)o1"n& a'' o( #)e s%"''s !eo!'e nee #o 1or% on:

This provides a meas!ra "e rationa"e for trainin# !d#ets and a mean to identify peop"e to attend co!rse openin#s. Here we need to a"so provide individ!a"s with the a i"ity to view and enro"" in trainin# and deve"opment activities& etc. this wi"" he"p individ!a"s to e a "e to p"an their wor% accordin#"y. The sched!"es for trainin# dates and prere-!isites need to e disp"ayed so as to a""ow the individ!a" to ta%e co#ni'ance of the same.

0. Pre "c# Tra"n"n& De*an .

The a ove step wi"" he"p the HR department to ca"c!"ate the trainin# staff re-!ired ased on the s!mmation of individ!a"s p"ans& which have come in.

2. I en#"($ "n "/" ua's 1)o are e'"&"-'e #o -e cons" ere (or !ro*o#"on:

A #ood competence mana#ement system has to e a "e to determine which competencies need to e promoted and who has them so that the overa"" competence "eve" of the or#ani'ation can #row. A"so on the other hand& we a"so need to %now potentia" rep"acements for an !ne)pected vacancy are so that p"annin# can e done accordin#"y.

3. Success"on !'ann"n&:

The competencies re-!ired for the top mana#ement sho!"d comp"eted in the *o system. profi"in#& !t f!rther who sho!"d

e #roomed= what

competencies wi"" e needed and hoe to deve"op the same wo!"d re-!ire a #ood

S#ra#e&"c Co*!e#ence De/e'o!*en#:

This area is "oo%in# at the f!t!re&

!t at a more macro "eve".

Competence mana#ement a"so has to "oo% eyond today and at the chan#in# face of tomorrow(s mar%et to identify the s%i""s re-!ired for tomorrow. 4t has a more strate#ic o!t"oo% and is "oo%in# at the strate#ic position of the or#ani'ation in the f!t!re.

The e"ements of this division are. 1. Providin# an overview of the tota" competence in the or#ani'ation. /. 4nte#ratin# competence deve"opment with !siness strate#ies. 2. 4dentifyin# shortfa""s and s!rp"!ses in competence in addition to revea"in# !ne)p"oited reso!rces. 3. Assess trends and deve"opments in competency "eve"s overtime. <. ?ivin# s!pport to strate#ic !siness and personne" p"annin#. @. $n"eashin# the company(s inte""ect!a" capita". A. He"pin# the company to attract& deve"op and retain co5wor%ers.

1.. COMPANY PROFILE

Coromande" En#ineerin# Company Ltd. e"on#s to the B6!r!#appa ?ro!p of

Companies(. Present"y they are en#a#ed in two distinct activities name"y. C Cons#ruc#"on C Pro!er#$ De/e'o!*en# Cons#ruc#"on They are providers of inte#rated t!rn5%ey constr!ction services and have e)ec!ted or are e)ec!tin# pro*ects across a"" states and !nion territories in 4ndia. The Co. provides inte#rated t!rn5%ey constr!ction services in the ind!stria"& commercia"& infrastr!ct!re and residentia" sectors of the constr!ction ind!stry. Their inte#rated t!rn5%ey constr!ction services inc"!de a ran#e of

+i, Constr!ction services s!ch as constr!ction desi#n& en#ineerin#& proc!rement& constr!ction and pro*ect mana#ement and +ii, Constr!ction a""ied services s!ch as mechanica" and e"ectrica" +6DE,& p"!m in#& fire5fi#htin#& heatin#& venti"ation and air conditionin#& interior fit5o!t services and #"a'in# so"!tions. They are a professiona""y mana#ed company headed y civi" en#ineers& and have constr!cted si#nificant ind!stria" str!ct!res for "eadin# ind!stria" ho!ses and #overnment or#ani'ations. Constr!ction of power p"ants& pre5fa ricated t!r o #enerator fo!ndations and other mass fo!ndations has str!ct!res for T.9.Towers !sin# imported s"ip form e-!ipment. As of 6arch 21& /EEF& the tota" va"!e of their order oo% was Rs. F/<E Lacs. These pro*ects inc"!de ind!stria" str!ct!res& commercia" !i"din# D ed!cationa" instit!tion. >!r order oo% consists of +i, $n i""ed portions of o!r on#oin# pro*ects and +ii, Pro*ects for which we have received orders and are yet to commence constr!ction. Pro!er#$ De/e'o!*en# The Co. is a"so into the !siness of property deve"opment& with o!r si#nificant operations in the :tate of Tami" nad!. 4ts !siness foc!ses on Rea" Estate Geve"opment of Residentia" and Commercia" sector. They have an inte#rated in5ho!se deve"opment team which covers a"" aspects of property deve"opment from pro*ect identification and inception thro!#h constr!ction to comp"etion and sa"e. They commenced the property deve"opment activity in the year 1HFA5FF. :ince then they have deve"oped over 2E residentia" pro*ects coverin# appro)imate"y @.<3 "acs s-!are feet of sa"ea "e area. 4ts commercia" pro*ects are a mi) of office space. They !s!a""y fo""ow an $ndivided Land sa"e D Constr!ction Contract mode" for the properties they deve"op. !i"din#s& een a f!"fi""in#

e)perience.They specia"i'es in constr!ction of si"os for cement p"ants and ta"" taperin#

The income from proceeds of contract *o s and merchant sa"es for the nine months ended Gecem er 21& /EEA and for financia" year ended 6arch 21& /EEA& were Rs. 3&32F.1< "acs& Rs.3<E/.3E "acs& respective"y. COMPETITI5E STRENGTHS The Co. e"ieves that the fo""owin# are their primary competitive stren#ths. C E6!er"ence Mana&e*en# an E*!'o$ees Headed y Civi" En#ineers& o!r mana#ement team has si#nificant e)perience in the constr!ction D property deve"opment sector. Their mana#ement and professiona" personne" have e)tensive e)perience in anticipatin# mar%et trends& identifyin# new mar%ets and potentia" sites for deve"opment. Their e)perience inc"!des re"ationships with the s!pp"iers from whom they so!rce constr!ction materia"s and the contractors they en#a#e for constr!ction services& a""owin# them to etter mana#e the -!a"ity& sched!"e and cost of the materia"s and constr!ction in their pro*ects. They e"ieve that this e)perience and e)pertise wi"" ena "e them to rep"icate its !siness mode" in other #eo#raphic areas of 4ndia and for other types of pro*ects. C Es#a-'"s)e Re!u#a#"on (or 7ua'"#$ Pro,ec#s an Cons#ruc#"on :ince their incorporation in 1H3A& they have s!ccessf!""y comp"eted severa" pro*ects. They have never e)perienced any si#nificant -!a"ity iss!es nor have they ever een cited for any materia" deficiencies in constr!ction of their pro*ects. They e"ieve c!stomers identify their pro*ects with -!a"ity constr!ction and& as a res!"t& they en*oy c!stomer confidence& enhancin# their a i"ity to se"" o!r pro*ects. C T)e"r s#an ar "se an ocu*en#e "n#erna' !rocesses.

