1

COMPETENCY MANAGEMENT AND ITS EFFECTIVENESS

With Reference to Visakhapatnam Steel Plant
Rashtriya Ispat Nigam Limited
SUBMITTED BY
K.SONIA MBA (H.R)
Y12BU20046
Under Guidance of
Mr. S. DANIEL ZECHARIAH
MANAGER (TRG) (Vizag Steel Plant)

DEPARTMENT OF COMMERCE AND BUSINESS ADMINISTRATION
ACHARYA NAGARJUNA UNIVERSITY
NAGRJUNANAGAR, GUNTUR

Facilitated BY HRD Group
Mr.O R M RAO, A.G.M (HRD), Mr. M L S VARMA, Dy.Mgr (H.R.D)

2

ACHARYA NAGARJUNA UNIVERSITY
NAGARJUNA NAGAR-522510, A.P.






CERTIFICATE
This is to certify that K.SONIA, student of M.B.A in the Department of
commerce and Business Administration of ACHARYA NAGARJUNA UNIVERSITY
CAMPUS GUNTUR, during the period 2011-2013 has undergone this project work
entitled COMPETENCY MANAGEMENT AND ITS EFFECTIVENESS at
Visakhapatnam steel plant. The project has been carried out by him under my
guidance in partial fulfillment for the award of the degree of Master of Business
Administration.
PROJECT GUIDE
Prof. Noor Basha Abdul
M.com.,M.phil.,Ph.d.



3


DECLARATION

I hereby declare that entitled project work COMPETENCY MANAGEMENT
AND ITS EFFECTIVENESS at Visakhapatnam steel plant, submitted by me to the
ACHARAYA NAGARJUNA UNIVERSITY CAMPUS, GUNTUR in partial fulfillment for
the award of degree of Master of Business Administration is entirely based on my
own study and findings and is being submitted for the first time.

It has not been submitted or published earlier for the award of any degree
or diploma of this university or any other university.


Place: Visakhapatnam
Date: (K.SONIA)




4



ACKNOWLEDGEMENT

I take this opportunity to express my deepest and heart full gratitude to
ACHARYA NAGARJUNA UNIVERSITY CAMPUS (GUNTUR) for providing me an
opportunity to take of this project
I also wish to thank our internal guide Prof. NOOR BASHA ABDUL,
ACHARYA NAGARJUNA UNIVERSITY, GUNTUR for her valuable guidance,
encouragement and co-operation throughout the completion of the project.
This project is a result of the hard work & sincere effort put by many hands. I
render my sincere thanks to Shri. O. Ram Mohan Rao, Assistant General Manager
(HRD) Shri M. L. S. Varma , Deputy Manager (HRD) Visakhapatnam Steel Plant for
giving me this opportunity to do my project work in Visakhapatnam steel plant.
I express my sincere thanks to Shri S.DANIEL ZECHARIAH, Manager (Training)
whose supervision, valuable guidance & help enabled me to complete this project
work.
I also wish to express my sincere thanks to all the staff members of VSP who have
directly or indirectly lent me a helping hand in completing my project work.


(K.SONIA)
5


COMPANY CERTIFICATE


This is to certify that the project entitled COMPETENCY MANAGEMENT AND
ITS EFFECTIVENESS at VISAKHAPATNAM STEEL PLANT is a bonafied work done
by K.SONIA under my guidance during the academic year 2011-2013 in partial
fulfillment of the requirements for the award of the degree of Master of
Business Administration in ACHARYA NAGARJUNA UNIVERSITY, GUNTUR. This
work is not submitted to any university for the award of any degree / Diploma or
prize.




S.DANIEL ZECHARIAH
Manager (T&D)
Visakhapatnam Steel Plant






6


CONTENTS
PAGE.NO
Chapter 1: Theoretical Introduction------------------------------------- 7-17
Chapter 2: About the Organization -------------------------------18-31
Chapter 3: Competency Management at VSP------------------------32-43
Chapter 4: Data Tabulation & Analysis -------------------------------44-66
Chapter 5: Findings, suggestions & conclusion----------------------67-71
a) Findings
b) Suggestions
c) Conclusions
Bibliography ----------------------------------------------------------------------------72-73
Annexure
Questionnaires ------------------------------------------------------------74-76