$nder the #!idance of their 6ana#ement& they have doc!mented their interna" processes and methodo"o#ies which ens!re that each department and each emp"oyee of o!r Company are aware of their respective ro"es and o "i#ations& and each activity

of constr!ction and deve"opment is as per the standards of -!a"ity that they have set for themse"ves. This a"so ens!res !niformity in a"" their processes. MANPOWER As of 211E21/EEF& they have appro)imate"y /33 emp"oyees emp"oyed in their Company. They do not co!nt any manpower emp"oyed y their s! 5contractors as their emp"oyee. They e)pect that with the #rowth of their !siness& h!man reso!rces and emp"oyee recr!itment activities wi"" increase. 8rea%5!p of the present manpower in the Company is as fo""ows. Sr. No. 1. /. 2. To#a' .22 Na*e o( #)e De!ar#*en# Nu*-er o( E*!'o$ees Technica" :ite Acco!nts D Admin 2A 1AF /H

Recru"#*en# S#ra#e&$ 6anpower P"annin# is done as part of 8!siness P"an and reviewed -!arter"y. Gependin# !pon the position1vacancies recr!itment is done thro!#h camp!s interviews& emp"oyee referra"s and periodic recr!itment advertisements. The se"ection process consists of pane" interview and merit ratin# as may e re-!ired. Tra"n"n& The Company provides an ind!ction1on oard trainin# pro#ramme to a"" its new recr!its. Trainin# for capa i"ity deve"opment inc"!des. C Trainin# to potentia" staff to sho!"der hi#her responsi i"ities

C Competency mappin# midd"e and senior "eve" e)ec!tives and ade-!ate trainin# to rid#e the s%i"" #ap C P"annin# to create competitive ed#e The vario!s trainin# pro#rammes he"d y the Company are as fo""ows. Pro&ra**e #"#'e Pro&ra**e (or >r#anisationa" ?rowth :trate#ies :enior 6ana#eria" Team Performance E)ce""ence ?rad!ate En#ineer Trainees ; 0!t!re 6ana#ers 6ana#ement of :ite >perations Pro*ect Heads& En#ineers and :!pervisors Ro"e Effectiveness Administrative and :!pport staff Re#en#"on S#ra#e&$ C Periodic review of compensation pac%a#e to match the ind!stry median. C Review of emp"oyee Performance& ased on their achievement on the defined tas%s& at the end of the year& ratin# is awarded ased on the norma"i'ation process. C They offer fami"y accommodations and s!ita "e site a""owances for staff posted at site away from their fami"y. C Li era"i'ed compensation pac%a#e. C We"fare meas!res& inc"!din# defined po"icy on medica" reim !rsement& medica" ins!rance for se"f and fami"y& persona" accident cover. C A"" emp"oyees are covered y the #ro!p #rat!ity scheme with ris% cover mana#ed y Life 4ns!rance Corporation of 4ndia. Co*!e#"#"on The rea" estate deve"opment ind!stry in 4ndia& whi"e fra#mented& is hi#h"y competitive. They e)pect to face competition from "ar#e domestic as we"" as internationa" property deve"opment and constr!ction companies as a conse-!ence of& amon# other thin#s& the re"a)ation of the 0G4 po"icy for the rea" estate sector& risin# #overnment e)pendit!res on infrastr!ct!re and vario!s other po"icy initiatives. 8e"ow are some of their competitors with conte)t to the simi"arity in !siness.

C"/"' Cons#ruc#"on: ?anesan 8!i"ders& Conso"idated Constr!ction Consorti!m Ltd.& $RC Constr!ction P. Ltd.& Ar!nacha"am D Co.& :! ramanian D Co.& etc. Pro!er#$ De/e'o!*en#: Iain Ho!sin# D Constr!ctions Ltd.&& Cee ros Ltd.& Chaitanya& A%shaya Homes& Tr!e 9a""ey Homes +4, Pvt. Ltd.& :hrivari Constr!ctions Ltd.& :prin# 0ie"d :he"ters Pvt. Ltd.& 6ay 0"ower Enterprises Pvt. Ltd.& Roya" :he"ters& etc.

HISTORY The Company was formed in the year 1H3A in the name of The Coromande" En#ineerin# Company Limited. The name of the Company was then chan#ed to The Coromande" En#ineerin# CompanyPrivate LimitedJ on 131E311H<@. The Company was a#ain converted into a p! "ic "imited company and the name was chan#ed to The Coromande" En#ineerin# Company LimitedJ on E<11111HA< and s! se-!ent"y to Coromande" En#ineerin# Company Limited on /31E/1/EE@. They e"on# to the 6!r!#appa ?ro!p of Companies and are into the !siness of Constr!ction and Property deve"opment.The e-!ity shares of their company "isted on the 6adras :toc% E)chan#e 4n the year 1HFH Po"!tech Ltd. was ama"#amated with the Company. The share ho"ders of Po"!tech Ltd. were iss!ed the shares of o!r company in the ratio of 1.3. 0!rther in the year 1HH/& Coromande" Prodorite Private Ltd. was

ama"#amated with their Company. The share ho"ders of Coromande" Prodorite Private Ltd. were iss!ed the shares of o!r company in the ratio of <./. G!rin# the financia" year /EE@5/EEA& Coromande" Ho"din#s and 6inera"s Limited +BCH6L(,& their s! sidiary Company was mer#ed with o!r Company w.e.f. E11E31/EE@ p!rs!ant to order of Hon( "e Hi#h Co!rt of I!dicat!re at 6adras dated EH1E21/EEA Ma,or e/en#s "n #)e H"s#or$ o( #)e Co*!an$ Year E/en# 1H3A 4ncorporation of the Company 1H<H 8!i"t 13 storey& L4C 8!i"din# on Anna :a"ai& Chennai which is one of the ta""est !i"din#s in :o!th 4ndia 1HA< Converted into p! "ic "imited 1HFA5FF 9ent!red into the !siness of property deve"opment 1HFH Ama"#amation of Po"!tech Ltd. with CECL 1HFH 4ss!e of 2&F<&/H< e-!ity shares of Rs. 1E15 each for cash at par on Ri#hts Year E/en# 1HH/ Ama"#amation of Coromande" Prodorite Private Ltd. with CECL /EE@ Coromande" Ho"din#s and 6inera"s Limited +BCH6L(, was mer#ed with their Company. MAIN O89ECTS OF THE COMPANY The main o *ects of the company are as fo""ows. 1. To carry on the !sinesses of 8!i"ders and En#ineers in a"" their ranches. /. To carry on !siness as En#ineers& Civi"& :tr!ct!ra"& 6inin#& :anitary& 6echanica"& Waterwor%s& E"ectrica"& 6arine& A!tomo i"e& :a"va#e& Air5 Conditionin#& Refri#eratin#& 9enti"atin#& and other c"asses of En#ineers= Architects& Gesi#ners& P"anners = 8!i"ders and Contractors and as Cons!"tin# En#ineers. 2. To carry on the !siness of iron fo!nders& mechanica" en#ineers and man!fact!rers of a#ric!"t!ra" imp"ements and other machinery = too"ma%ers& rass5fo!nders& meta"5 wor%ers& oi"erma%ers& mi""wri#hts& machinists& iron and stee" converters& smiths&

wood5wor%ers&

!i"ders& painters& meta""!r#ists& e"ectrica" en#ineers& water s!pp"y

en#ineers& #asen#ineers& farmers& printers& carriers& and merchants and to !y& se""& man!fact!re& repair& convert& a"ter& "et on hire and dea" in machinery& imp"ements& ro""in#5stoc% and hardware of a"" %inds. 3. To !nderta%e and e)ec!te constr!ctiona" and en#ineerin# and a""ied contracts and wor%s of a"" %inds. <. To constr!ct& e)ec!te& carry o!t& e-!ip& improve& wor%& deve"op& administer& mana#e& and contro" p! "ic wor%s and conveniences of a"" %inds& which e)pression& in this 6emorand!m& inc"!des rai"ways& tramways& doc%s& har o!rs& piers& wharves& cana"s& reservoirs& em an%ments& irri#ations& rec"amation& improvement& sewa#e& draina#e& sanitary& water& #as& e"ectric "i#ht and power s!pp"y wor%s& te"ephonic and te"e#raphic wor%s& hote"s ware5ho!ses& mar%ets and p! "ic !i"din#s& and a"" other wor%s or conveniences of p! "ic !ti"ity

1.0 INDUSTRY PROFILE

Cons#ruc#"on In us#r$ Constr!ction is one of the most vita" parts of a co!ntry(s infrastr!ct!re and ind!stria" deve"opment. 4t inc"!des ho!ses& offices& hospita"s& schoo"s& townships and other !i"din#s= !r an infrastr!ct!re& hi#hways& roads& rai"ways& ports& airports= power systems= irri#ation and a#ric!"t!re systems= te"ecomm!nications etc. Constr!ction ind!stry is one of the asic drivers of socio5economic deve"opment of co!ntry. This sector #enerates emp"oyment opport!nities& and a"so he"ps other re"ated ind!stries #row with rapid pace. The emp"oyment in this sector not on"y attracts semi s%i""ed and s%i""ed peop"e !t a"so a sor !ns%i""ed wor%ers from r!ra" areas. G!e to fisca" constraints& ?overnment is increasin# emphasis on participation of private sector in

this fie"d and pro*ects are ein# carried o!t in p! "ic5private partnership as we"" as 8>T +8!i"d ; >perate ; Transfer, mechanism. A"so some pro*ects !nderta%en y ?overnment "i%e KHGP +Kationa" Hi#hway Geve"opment Pro#ramme, and P6?:L +Pradhan 6antri ?ram :ada% Lo*ana, are providin# necessary moment!m to rapid #rowth of this ind!stry. The constr!ction sector acco!nts for !pwards of @ per cent of ?GP +#ross domestic prod!ct, in any advanced economy. 4t acco!nts for a o!t F per cent of the $MNs ?GP& 1@ per cent of 4re"andNs and 11 per cent of G! aiNs. 4n 4ndia Constr!ction sector contri !tes to @ percent of ?GP and this contri !tion is #oin# !p every year. Recent"y ?overnment of 4ndia has ta%en an important decision "i era"ise norms of forei#n direct investment in the constr!ction sector. The ?overnment has permitted 1EE per cent forei#n direct investment in the constr!ction sector with the "i erty to repatriate profits after a three5year period. The minim!m pro*ect si'e for forei#n investors has a"so een red!ced from the present norms& ased on feed ac% from prospective investors. These decisions open !p immense possi i"ities& not *!st for the rea" estate and constr!ction sectors& !t a"so for the economy as a who"e. The constr!ction ind!stry has een assistin# in overa"" economic deve"opment& as its contri !tion to ?GP has #one !p from <.A per cent in 0LEE to aro!nd A.E per cent d!rin# 0LEA. 4n fact& d!rin# 0LE250LEA& the sector #rew y 1@.< per cent per ann!m. O!!or#un"#"es "n rea' es#a#e : cons#ruc#"on "n us#r$ C Rea" Estate and Constr!ction is a $:O1@EE crores +/EE@, ind!stry in 4ndia. C >ver /EE "acs new ho!sin# !nits re-!ired in < years. C There has een a rapid #rowth in the ind!stry for past few years. Hi#h demand #rowth has "ed to prices do! "in# over 2 years in many cities. C Rea" Estate share in tota" 0G4 has een increased from 1EP in /EE35E< to over /<P in /EE@5EA +estimated at over $:O<EE crores,. C 1EEP 0G4 is a""owed in rea" estate deve"opment s! *ect to minim!m sca"e norms of either. 5 /< acres in case of serviced p"ots or inte#rated townships= or. 5 <E&EEE s-. mtrs. of !i"t5!p area for constr!ction deve"opment pro*ects.

C Active participation of instit!tiona" finance in Rea" Estate Coro*an e' En&"neer"n& Co*!an$ L"*"#e 5 Rea" Estate vent!re f!nds permitted. Prominent 4ndian corporates "i%e Tata& 4C4C4 8an%& :84 and HG0C have promoted rea" estate vent!re f!nds 5 Rea" Estate 4nvestment Tr!sts +RE4Ts, e)pected to e set !p short"y 5 :evera" Private E-!ity firms have specific f!nds for Rea" Estate investments. Rea" Estate fast disp"acin# 4T14Te: as the top private e-!ity investment sector in 4ndia Gro1#) !o#en#"a' "n rea' es#a#e : cons#ruc#"on "n us#r$ C :evera" factors are e)pected to contri !te to the rapid #rowth in Rea" Estate. 5 Lar#e demand5s!pp"y #ap in afforda "e ho!sin#& with demand ein# f!e""ed y ta) incentives and a #rowin# midd"e c"ass with hi#her savin#s. 5 4ncreasin# demand for commercia" and office space especia""y from the rapid"y #rowin# Retai"& 4T1 4Te: and Hospita"ity sectors. 5 The recent"y anno!nced IKK$R6 e)pected to provide f!rther impet!s. C 4nvestment opport!nities e)ist in a"most every se#ment of the !siness. 5 Ho!sin#. A o!t /EE "acs new !nits e)pected to e !i"t in five years. 5 >ffice space for 4T14Te:. 0ive5fo"d increase in office space re-!irement over the ne)t 2 years. 5 Commercia" space for or#anised retai"in#. /EEE "acs s-. ft. y /E1E. 5 Hote"s D Hospita"ity. >ver 3E&EEE new rooms in the ne)t < years. C 4nvestment opport!nity of over $:OA<EE crores in the ne)t five years. C 6a*or forei#n instit!tiona" investors inc"!din# 6or#an :tan"ey& ?o"dman :achs& 6erri"" Lynch& A4?& 8"ac%stone and Ca"pers have invested1are investin# in 4ndian rea" estate.

4ndian Constr!ction 4nd!stry

SOME OF THE PRESTIGIOUS COMMERCIAL PRO9ECTS UNDERTA;EN 8Y COROMANDEL ENGINEERING ARE 1. Py"on & 9i*ayawada Therma" Power :tation A 3<E 6T :tee" crown #irder s!pported on 3 RCC Py"ons of < 6 Q < 6 at a hei#ht of AE 6trs. The oi"er is h!n# from the crown #irder. Each of the Py"on has fo!ndation !sin# we"" sin%in# method !pto a depth of /F 6trs e"ow #ro!nd "eve" in hard and soft soi" roc%. The Py"on was constr!cted !sin# :"ip 0orm Techni-!e and a"" fo!r Py"on were s"ipped sim!"taneo!s"y. At one stro%e the 3<E 6T fa ricated stee" was "ifted to the hei#ht of AE 6trs witho!t crane and !sin# hydra!"ic *ac%s and pre5 stressed wires.

/. 0ore ay and Circ!"atory P!mp Ho!se :ystem& T!ticorin Therma" Power :tation

>n the seashore& doin# e)cavation !pto +5, H 6 from the #ro!nd "eve" and ma%in# 133 nos. roc% anchors of 1EE 6T each to s!pport the ase s"a at +5, H 6trs y dri""in# ho"es !pto +5, 21 6trs !sin# We"" Point Water :ystem for Ge5waterin# to constr!ct 0ore ay D P!mp Ho!se to rin# in raw water from sea to p!mp ho!se. 2. RCC T9 Tower& :himo#a Erection of 1<E 6tr hi#h tower with 1E@ 6trs RCC tapered str!ct!re !i"t !sin# :"ip 0orm Techni-!e 33 6trs a ove RCC ; ?a"vanised str!ct!ra" stee" tower. 3. 8"endin# :i"o& 4ndia Cements Ltd.& Tir!ne"ve"i Two "ar#e pre5stressed RCC si"os of /F 6tr. Gia and 2/ 6trs hei#ht and // 6trs dia with a hei#ht of HE6trs. !sin# :"ip 0orm 6ethod.

<. Coa" :tora#e 8!i"din#& 4ndia Cements Ltd.& Tir!ne"ve"i FF 6trs. Gia stee" cover witho!t any intermediate s!pport. @. 0ord 4ndia 8!i"din#& Chennai 0irst PE68: +Pre 5En#ineered 6eta" 8!i"din# :ystem, !i"din# in 4ndia !sin# !t"er system. :pread across 1E&EEE :-.6tr.

1.2 O89ECTI5ES OF STUDY

The o *ectives of st!dy are as fo""ows.

To st!dy the %now"ed#e& s%i""& ta"ent& attit!de of the emp"oyee. To st!dy the feasi i"ity to imp"ement the competency mappin#.

STATEMENT OF THE PRO8LEM

Hence& the present st!dy is framed to chec% the feasi i"ity to imp"ement the competency mappin#. 4t a"so emphasi'es on identifyin# the si#nificant meas!res to increase the potentia" emp"oyee.

1.3 SCOPE OF THE STUDY

Sco!e #o #)e co*!an$

This is the e)c"!sive st!dy to chec% the feasi i"ity to imp"ement the competency mappin# in C>R>6AKGEL EK?4KEER4K?.

The need for the pro*ect is.

To create awareness of the competency mappin# to the emp"oyees. To improve the competency of the companies. To find and retain the potentia" emp"oyees.

Sco!e #o researc)er:

The researcher ac-!ires more information a o!t the competency mappin# which can e !sed as core in every department of the company.