7











CHAPTER 1
Theoretical INTRODUCTION





8


INTRODUCTION
A lot is going on in recent times on the issue of competency mapping. A lot of
resource is spent and consultants are invited to do competency mapping.
Competency mapping is gaining much more importance and organizations are
aware of having good human resources or putting the right people on right job.
Every well managed firm should have well defined roles and list of competencies
required to perform each role effectively. Such list should be used for
recruitment, performance management, promotions, placements and training
needs identification.
In performing or carrying out work, it is essential that the required job skills first
be articulated. This information not only helps to identify individuals who have
the matching skills for doing the work but also the skills that will enhance the
successful performance of the work. Yet often to perform well, it is not enough
just to have these skills. It is also critical to complement the skills with the
necessary knowledge and attitudes. For e.g. the necessary knowledge will enable
an individual to apply the right skills for any work situation that will arise while
having the right attitude will motivate him to give his best efforts. These skills,
knowledge and attitudes required for the work are usually collectively referred as
competencies.


9


What is Competency?
Competency is an underlying characteristic required to perform a given task,
activity, or role can be considered as competency. Competency has the following
forms:
Knowledge
Skills
Attitude
These three factors are important for identifying competency in a person.
Different individual requires different competency for e.g. a person working in a
manufacturing unit may require different competency than a person working in
an IT sector. Competency difference from industry to industry.
According to Harvard Business Review Daniel Katz grouped competency into
three areas which later expanded in to the following four:
Technical
Managerial
Human
Conceptual

In competency mapping all details of the behaviors (observable, specific,
measurable etc) to be shown by the person occupying that role are specified.
10




Competency Mapping:
Competency mapping is the process of identification of the competencies
required to perform successfully a given job or role or a set of tasks at a given
point of time. It consists of breaking a given role or job into its constituent tasks
or activities and identifying the competencies (technical, managerial, behavioral,
conceptual knowledge, attitudes, skills, etc.) needed to perform the same
successfully.

Identification and description of competencies that are most critical to success in
a work situation or work role is an important aspect of competency mapping. In
order to measure the competencies of individuals so as to ascertain the gaps in
competencies, competency assessment is to be done which is an essential part of
competency mapping. It is the assessment of the extent to which a given
individual or a set of individuals possess these competencies required by a given
role or set of roles or levels of roles. The methods to be used depend on the
nature of the competencies.

Meaning of competency:
Competency is an underlying Knowledge, Skill and Personal characteristics or
motive demonstrated by various observable behaviors, those continue to
outstanding performance on a job.
11

To be more precise, the competencies are components of a job, which are
reflected in behavior that are observable at workplace.

I. SIGNIFICANCE OF COMPETENCIES:

One of the major objectives of every organization is to improve its
performance year-by-year and set new standards and norms of performance. For
every operation and machine there is a human being and it is the quality of the
man behind the machine or the process, which determines the performance of
the organization.

In view of this, the performance of the organization depends not on the
human asset but on the human asset having right match of competencies, is
available with the employees, then it is their motivation, work environment and
incentives, which help them to give their best performance.

II. NEED FOR COMPETENCY MAPPING:

To achieve higher performance standards, the companies need to identify
competencies required for a job and compare these competencies with the
extent the employee possess. The differences of these two competencies
determine the training needs. Based on the needs, competency building maps
(competency mapping) or in other words personal training plans are developed by
the superiors and required training is implemented systematically.

III. NEED FOR MEASURING THE EFFECTIVENESS OF COMPETENCY
MANAGEMENT:

12

Measuring effectiveness or evaluation of competency management is the
means used to determine the worth or value of the off the job and on the job
training given to the employees at different levels of occupation. A
comprehensive and effective evaluation plan is a critical component of any
successful competency management or training system. It should be structured to
generate information on the impact of training on the reactions, on the amount
of learning that has taken place and trainees behavior on the job vis- a - vis its
contribution to the job effectiveness. Since the organizations spend lot of money
time and effort in bridging the competency gaps by training , they are naturally
keen in evaluating their training system to find out weather it resulted not only in
acquiring the desired competency levels by the employees and also its
subsequent transfer to the job situation.
IV. BRIEF PROFILE OF VISAKHAPATNAM STEEL PLANT

a) BRIEF HISTORY:

The Visakhapatnam steel plant is a 3 Million ton. integrated steel plant
under the corporate entity, Rashtriya Ispat Nigam Limited (RINL).
Initially the project of 3.4Mt capacity was started as a part of SAIL and
got separated as a new company, Rashtriya Ispat Nigam Ltd
incorporated on 18
th
Feb 1982. The rationalized concept for a capacity
of 3Mt was introduced midway with a view to reducing the project cost
and adopting international levels of operation. This involved deletion of
a steel melt shop and universal beam mill and updating of capacities of
some units. The plant was finally commissioned and dedicated to the
nation on Aug 1, 1982.
b) PRINCIPAL PRODUCTS:

The principal products include pig iron, steel products consisting of rounds,
angles, beams, channels, reinforcement bars, wire rods, blooms, billets, squares
13

and by-products like coal chemicals, ammonium sulphate and granulated slag.
VSP products are used in construction industry, wire drawing industry, bright bar
industry, fastener industry, fastener industry and forging and re-rolling industry.
The end users of VSPs products also include electrode manufactures, railways,
automobile industry, engineering industry, cable industry etc. While coal
chemicals are used by chemical industries, ammonium sulphate is used in
agriculture and granulated slag is used in cement industry.

V. Vision, Mission, Objectives & Core values:
In the backdrop of the changing Global and Indian steel scenario, the
growing competition in the industry and the healthy overall performance of the
company in all the fronts. VSP revisited its vision, Mission, Objectives and Core
values through a series of workshops on Envisioning the Future with the help of
internal faculty. With the focus on sustained profitable growth of the
organization and satisfaction to the stake holders, vision, Mission Objectives and
Core values were formulated.
a) Vision:
To be a continuously growing would class Company, we shall
Harness our growth potential and sustain profitable growth.
Deliver high quality and cost competitive products and be the first
choice of customers.
Create an inspiring work environment to unleash the creative energy of
people.
Achieve excellence in enterprise management.
Be a respected corporate citizen, ensure clean and green environment
and develop vibrant communities around us.

b) Mission
To attain 16 million ton liquid steel capacity though technological up-gradation,
operational efficiency and expansion; augmentation of assured supply of raw
14

material, to produce steel at international standards of cost &quality; and to meet
the aspirations of stakeholders

c) Core Values:
Commitment
Customer Satisfaction
Continuous improvement
Concern for environment
Creativity & Innovation

d) Objectives:
Stabilize 6.3mtpa expansion by 2012-13 with the mission to expand
further in subsequent phases as per corporate plan
Revamping existing blast furnaces to make them energy efficient to
contemporary levels and in the process increase their capacity by
1mtpa,thus total hot metal capacity to 7.5mtpa
Be among top few lowest cost liquid steel producers in the world
Achieve higher levels of customer satisfaction
Vibrant work culture in the organization
Be proactive in conserving environment, maintaining high levels of
safety & addressing social concerns

VI. Employee Profile:
RINL has a committed work force of 16,624 as on 31-12-2005. Out of these, 3548
are executives, 1105 are in supervisory cadre and 11971 are non-executives. In
addition, there are about 7800 outsourced employees in many non-core activities
in various key and support processes. VSP has rationalized the designations of
non-executive employees. Their core competencies are developed as per the well
laid down HRD policy and practices.
VII. HRD policy
15

We, at Visakhapatnam Steel Plant, are committed to create an organizational
culture, which nurtures employees potential for the prosperity of the organization.




Identify competency development needs of the employees on a regular basis,
provide the necessary training and continually evaluate and monitor the
effectiveness of the training so that the quality of the training also gets
upgraded.

Provide inputs to the employees for developing their attitude towards work
and for matching their competencies with the organizational requirements.

Create an environment of learning and knowledge sharing by providing the
means and facilities and also access to the relevant information and literature.

Facilitate the employees for continuous development of their knowledge base,
skills, efficiency, innovativeness, self-expression and behavior so that they
contribute positively with commitment for the growth and prosperity of the
organization while maintaining a high level of motivation and satisfaction.

Prepare employees through appropriate development programmes for taking
up higher responsibilities in the organization.

Fulfill social obligations by providing training to the students of educational
institutions and to the trainees of other organizations.