1.< L"*"#a#"on o( s#u $

The fo""owin# are the vario!s "imitation of the st!dy

:ince the st!dy is cond!cted in a partic!"ar company& the res!"ts of this st!dy

cannot e #enera"i'ed to other companies seniors or ind!stries. :ome emp"oyees are not interested in disc"osin# their tr!e s%i""s1-!a"ifications&

so there is a chance of #ettin# some fa"se information(s. The st!dy tota""y depends !pon the information provided y the respondents&

s! *ective ias is not e"iminated. G!e to "ac% in time& samp"e si'e is very sma"" and in depth ana"ysis is not done.

CHAPTER /
LITERATURE RE5IEW

..1 L"#era#ure re/"e1

In#ro uc#"on #o Co*!e#enc$ *a!!"n& Competency mappin# is important and is an essentia" e)ercise. Every we"" mana#ed firm sho!"d have we"" defined ro"es and "ist of competencies re-!ired to perform each ro"e effective"y. :!ch "ist sho!"d e !sed for recr!itment& performance mana#ement& promotions& p"acements and trainin# needs identification.

Co*!e#enc$ =e6!'ana#"ons an

e("n"#"ons

Competency is the vita" behavioral skills, knowledge and personal attributes that are trans"ations of or#ani'ationa" capa i"ities and are deemed essentia" for s!ccess. They distin#!ish e)emp"ary performers from ade-!ate performers. 4n that re#ard& competencies offer a hi#h"y descriptive means of disc!ssin# *o performance. They #o eyond traditiona" *o descriptions eca!se they foc!s on how emp"oyees perform their *o s& not simp"y on what they do. Whi"e *o descriptions detai" specific tas%s& competencies encompass the tan#i "e and intan#i "e a i"ities emp"oyees possess. 0or instance& a necessary competency for a mar%etin# professiona" mi#ht e the a i"ity to perform detai"ed mar%et ana"ysis whi"e another competency mi#ht e "eadership -!a"ities& as evidenced thro!#h the a i"ity to !i"d consens!s.

Co*!onen#s o( Co*!e#enc$ There are fo!r ma*or components of competency.

1. S%"''. capa i"ities ac-!ired thro!#h practice. 4t can e a financia" s%i"" s!ch as !d#etin#& or a ver a" s%i"" s!ch as ma%in# a presentation. /. ;no1'e &e. !nderstandin# ac-!ired thro!#h "earnin#. This refers to a ody of information re"evant to *o performance. 4t is what peop"e have to %now to e a "e to perform a *o & s!ch as %now"ed#e of po"icies and proced!res for a recr!itment process. 2. Persona' a##r"-u#es. inherent characteristics which are ro!#ht to the *o & representin# the essentia" fo!ndation !pon which %now"ed#e and s%i"" can e deve"oped. 3. 8e)a/"or. The o serva "e demonstration of some competency& s%i""& %now"ed#e and persona" attri !tes. 4t is an essentia""y definitive e)pression of a competency in that it is a set of action that& pres!ma "y& can e o served& ta!#ht& "earned& and meas!red.

UNIDO +/EE/, 5 A Competency is a set of s%i""s& re"ated %now"ed#e and attri !tes that a""ow an individ!a" to s!ccessf!""y perform a tas% or an activity within a specific f!nction or *o . A" anese +1HFH) 5 Competencies are persona" characteristics that contri !te to effective mana#eria" performance.

G! ois +1HH2,& 5 A "eadin# e)pert in the app"ied competency fie"d& defines competence as Jthe emp"oyeeNs capacity to meet +or e)ceed, a *o Ns re-!irements y prod!cin# the *o o!tp!ts at an e)pected "eve" of -!a"ity within the constraints of the or#ani'ationNs interna" and e)terna" environments

T)e Conce!# o( Co*!e#enc$: T)e Wor% o( Da/" McC'e''an .

The movement was ori#ina""y prope""ed y dissatisfaction amon# researchers a o!t the va"!e of persona"ity traits tests in predictin# *o performance. 0or instance& ?hise""i +1H@@, and 6ische" +1H@F, fo!nd that testa "e persona"ity traits have "itt"e corre"ations with *o conse-!ent"y research on these varia "es was of -!estiona "e va"!e. :im!"taneo!s"y& an increasin# n!m er of st!dies were p! "ished which showed that traditiona" academic aptit!de and %now"ed#e content test& as we"" as schoo" #rades and credentia"s did not predict *o performance= and were often iased a#ainst women and persons from "ower socioeconomic strata. These findin#s "ed 6cC"e""and +1HA2, to cond!ct research in order to identify competency varia "es which did predict *o iased y se) or socioeconomic factors. T)e *os# "*!or#an# o( #)ese !r"nc"!'es 1ere: $se of criterion sample. compare peop"e who are c"ear"y s!ccessf!" in *o s with "ess s!ccessf!" persons to identify those characteristics with s!ccess 4dentification of operant thoughts (knowledge) and behaviors ca!sa""y re"ated to these s!ccessf!" o!tcomes. That is& competency meas!res sho!"d invo"ve open5 ended sit!ations in which individ!a" has to #enerate ehavior. performance and which were not performance& and

Co*!e#enc$ Co*!onen#s

Co*!e#enc"es: Pos"#"on a ne1 !ro uc# In#ro uc#"on so #)a# "# "s C'ear'$ "((eren#"a#e "n T)e *ar%e#

Co*!e#enc$: uses an un ers#an "n& o( *ar%e# !r"c"n& $na*"cs #o e/e'o! !r"c"n& *o e's

;no1'e &e: Un ers#an *ar%e# !r"c"n& $na*"cs

Skills

Knowledge

Competencies

S%"'': Se# u! ne1 Pro uc# In#ro uc#"on Pro,ec#

Personal Motives

Co*!e#enc$: Mee#s a'' co**"#*en#s In a #"*e'$ *anner

Persona' Mo#"/es: Ac)"e/e*en# = 1an#s #o o an e6ce''en# ,o-

Co*!e#enc$ causa' ('o1 *o e'.

Persona' A##r"-u#es>Mo#"/es ;no1'e &e S%"''s

Competency

O-ser/a-'e 8e)a/"ors

9o- PERFORMANCE

T)e s#e!s "n/o'/e "n co*!e#enc$ *a!!"n& Professor 6. Gi"eep %!mar & sym iosis & p!ne.

1, Cond!ct a *o ana"ysis y as%in# inc!m ents to comp"ete a position information -!estionnaire +P4R,. This can e provided for inc!m ents to comp"ete& or yo! can cond!ct one5on5one interviews !sin# the P4R as a #!ide. The primary #oa" is to #ather from inc!m ents what they fee" are the %ey ehaviors necessary to perform their respective *o s. /, $sin# the res!"ts of the *o ana"ysis& yo! are ready to deve"op a competency ased *o description. A samp"e of a competency ased *o description #enerated from the P4R may e ana"y'ed. This can e deve"oped after caref!""y ana"y'in# the inp!t from the represented #ro!p of inc!m ents and convertin# it to standard competencies. 2, With a competency ased *o description& yo! are on yo!r way to e#in mappin# the competencies thro!#ho!t yo!r h!man reso!rces processes. The competencies of the respective *o description ecome yo!r factors for assessment on the performance eva"!ation. $sin# competencies wi"" he"p #!ide yo! to perform more o *ective eva"!ations ased on disp"ayed or not disp"ayed ehaviors. 3, Ta%in# the competency mappin# one step f!rther& yo! can !se the res!"ts of yo!r eva"!ation to identify in what competencies individ!a"s need additiona" deve"opment or trainin#. This wi"" he"p yo! foc!s yo!r trainin# needs on the #oa"s of the position and company and he"p yo!r emp"oyees deve"op toward the !"timate s!ccess of the or#ani'ation

Co*!e#enc$ Ma!!"n& a# ?ensar : L:T In(o#ec)