The above human resource development (HRD) policy re-inforces the
commitment of RINL towards all round development of its employees. Thus,
realizing the need of developing competencies among employees, VSP has created
two separate departments. viz., the Training and Development Centre, where
induction training, competency building by skill upgradation, unit training,
computer related training, refresher training, faculty training, foreign training etc.
are imparted and the HRD center, where competency building in the field of
16

management development and attitudinal development are taken care of. Besides,
training is also imparted by individual departments. Production, maintenance and
services of works division impart on-the-job training. Materials Management,
Marketing, Finance, Personnel, Medical, and Safety Departments also conduct
training programmes related to their respective areas.
VIII. RATIONALE BEHIND THE STUDY:

Realizing the importance of developing the competencies among the employees
Training and Development centre has under taken competency management in a
big way by identifying core competency needs of employees and imparting
training through various training courses under different categories and covering
about 18,000 employees annually. The following are the training categories which
are administered for building competencies of employees.

Technological and refresher courses
Safety and health related courses
Skill development programmes in electrical mechanical and electronic areas
Computer based training
On the job training

In this context it is felt necessary to conduct a study on Competency
Management System to through light on its strengths and weaknesses in
training the employees to build core competencies and suggest improvements if
any .
IX. SCOPE OF STUDY:
The study would be confined to the examination of
Competency Management model adopted at RINL Visakhapatnam steel
plant

17

The approach and the process adopted to identify the competency
requirements of the employees at operator and control level (Technicians
to Manager level)

Scheme adopted to evaluate are assess the competency mapping On the
job training system and its effectiveness
X. OBJECTIVE OF STUDY:
The proposed study seeks to carry out the following objectives
To present brief profile of RINL Visakhapatnam steel plant and its
Competency Management model adopted for building core competencies
of employees at operator and control level (Technicians to Manager level)
To analyze the effectiveness of competency mapping and training
programmes which address building of core competencies of employees
To suggest measures for improving the system

XI. RESEARCH METHODOLOGY:
It is proposed to collect the secondary data from the records maintained by
the training and development centre pertaining to competency mapping
and training effectiveness of on the job training.

Apart from the above it is proposed to collect primary data on the views
and opinions of the beneficiaries through a separate questionnaire
administered among the selected responded

Discussions and deliberation will be held with senior executives in this area
through an informal interview to find out their opinions

Literature survey and other necessary information regarding techniques of
competency management will be collected from VSP central library and
IGNOU local study center.

18

The data which collected pertaining to the effectiveness of the system of
study will be tabulated and subjected to appropriate statistical treatment
so as to make a meaningful analysis and draw valid and objective
conclusions.



XII. EXPECTED CONTRIBUTION OF THE STUDY:

The study carried out with the above objectives is expected to:

Be useful in understanding the competency management system and its
effectiveness











19








Chapter-2
About the organization




20


Introduction:

Steel occupies the foremost place amongst the materials in use today and
pervades all walks of life. All the key discoveries of the human genius for
instance, steam engine, railway, means of communication and connection,
automobile, aerospace and computers, are in one way or other, fastened
together with steel and with its sagacious and multifarious application. Steel is a
versatile material with multitude of useful properties making it indispensable of
furthering and achieving continual growth of the economy be it construction,
manufacturing, infrastructure or consumables. The level of steel consumption has
long been regarded as an index of industrialization and economic maturity
attained by a country. Keeping in view the importance of steel, the following
integrated steel plants with foreign collaborations were set up in the public sector
in the post-independence era:

Sl. No. Steel Plant Collaboration with
1.
2.
3.
4.
Durgapur
Bhilai Steel Plant
Bokaro Steel Plant
Rourkel Steel Plant
Britain
Erstwhile USSR
Erstwhile USSR
Germany


21


Background:
To meet the growing domestic needs of steel, Govt. of India decided to set up an
integrated steel plant at Visakhapatnam. An agreement was signed with erstwhile
USSR in 1979 for cooperation in setting up 3.4 mT integrated steel plant at
Visakhapatnam. The foundation stone for the plant was laid by the then Prime Minister
on 20
th
January 1971.
other integrated steel plants in India, Visakhapatnam Steel Plant (VSP) is one of the
most modern steel plants in the country. The 4
th
The project was estimated to cost Rs.
8397.28 Cr. based on prices as on quarter of 1981. However, on completion of
construction and commissioning of the whole plant in 1992, the cost escalated to
around Rs. 8,500 Cr. Unlike plant was dedicated to the nation on 1
st
August 1992 by the
then Prime Minister, Shri P.V. Narasimha Rao.
New technology, large-scale computerization and automation etc., are incorporated in
the plant. To operate the plant at international levels and attain such labor productivity,
the organizational manpower has been rationalized. The plant has a capacity of
producing 3.0 m T. of liquid steel and 2.656 m T. saleable steel.