Sensar has a ehaviora" competency mode" which is ased on vario!s *o ro"es in the or#ani'ation. The fo""owin# is the process of imp"ementation of competency mappin#. Havin# defined the vario!s *o ro"es& a foc!sed st!dy was initiated where *o ro"e ho"ders were interviewed on the critica" incident method and the data of s!ccess5 critica" factors co""ated. The *o ro"es and de"ivera "es were fina"i'ed on the asis of the competencies derived from the data. This data was f!rther ana"y'ed& and on the asis of this competencies that had an impact on the *o ro"es and de"ivera "es were fina"i'ed. After identifyin# the competencies& a *o ana"ysis e)ercise was carried o!t where the importance "eve" of every competency was ascertained competency mode". LDT 4nfotech a PC66 Leve" < company has a s!ccessf!" competency ased HR system. Recr!itment& trainin#& *o rotation& s!ccession p"annin# and promotions a"" are defined y competency mappin#. Kear"y a"" o!r HR interventions are "in%ed to competency. Competencies are enhanced thro!#h trainin# and *o rotation. He adds that a"" peop"e who have #one thro!#h *o rotation !nder#o a transformation and #et a roader perspective of the company. 0or instance a person "ac%in# in ne#otiation s%i""s mi#ht e p!t in the sa"es or p!rchase department for a year to hone his s%i""s in the area efore free'in# the

CHAPTER 2
RESEARCH METHODOLOGY

0.1 Researc) *e#)o o'o&$

The methodo"o#y of the st!dy e)p"ains the systematic way of findin# answers to the pre determined o *ectives. 6oreover this provides the c"ear path to accomp"Fish and achFieve the desired res!"ts. The fo""owin# are the sta#es thro!#h research have to pass for co""ectin# ana"y'in# and interpretin# the vario!s information. Researc) es"&n 4n this st!dy the researcher has adopted a descriptive research method. Gescriptive researches are those st!dies which are concerned with descri in# the characteristics of a partic!"ar individ!a"& or of a #ro!p. Researc) #oo' Two -!estionnaire are !sed as a research too" for this st!dy.the -!estionnaire are chosen as it provides a more comprehensive view than any other research too". The res!"ts are ana"y'ed !sin# :P::. A standardi'ed mode" is prepared ased on the opinions of the e)ec!tives and this standardi'ed mode" is compared with the opinions of emp"oyees to determine the #ap. Des"&n o( +ues#"onna"re Two -!estionnaire were desi#ned >ne 5 To st!dy the feasi i"ity to imp"ement the competency mappin# Two ; To st!dy the %now"ed#e& s%i""& ta"ent& attit!de of the emp"oyee R!estionnaire was framed in s!ch a way to #ather information& which favors the o *ective. The -!estion inc"!ded where of ratin# -!estions

7ues#"onna"re )as (our sec#"ons "n "# R!estion re"ated to persona" detai"s of the emp"oyee.

R!estions re"ated to %now"ed#e a o!t their *o . R!estion re"ated to *o competencies. R!estion re"ated to ehavior competencies. Sa*!'e es"&n 4t is a definite method for o tainin# a samp"e from a #iven pop!"ation. 4t is a techni-!e the researcher !s!a""y adopts in se"ectin# items for the samp"e. Sa*!'"n& #ec)n"+ue The researcher has adopted a Lottery method to so"icit the opinions from the respondents. Here the respondents are #iven e-!a" chance of #ettin# se"ected. 4t is a pro a i"ity samp"in# method. Sa*!'e s"4e As there is time constraint& the n!m er of samp"es chosen is <E emp"oyees.

S#a#"s#"ca' #oo' Corre'a#"ons The *oint variation of two or more varia "es for determinin# the amo!nt of corre"ation etween two or more varia "es. One 1a$ ANO5A AK>9A sp"it in consistin# the variance for ana"ytica" p!rpose. 4f we ta%e one factor and investi#ate the difference amon#st its vario!s cate#ories havin# n!mero!s possi "e va"!es.

Fre+uenc$ ana'$s"s

This ana"ysis he"ps !s to show the fre-!ency of distri !tion of vario!s items and the va"id percenta#e of distri !tion.

C)"@S+uare Tes# Chi5s-!are T +>5E,1 +E/, Where > and E denote the o served and e)pected fre-!encies& respective"y. 4nspection of this definition shows that Chi :-!are is a descriptive meas!re of the ma#nit!de of the discrepancies etween the o served and e)pected fre-!encies. The "ar#er these discrepancies the "ar#er Chi :-!are wi"" tend to e. 4f no discrepancies e)ist and o servation and e)pected fre-!encies are the same Chi :-!are wi"" e Sero. 4n this st!dy& Chi5:-!are ana"ysis was !sed to test the re"ationship etween demo#raphic factors and variation in recr!itin# the staff for different departments. Percen#a&e Ana'$s"s: This is the ear"iest and est method to ana"y'e the #iven data. The percenta#e wise distri !tion of the data #ives an idea of which factor is more or which is "ess. Percenta#e ana"ysis T +Ko. of Respondents1 :amp"e si'e, U<E 4n this st!dy& percenta#e ana"ysis was !sed for many -!estions in the -!estionnaire to ana"y'e the effectiveness of competency mappin# in Coromande" Company.

CHAPTER 3
DATA ANALYSIS AND INTERPRETATION

Ta-'e 2.1 A&e o( #)e res!on en#

age Frequency Valid 22-30 30-40 40-50 Total 26 22 2 50 Percent 52.0 44.0 4.0 100.0

Gra!) 2.1

In(erence: The a ove percenta#e ana"ysis ma%es it c"ear that 6a*ority of the respondent fa"" etween the a#e #ro!p //53E.

Ta-'e 2.. Wor% e6!er"ence

work experience Frequency Valid 1-2yrs 2-$yrs %$yrs (otal 1 1# 2& '# Percent 2!"# 2#"# '2"# 1##"#

Gra!) 2..

In(erence: The a ove percenta#e ana"ysis ma%es it c"ear that </P of respondents are with more than 2yrs e)perience. 3FP are with "ess than 2yrs of e)perience.

Ta-'e 2.0 Des"&na#"on o( res!on en#

de ignation Frequency Valid Finance )* Marketing (otal 1 2+ , '# Percent 2!"# '!"# 1 "# 1##"#

Gra!) 2.0

In(erence: The a ove percenta#e ana"ysis ma%es it c"ear that <FP are from HR department /FP are from 0inance department 13P are from mar%etin# department

Ta-'e 2.2 E*!'o$eeAs %no1'e &e 1"'' -e en)ance

!"ployee knowledge will #e en$anced Frequency Valid S. (otal 1! 2$ + '# Percent $&"# &"# 1!"# 1##"#

Gra!) 2.2

In(erence: The a ove percenta#e ana"ysis ma%es it c"ear that F/P of respondents a#ree to it that if competency mappin# is imp"emented their %now"ed#e wi"" e enhanced. 1FP of respondents neither a#ree nor disa#ree that if competency mappin# is imp"emented their %now"ed#e wi"" e enhanced.

Ta-'e 2.3 E*!'o$eeAs s%"''s 1"'' -e s)ar!ene

!"ployee kill will #e $arpened Frequency Valid S. (otal 1, 2 + '# Percent $ "# !"# 1!"# 1##"#

Gra!) 2.3

In(erence: The a ove percenta#e ana"ysis ma%es it c"ear that F/P a#ree that if competency mappin# is imp"emented their s%i""s wi"" e sharpened. 1FP neither a#ree nor disa#ree that if competency mappin# is imp"emented their s%i""s wi"" e sharpened.

Ta-'e 2.< Co*!e#"#"/e a /an#a&e 1"#) "n #)e #ea* o( #)e e*!'o$ees
%o"petiti&e ad&antage wit$ in t$e tea" o' t$e e"ployee Frequency Valid S. / S/ (otal 1# 1$ 1! ! 1 '# Percent 2#"# 2&"# $&"# 1&"# 2"# 1##"#

Gra!) 2.<

In(erence: The a ove percenta#e ana"ysis ma%es it c"ear that 3@P of respondents a#ree that if competency mappin# is imp"emented the Competitive advanta#e with in the team of the emp"oyees wi"" increase 2@P of respondents neither a#ree nor disa#ree to the statement. 1FP of the respondents comp"ete"y disa#ree with the statement.

Ta-'e 2.B I# )e'!s "n *ee#"n& #ar&e# o( #)e e*!'o$ees

(t $elp in "eeting target o' t$e e"ployee Frequency Valid S. / S/ (otal , 2! 11 $ 1 '# Percent 1 "# '&"# 22"# &"# 2"# 1##"#

Gra!) 2.B

In(erence: The a ove percenta#e ana"ysis ma%es it c"ear that AEP of the respondents a#ree to that if competency mappin# is imp"emented it wi"" he"p them meetin# the tar#ets. //P of the respondents neither a#ree nor disa#ree to the statement. EFP of the respondents comp"ete"y disa#ree with the statement.

Ta-'e 2.C I# can "ncrease e*!'o$eeAs a*oun# o( "n"#"a#"/e an se'( re'"ance #o1ar s 1or%

(t can increa e e"ployee a"ount o' initiati&e and el' reliance toward work Frequency Valid S. / (otal 1' 1! + ! '# Percent $#"# $&"# 1!"# 1&"# 1##"#

Gra!) 2.C

In(erence: The that @@P a#ree of respondents to it that if competency mappin# is imp"emented it wi"" increase their amo!nt of initiative and se"f re"iance towards wor%. 1FP of the respondents neither a#ree nor disa#ree to the statement. 1@P of the respondents do not a#ree to the statement. the a ove percenta#e ma%es it c"ear

ana"ysis

)$en a pro*ect co"e to "e a" co"pletely aware o' "y role Frequency Valid S. / (otal $' 1# 1 '# Percent !"# ,#"# 2#"# 2"# 1##"#

Ta-'e 2.D W)en a !ro,ec# co*es #o *e a* co*!'e#e'$ a1are o( *$ ro'e

Gra!) 2.D

In(erence: The a ove percenta#e ana"ysis ma%es it c"ear that AFP of the respondents a#ree to it that when a pro*ect comes to them they are comp"ete"y aware of their ro"e. /EP of the respondents neither a#ree nor disa#ree to the statement. E/P of the respondents do not a#ree to the statement.

Ta-'e 2.1E Accor "n& #o *$ ro'e *$ co*!e#enc"es are c'ear #o *e

+ccording to "y role "y co"petencie are clear to "e Frequency Valid S. / (otal , 2! 1# ' '# Percent 1 "# '&"# 2#"# 1#"# 1##"#

Gra!) 2.1E

In(erence: The a ove percenta#e ana"ysis ma%es it c"ear that AEP of the respondents a#ree to it that accordin# to their ro"e their competencies are c"ear to them. /EP of the respondents neither a#ree nor disa#ree to the statement. 1EP of the respondents do not a#ree to the statement.

Ta-'e 2.11 M$ ,o- *a%es -es# use o( *$ a-"'"#"es

,y *o# "ake #e t u e o' "y a#ilitie Frequency Valid S. / (otal '# & 2 1& Percent 12"# !"# $2"# !"# 1##"#

Gra!) 2.11

In(erence: The a ove percenta#e ana"ysis ma%es it c"ear that @EP of the respondents a#ree that their *o ma%es est !se of their a i"ities. 2/P of the respondents neither a#ree nor disa#ree to the statement. EFP of the respondents do not a#ree with the statement.

Ta-'e 2.1. I a* co*!'e#e'$ a1are o( *$ ro'e "n or&an"4a#"on

( a" co"pletely aware o' "y role in organi-ation Frequency Valid S. / (otal + 2! ! ' '# Percent 1!"# '&"# 1&"# 1#"# 1##"#

Gra!) 2.1.

In(erence: The a ove percenta#e ana"ysis ma%es it c"ear that A3P of the respondents a#ree to the statement that they are comp"ete"y aware of their ro"e in the or#ani'ation. 1@P of the respondent neither a#ree nor disa#ree to the statement. 1EP of the respondents do not a#ree to the statement.

Ta-'e 2.10 ( a" a#le to apply t$e concept learned #y "e

( a" a#le to apply t$e concept learned #y "e Frequency Valid S. / (otal & $$ ! $ '# Percent 12"# &&"# 1&"# &"# 1##"#

Gra!) 2.10

In(erence: The a ove percenta#e ana"ysis ma%es it c"ear that AFP of respondents a#ree to the statement that they are a "e to app"y the concepts "earned y them. 1@P of the respondents neither a#ree nor disa#ree with the statement. E@P of the respondents do not a#ree with the statement.

Ta-'e 2.12 (ndi&idual work rat$er t$an tea" work "atter "e allot
(ndi&idual work rat$er t$an tea" work "atter "e allot Frequency Valid S. / S/ (otal 11 21 ! , $ '# Percent 22"# 2"# 1&"# 1 "# &"# 1##"#

Gra!) 2.12

In(erence: The a ove percenta#e ana"ysis ma%es it c"ear that @3P of respondents a#ree to the statement that 4ndivid!a" wor% rather than team wor% matters them a""ot 1@P of the respondents neither a#ree nor disa#ree with the statement. /EP of the respondents do not a#ree with the statement.

CROSS TA8S
4.15 Assoc"a#"on -e#1een . "n"#"a#"/e -$ or&an"4a#"on #o1ar s !ersona' e/e'o!*en# an Po'"c"es : !rac#"ces *a#c) eac) o#)er HE: H1: There is no association etween persona" deve"opment and Po"icies D practices There is association etween persona" deve"opment and Po"icies D practices

Ta-'e 2.13 4n past @ months some one has ta"%ed to yo! a o!t yo!r persona" deve"opment and Po"icies and practices match each other

%$i-/quare Te t -symp" Sig" 12Value Pearson C3i-Square 1,"$'#a d0 + sided2 "#

INFERENCE: The Chi5s-!are ana"ysis shows a "ow si#nificance va"!e +typica""y e"ow E.E<, indicates that the Nu'' H$!o#)es"s "s re,ec#e which means there is association etween persona" deve"opment and Po"icies D practices.

2.1< Assoc"a#"on -e#1een a1areness o( or&an"4a#"on &oa' an a1areness o( ro'e #o -e !er(or*e "n !ro,ec# HE: H1: There is no association etween awareness of or#ani'ation #oa" and awareness of ro"e to e performed in pro*ect There is association etween awareness of or#ani'ation #oa" and awareness of ro"e to e performed in pro*ect

2.1<

A* co*!'e#e'$ a1are o( *$ or&an"4a#"on &oa' an W)en a !ro,ec# co*es #o *e a* co*!'e#e'$ a1are o( *$ ro'e

%$i-/quare Te t -symp" Sig" 12Value Pearson C3i-Square 1!"&2

a

d0 &

sided2 "##'

INFERENCE: The Chi5s-!are ana"ysis shows a "ow si#nificance va"!e +typica""y e"ow E.E<, indicates that the Nu'' H$!o#)es"s "s re,ec#e pro*ect. which means there is association etween awareness of or#ani'ation #oa" and awareness of ro"e to e performed in

2.1B Assoc"a#"on -e#1een co*!e#enc$ *a!!"n& )e'!s *o' "n& !ersona'"#$ o( #)e e*!'o$ees an "n"#"a#"/e -$ or&an"4a#"on #o1ar s !ersona' e/e'o!*en#

HE:

There is no association deve"opment

etween competency mappin# he"ps mo"din#

persona"ity of the emp"oyees and initiative y or#ani'ation towards persona" H1: There is association etween competency mappin# he"ps mo"din# persona"ity of the emp"oyees and initiative y or#ani'ation towards persona" deve"opment 2.1B I# )e'!s "n *o' "n& !ersona'"#$ o( #)e e*!'o$ees an In !as# < *on#)s so*e one )as #a'%e #o $ou a-ou# $our !ersona' e/e'o!*en#