22



Main products of VSP:

Steel products By-products
Angles Nut Coke Granulated Slag
Billets Coke Dust Lime Fines
Channels Coal Tar Ammonium Sulphate
Beams Anthracene Oil
Squares HP
Naphthalene
Flats Benzene
Rounds Toluene
Re-bars Zylene
Wire Rods Wash Oil

Advent of Center for Business Systems (CBS) & Corporate
Strategic Management (CSM):

The CBS was formulated to cater to the strategic needs of Vizag Steel. The focus
of CBS is to study world-class initiatives and develop suitable framework for their
adoption and implementation on an organization-wide basis at VSP.
CBS was inaugurated on 18
th
December 2003. On this occasion, a booklet on
Strategies to achieve the Vision, Mission & Objectives of Vizag Steel was
23

released. VSPs Knowledge Management Portal Gnana was launched on 26
th

July 2004, basically to capture and share unique experience in day to day
operations
CBS has four teams to assist other departments in implementation of the
initiatives identified and thus guide VSP to achieve its cherished vision of
becoming a world-class integrated steel plant. The four teams are:

1. Corporate Management.
2. Technology & Automation.
3. Marketing Research.
4. Intellectual Capital Development.

The above teams initiate activities pertaining to implementation of various
aspects of the Business Excellence Model, alignment and integration of
organizational activities through Process Management, research on the latest
technological developments in the steel industry for suitable adoption and
benchmarking, initiatives leading to improved customer satisfaction, knowledge
sharing initiatives like Knowledge Management etc.

The CBS has been merged with Corporate Planning Department and renamed as
Corporate Strategic Management in order to suit the changing trends.

24


VISION
To be a continuously growing world-class company, we shall,
1. Harness our growth potential and sustain profitable growth.
2. Deliver high quality and cost competitive products and be the first choic
of customers.
3. Achieve excellence in enterprise manager
MISSION
To attain 10 million ton liquid steel capacity through technological upgradation,
operational efficiency and explanation; to produce steel at international
standards of cost and quality; and to meet the aspirations of the stakeholders.

OBJECTIVES:

1. Expand plant capacity to 5 million ton by 2007-08 with the mission to
attain 10 million capacity in two subsequent phases.
2. Wipe out accumulated losses by 2006-07.
3. Be amongst top five lowest cost liquid steel producers in the world by
2006-07.
4. Achieve customer satisfaction levels on par with world class
organizations by 2006-2007.
5. Make RINL the employer of choice by caring our employees.
25

6. Develop people as knowledge workers by 2005-06 and achieve an
improvement of 5 percentage points in employee satisfaction levels
every alternate year.

CORE VALUES:

1. Commitment.
2. Customer Satisfaction.
3. Continuous Improvement.
4. Concern for Environment.
5. Creativity & Innovation.

VSP takes all necessary actions for the fulfillment of regulatory requirements. It
has dedicated departments for this purpose. Energy conservation, environmental
preservation, safety in work place, and occupational health gets highest priority in
the company. Some of the policies in this regard are reproduced below.
Quality, environment and Occupational Health & Safety policy:
We, at Visakhapatnam Steel Plant, are committed to meet the needs and
expectations of our customers and other interested parties, the occupational
health and safety of our workforce and to preserve the environment. To
accomplish this, we will,

1. Supply quality goods and services to customers delight.
26

2. Document, implement, maintain and periodically review the
management systems including the policy, objectives and targets.
3. Use resources efficiently and reduce waste and prevent pollution.
4. Comply with all relevant legal, regulatory and other requirements
applicable to products, activities and processes in respect of Quality,
Environment, Occupational health & Safety and also ensure the same by
contractors.
5. Continuously improve quality, environment, occupational health and
safety performance with respect to products, activities, processes,
premises and services.
6. Encourage development and involvement of employees.
7. Maintain high level of quality, environment, occupational health and
safety consciousness amongst employees and contract worker by
imparting education and training.

HRD Group Key initiatives:
1. In-House Training Programs.
2. Nomination to External Training Programs.
3. Organization Development.
4. Membership with Professional Bodies.
5. Performance Appraisal for Executives.
6. Human Resource Information Systems.
7. In-Plant training for Management Students.
8. Lectures by eminent personalities.
9. Corporate Presentations.
27

10. Interactions with professionals, academicians and consultants.
11. Knowledge Management.
12. Initiatives on Six Sigma
Training & Development:

RINL believes that the employees are its assets and strives to realize their
potential in full for mutual advantage. The human resource development involves
development of the employee as a whole.
The needs of induction, training, skill up gradation, unit training, computer related
training, refresher training, foreign training, faculty development etc. are
attended by the Training & Development Centre while management development
and attitudinal development are taken care at the Centre for HRD.

Marketing network:
The company markets its products through headquarter marketing office and a
network of regional offices, branch offices and stockyards located at 24 centers all
over the country. Consignment agents and consignment sales agents located at
these centers provide the infrastructure and channels for sale of the products.
The exports are carried out by the export wing of marketing division with the help
of different agencies. The company is recognized as Star Trading House by the
Director General of Foreign Trade, Ministry of Commerce, Govt. of India.
The end users of the steel products manufactured at the plant include amongst
others, construction industry, automobile industry, engineering industry, re-
28

rolling industry, forging industry, cable industry, wire drawing industry, fastener
industry, electrode manufacturers and railways.

Human Resource Management:

Human resource initiatives at VSP are closely linked to the corporate strategy of
the organization. VSP has harmonious industrial relations where the entire
workforce works as a well-knit team for the progress of the company. The
productive environment prevailing in the company fosters an atmosphere of
growth-both for the employees and for the company. VSP has introduced multi-
skilling concept since inception and the employees are trained to imbibe this.
VSP has adopted a system of overlapping shifts the first of its kind in the
industry. This system ensures smooth change over of the shifts and
uninterrupted pace of operation of the plant during the shift change over. The
labor productivity is currently 282 tonnes / man / year unparalleled in the public
sector industry.
Management of Industrial Relations:
Presently, 20 registered Trade Unions are functioning at VSP. Out of these, 3
unions viz,. Visakha Steel Employees Congress (INTUC), Steel Plant Employees
Union (CITU) and Visakha Steel Worker Union (AITUC) have the support of more
than 90% of the total votes. There are 17 unions operation for espousing the
cause of contract labor. In addition, two unions each are also separately
29

registered at our captive mines located at Jaggayyapeta and Madharam. By and
large, a smooth and cordial IR climate prevails at VSP.

The Mandays lost were brought to NIL since 2003 which indicates the peaceful
and harmonious industrial relations scenario in Visakhapatnam Steel Plant.
Till date around 70 nos. of Memorandum of Understanding (MOU), Memorandum
of Settlement (MOS) was arrived at by duly following proper collective bargaining
process.
Welfare amenities:
Welfare has been given the utmost emphasis in the overall policy of Human
Resource Management of the Company. Pursuant to this policy, VSP has taken
several initiatives for introducing and implementing Non-Statutory Welfare
Schemes which impart and propagate the feeling that the Company cares for its
employees.

Some of the Non-Statutory Welfare and Social Security Schemes for the benefits
of the employees and their family members are detailed below:

1. Housing facilities.
2. Educational facilities.
3. Medical facilities.
4. Facilities for recreation.
30


Social security measures:

Some of the social security measures being implemented in VSP are,
1. Employees family benefit scheme.
2. RINL Employees superannuation Benefit Fund.
3. Group Saving Linked Insurance Scheme.
4. Group Personal Accident Insurance Scheme.
5. Contribution from Incentive Earnings.
6. Traveling / Transport Expenses.
7. Mediclaim Insurance policy for Retired Employees.