%$i-/quare Te t -symp" Sig" 12Value Pearson C3i-Square 21"'$2a d0 12 sided2 "# $

INFERENCE: The Chi5s-!are ana"ysis shows a "ow si#nificance va"!e +typica""y indicates that the Nu'' H$!o#)es"s "s re,ec#e . etween mo"din# persona"ity of the emp"oyees and persona" deve"opment e"ow E.E<,

which means there is association

ANNO5A

2.1C. Re'a#"ons)"! -e#1een #)e a1areness a-ou# #)e !ro,ec# an #enure "n #)e or&an"4a#"on HE: There is no si#nificant re"ationship etween the awareness a o!t the pro*ect and ten!re in the or#ani'ation H1: There is si#nificant re"ationship etween the awareness a o!t the pro*ect and ten!re in the or#ani'ation 2.1C T)e a1areness a-ou# #)e !ro,ec# an #enure "n #)e or&an"4a#"on Cr"#er"a Ten!re in the or#ani'ation and awareness a o!t the pro*ect F /.F1E S"&. .E<E

INFERENCE: 4t is c"ear that the si#nificance va"!e is e"ow E.E< th!s the n!"" hypothesis is re*ected it means that there is a si#nificant re"ationship etween the awareness a o!t the pro*ect and ten!re in the or#ani'ation

2.1D. Re'a#"ons)"! -e#1een #)e a&e o( #)e e*!'o$ees an !er(or*ance

c)an&e "n #)e"r

HE: There is no si#nificant re"ationship etween the a#e of the emp"oyees and chan#e in their performance. H1: There is si#nificant re"ationship etween the a#e of the emp"oyees and chan#e in their performance. 2.1D T)e a&e o( #)e e*!'o$ees an c)an&e "n #)e"r !er(or*ance Cr"#er"a Chan#e in emp"oyees performance F
"12'

S"&.
"##&

INFERENCE: 4t is c"ear that the si#nificance va"!e is e"ow E.E< th!s the n!"" hypothesis is re*ected it means that there is a si#nificant re"ationship emp"oyees and chan#e in their performance. etween the a#e of the

2..E. Re'a#"ons)"! -e#1een #)e &en er o( #)e res!on en# an #)e o!"n"on #)a# a!!ra"sa' s)ou' -e -ase on #e* 1or% HE: There is no si#nificant re"ationship etween the #ender of the respondent and the opinion that appraisa" sho!"d e ased on tem wor%. H1: There is si#nificant re"ationship etween the #ender of the respondent and the opinion that appraisa" sho!"d e ased on tem wor%. 2..E T)e &en er o( #)e res!on en# an #)e o!"n"on #)a# a!!ra"sa' s)ou' -e -ase on #e* 1or% Cr"#er"a Appraisa" sho!"d e ased on team wor% F
2"12!

S"&.
"#2$

INFERENCE: 4t is c"ear that the si#nificance va"!e is e"ow E.E< th!s the n!"" hypothesis is re*ected it means that there is a si#nificant re"ationship etween the #ender of the respondent and the opinion that appraisa" sho!"d e ased on tem wor%.

CORRELATION 2..1. Re'a#"ons)"! -e#1een #)e es"&na#"on o( #)e res!on en#s an co*!'e#e'$ a1are o( #)e or&an"4a#"ona' ro'e. Corre"ation& +often meas!red as a corre"ation coefficient,& indicates the stren#th and direction of a "inear re"ationship etween two random varia "es.

Co*!'e#e'$ Des"&na#"on a1are o( #)e o( #)e or&an"4a#"on res!on en#s a' ro'e Des"&na#"on o( #)e res!on en#s Pearson Corre"ation :i#. +/5tai"ed, K Co*!'e#e'$ a1are o( Pearson #)e or&an"4a#"ona' ro'e Corre"ation :i#. +/5tai"ed, K 1EE.EEE ./@HU .E2H 1EE 1EE.EEE 1.EEE ./@HU .E2H 1EE 1.EEE

INFERENCE: Corre"ation e)ists& as the si#nificance "eve" is E.E2H& !t the stren#th of the association etween the varia "es is wea% +E./@H,. Therefore there is a wea% association etween the desi#nation of the respondents and comp"ete"y aware of the or#ani'ationa" ro"e.

2.... Re'a#"ons)"! -e#1een #)e #ra"n"n& !ro&ra*s are con uc#e re&u'ar'$ an #)e e*!'o$eesA s%"'' 1"'' -e s)ar!ene Corre"ation& +often meas!red as a corre"ation coefficient,& indicates the stren#th and direction of a "inear re"ationship etween two random varia "es.

Tra"n"n& !ro&ra*s are con uc#e re&u'ar'$ Tra"n"n& !ro&ra*s are con uc#e re&u'ar'$ Pearson Corre"ation :i#. +/5tai"ed, K E*!'o$ees s%"''s 1"'' Pearson -e s)ar!ene Corre"ation :i#. +/5tai"ed, K INFERENCE: 1EE.EEE .FHFU .E1H 1EE 1.EEE

E*!'o$ees s%"''s 1"'' -e s)ar!ene .FHFU .E1H 1EE 1.EEE

1EE.EEE

Corre"ation e)ists& as the si#nificance "eve" is E.E1H& !t the stren#th of the association etween the varia "es is wea% +E.FHF,. Therefore there is a stron# association etween the trainin# pro#rams are cond!cted re#!"ar"y and the emp"oyees( s%i"" wi"" e sharpened.

INDEPENDENT T @ TEST

2..0 HE: There is no si#nificant difference in the perception of #ender ased respondents a o!t the competency mappin# for their career deve"opment H1: There is si#nificant difference in the perception of #ender ased respondents a o!t the competency mappin# for their career deve"opment.

4ndependent t 5 test

I# !a$ 1a$ (or #)e career e/e'o!*en# o( e*!'o$ees E-!a" variances ass!med

# 5/.2@F

( 3F

S"&. F.@#a"'e G .E//

INFERENCE: 4t is c"ear that the si#nificance va"!e is e"ow E.E< th!s the n!"" hypothesis is re*ected it means that there is a si#nificant difference in the perception of #ender ased respondents a o!t the competency mappin# for their career deve"opment.

2..2 HE: There is no si#nificant difference in #ender on the emp"oyees( perception that competency mappin# insti""s chan#es in emp"oyees( performance. H1: There is si#nificant difference in #ender on the emp"oyees( perception that competency mappin# insti""s chan#es in emp"oyees( performance.

4ndependent t ; test

Ins#"''s c)an&es "n e*!'o$eesA !er(or*ance E-!a" variances ass!med

# 5/.@1E

( 3F

S"&. F.@#a"'e G .E1/

INFERENCE: 4t is c"ear that the si#nificance va"!e is e"ow E.E< th!s the n!"" hypothesis is re*ected it means that there is a si#nificant difference in #ender on the emp"oyees( perception that competency mappin# insti""s chan#es in emp"oyees( performance.

2..3 HE: There is no si#nificant difference in wor% ten!re on the emp"oyees( perception that the *o ma%es !se of est of the a i"ities. H1: There is si#nificant difference in wor% ten!re on the emp"oyees( perception that the *o ma%es !se of est of the a i"ities.

4ndependent t 5 test

8es# use o( e*!'o$ees a-"'"#"es E-!a" variances ass!med

# 5/.FHF

( 23

S"&. F.@#a"'e G .EEA

INFERENCE: 4t is c"ear that the si#nificance va"!e is e"ow E.E< th!s the n!"" hypothesis is re*ected it means that there is a si#nificant difference in wor% ten!re on the emp"oyees( perception that the *o ma%es !se of est of the a i"ities.

CHAPTER <
FINDINGSH SUGGESSTION : CONCLUSION

FINDINGS OF THE STUDY

6a*ority of the respondent i.e. </P are with more than 2 years of e)perience. where as 3FP of respondent are "ess than 2 years of e)perience A hi#h percenta#e of emp"oyees i.e. F/P fee" that if competency mappin# is imp"emented their %now"ed#e wi"" e enhanced= where as 1FP of emp"oyees neither a#ree nor disa#ree to it. A hi#h percenta#e of emp"oyees i.e. F/P fee" that if competency mappin# is imp"emented their s%i""s wi"" e sharpened& where as 1FP of emp"oyee neither a#ree nor disa#ree to it. A 3@P of emp"oyees a#ree to it that if competency mappin# is imp"emented the competitive advanta#e with in the team wi"" increase& where as 2@P neither a#ree nor disa#ree to it and 1FP of respondent comp"ete"y disa#ree to it. This shows ma*ority of the emp"oyees are ready for imp"ementation of competency mappin#. a hi#h percenta#e of emp"oyees i.e. AEP a#ree to it that if competency mappin# is imp"emented it wi"" he"p them in meetin# tar#ets& where as //P neither a#ree nor disa#ree with it and FP very minima" percent of emp"oyee disa#ree with it. A @@P of emp"oyees a#ree to it that if competency mappin# is imp"emented it wi"" increase the initiative ness towards the wor%& where as 1FP neither a#ree nor disa#ree with it and 1@P of the emp"oyee comp"ete"y disa#ree with it. There is an association etween initiative y or#ani'ation towards persona" deve"opment of emp"oyee and po"ices D practices fo""owed y them which means if competency mappin# is imp"emented as a po"icy of the company it wi"" "ead to the deve"opment of the emp"oyee.

There is a stron# re"ationship etween awareness of or#ani'ations #oa" and awareness of ro"e to e performed y an emp"oyee& which means competency mappin# can ma%e the ro"e p"ayed y an emp"oyee m!ch c"ear and crisper.

There is an stron# association etween mo"din# persona"ity of an emp"oyee and persona" deve"opment& which means competency mappin# can identify the traits in emp"oyee n deve"op its persona"ity which wi"" "ead to personne" deve"opment

As the ten!re of the emp"oyee increases he ecomes more aware towards the ro"e to e p"ayed y him in a pro*ect.

As the a#e increases there is chan#e in an performance There is difference in opinion etween #enders wheatear the appraisa" sho!"d e ased on team wor% or not

There is not m!ch re"ation

etween the desi#nation of the emp"oyee and

awareness re#ardin# the or#ani'ationa" ro"e. Re#!"ar trainin# pro#rams wi"" sharpen the s%i""s of emp"oyee >pinion re#ardin# imp"ementin# the competency mappin# differs from ma"e to fema"e. There is an difference in opinion etween ma"e to fema"e that competency mappin# effects the individ!a"s performance AFP of the respondents are aware of their ro"e to e p"ayed in the pro*ect& where as /EP neither a#ree nor disa#ree with it and on"y /P of the respondent do not a#ree to it.

AEP of the emp"oyees are c"ear with their competencies& where as 2EP of emp"oyee are not aware of it.

@EP of the emp"oyee a#rees that their *o ma%es est !se of their a i"ities& where as 2/P of the emp"oyee neither a#ree nor disa#ree to it and FP of the emp"oyee fee" that their a i"ities are not !sed.

A3P of emp"oyees are aware of their or#ani'ationa" #oa"s and /@P of the emp"oyees are not aware of their or#ani'ationa" #oa"s.

AFP of the emp"oyees a#ree that they are a "e to app"y the concepts "earned y them where as& //P of respondent are not a "e to app"y the concepts "earned y them.

@3P of the emp"oyees fee" that individ!a" wor% matters them a""ot where as& 2@P of emp"oyee say that team wor% matters them a""ot.

SUGESSTIONS
+1, HR person sho!"d !se the competency assessin# to find o!t the emp"oyee present competency and the f!t!re trainin# needs. :o& that proper trainin# at ri#ht time can e #iven to emp"oyee to %eep them !pdated. +/, Even if there is no competency #ap whi"e mappin#& the >r#ani'ation has to invest to improve emp"oyee competency contin!o!s"y. +2, HR can fo""ow the competency appraisa" system to provide fre-!ent incentives to emp"oyees who perform we"". This he"ps to motivate the emp"oyees. +3, 6ore Trainin# pro#rams have to type of trainin# wi"" prove to e va"!a "e. +<, >r#ani'ation can fo""ow this competency the ri#ht %ind of person for the *o . +@, 6ana#er can chec% the competency of emp"oyee and provide the most competent peop"e an opport!nity to #row. +A, HR and Gepartment heads to #ether sho!"d define ro"es and "ist of competencies re-!ired to perform each ro"e effective"y. :!ch "ist sho!"d e !sed for recr!itment& performance mana#ement& promotions& p"acements and trainin# needs identification. ased *o description& rather than e devised to improve the competencies&

partic!"ar"y for the emp"oyees with minim!m e)perience. The emp"oyee with the ri#ht

fo""owin# the traditiona" *o description& as it he"ps the mana#ement to find and se"ect

CONCLUSION

8ased on the research cond!cted it is evident that the emp"oyee a i"ity and s%i""s have the #reatest potentia" to he"p the company to achieve its !siness o *ectives. The *o description assi#ned for the emp"oyees do not match with their competency and s%i""s "eve"& tho!#h most of the emp"oyees satisfied with their wor%. The trainin# pro#rams are cond!cted fre-!ent"y y the company and these pro#rams he"ps in improvin# the competency of emp"oyees and the trainin# pro#rams are fo!nd effective. 8!t company needs to wor% on desi#nin# a proper str!ct!re to meas!re each individ!a"(s competency and he"p them to #row individ!a""y with the or#ani'ation= this wi"" not on"y motivate them !t a"so retain them with in the or#ani'ation as they fee" hi#h"y satisfied. $sin# competency mappin# as criteria for performance eva"!ation wi"" a"so ma%e the or#ani'ations prod!ctivity to #o hi#h.

CHAPTER @
ANNEIURE AND 8I8LOGRAPHY

ANNEIURE
7UESTIONNAIRE
AGE SEX Designation Work Experience : : : 22-30yrs Male : 1-2yrs 30-40yrs Female ____________________________ 2-3yrs >3yrs 40-50yrs 50-60yrs

If the competency mapping is implemented? S !: 1. 2. 3. 4. 5. 6. (. ). "artic#lars Employees knowledge will be enhan ed Employees skills will be sharpened !" an de#elop employees a""i"$de !" pay way %or "he areer de#elopmen" o% employees &ill be a hange in employees per%orman e 'ompe"i"i#e ad#an"age wi"h in "he "eam o% "he employees !" helps in mee"ing "arge" o% "he employees !" an impro#e "a i" knowledge o% employees "o mee" "he *. 10. 11. need o% ompany !" helps in molding personali"y o% "he employees Employees will be onsis"en" "o "he area "hey work &ill i" be help%$l in sele "ing "he ompe"i"i#e andida"es 12. 13. in re r$i"men" pro ess &ill i" be a "ool %or per%orman e appraisal !" an in rease employees amo$n" o% ini"ia"i#e and 14. sel% relian e "owards work Employees logi al and analy"i al abili"y wha" "hey 15. learned an be applied in "heir +ob !" will help in mee"ing "he $rren" demands o% "he ind$s"ry $ % & ' (

)ick the option *hich +est s#its yo#r response to the a+o,e -#estions: $. S)/! G01 AG/EE %. AG/EE &. E2)/A0 '. DISAG/EE (. S)/! G01 DISAG/EE

,./ 1 2 3 4 5 6 ( ) * 10 11 12 13 14 15

"artic#lars ! am omple"ely aware o% my organi0a"ion goal &hen a pro+e " omes "o me am omple"ely aware o% my role &hen omes "o n$mbers1 ! am "he bes" 2raining programs are reg$larly ond$ "ed 3 ording "o my role my ompe"en ies are lear "o me 3" work1 yo$r opinion o$n"s ! know wha" my boss e4pe "s %rom me My +ob makes bes" $se o% my abili"ies !n pas" 6 mon"hs some one has "alked "o yo$ abo$" yo$r personal de#elopmen" 5oli ies and pra "i es ma" h ea h o"her 2raining program helped me "o in rease my per%orman e ! am omple"ely aware o% my role in organi0a"ion ! am able "o apply "he on ep"s learned by me !ndi#id$al work ra"her "han "eam work ma""ers me allo" 3ppraisal sho$ld be based on "eamwork ra"her "han indi#id$als work

)ick the option *hich +est s#its yo#r response to the a+o,e -#estions: $. S)/! G01 AG/EE %. AG/EE &. E2)/A0 '. DISAG/EE

(. S)/! G01 DISAG/EE

)hank 1o#

8I8LIOGRAPHY &ebsi"es
www.alle4per"s. om h""p/66a20mba. om www. i"ehr. om

."her 7e%eren e/ Model and me"hod %or ompe"en y mapping and assessmen" --- by milind ko"wal