Corporate social responsibility:
A comprehensive Corporate Social Responsibility Policy has also been evolved for
addressing the societal issues in a structural manner. RINL is a responsible
corporate citizen and taking up community development program and also a
member of global compact forum.
Achievements & Awards:
The efforts of VSP have been recognized in various fora. Some of the major
awards received y VSP are in the area of energy conservation, environment
protection, safety, quality, Quality Circles, Rajbhasha, MOU, sports related
awards and a number of awards at the individual level.
31

Some of the important awards received by VSP are:
1. ISO 9002 for SMS and all downstream units a unique distinction in the
Indian Steel Industry.
2. Indira Priyadarshini Vriksha Mitra Award - 1992-93.
3. Nehru Memorial National Award for Pollution Control - 1992-93 & 1993-
94.
4. EEPC Export Excellence Award - 1994-95.
5. CII (Southern Region) Energy Conservation Award 1995-96.
6. Golden peacock (1
st
prize) National Quality Award 96 IIM in the
National Quality Competition 1996.
7. Selected for World Quality Commitment Award 1997 of J*BAN,
Spain.
8. Gold Star Award for Excellent performance in productivity.
9. Udyog Excellence Gold Medal Award for excellence in Steel Industry.
10. Excellence Award for outstanding performance in Productivivity
management, Quality & Innovation.
11. ISPAT Suraksha Puraskar (1
st
Prize) for Longest Accident Free Period
1991-94.
12. Best Labor Management Award from the Govt. of AP.
13. SCOPE Award for Best Turnaround 2001.
14. Environment Excellence Award from Greentech Foundation for energy
conservation 2002.
15. Best Enterprise Award from SCOPE, WIPS 2001-02


32

RINL has been bestowed with several national accolades in the year 2005-06
significant among them being:

1. National Energy Conservation Award for the 6
th
time in succession.
2. National Award for Excellence in Water Management.
3. ICWAI Award for excellence in Cost Management.
4. Viswakharma Rashtriya Puraskar Awards (6 out of 32 at national level).
5. FAPCCI Best Industrial Productivity Award.
6. INSSAN National Award for Organizational Excellence.
7. Best CEO Award.

The above awards are beside a number of awards at the local, regional & national
level competitions in the area of Quality Circles, Suggestion Schemes etc.
Hallmark of Vizag steel as an organization:

Today, VSP is moving forward with aura of confidence and with pride amongst its
employees who are determined to give their best for the company to enable it to
reach new heights in organizational excellence.
At the same time, no single advantage accruing form a knowledge society is found
wanting by the neighborhood community with the growth & development of a
phenomenon called VIZAG STEEL existing so close to its proximity. Futuristic
enterprises, academic activity, planned & progressive residential localities are but
few of the plentiful ripple effects of this transformation and each one of us take
immense pride to uphold the philosophy of mutual ( i.e., individual and societal )
progress.
33



Chapter-3
Competency management
At
Visakhapatnam steel plant




34

Introduction:
One of the major objectives of every company is to improve its performance year
by year and set new standards and norms of performance. For every operation
and machine there is a human being and it is the quality of the man behind the
machine or the process, which determines the performance of the company.
Competency mapping can also be done for contract or free lance workers, or for
those seeking employment to emphasize the specific skills which would make
them valuable to a potential employer. These kinds of skills can be determined,
when one is ready to do the work.
To achieve higher performance standards, the companies need to identify
competencies required for a job and compare these competencies with the
extent the employee possess. The differences of these two competencies
determine the training needs. Based on the needs, competency building maps
(competency mapping) or in the other words personal training plans are
developed by the superiors and the required training is implemented
systematically.
Competency Mapping:
Competency mapping is the process of identification of the competencies
required to perform successfully a given job or role or a set of tasks at a given
point of time. It consists of breaking a given role or job into its constituent tasks
or activities and identifying the competencies (technical, managerial, behavioral,
conceptual knowledge, attitudes, skills, etc.) needed to perform the same
successfully.
35


Identification and description of competencies that are most critical to success in
a work situation or work role is an important aspect of competency mapping. In
order to measure the competencies of individuals so as to ascertain the gaps in
competencies, competency assessment is to be done which is an essential part of
competency mapping. It is the assessment of the extent to which a given
individual or a set of individuals possess these competencies required by a given
role or set of roles or levels of roles. The methods to be used depend on the
nature of the competencies.


Meaning of competency:
Competency is an underlying Knowledge, Skill and Personal characteristics or
motive demonstrated by various observable behaviors, those continue to
outstanding performance on a job.
To be more precise, the competencies are components of a job, which are
reflected in behavior that are observable at workplace.
The competencies that exist at different levels of personality are:
1. Observable (easily assessable)
level:
a. Knowledge: Information that an individual has in a particular area.
b. Skill: Individuals ability to perform a certain physical or mental task
(analyzes and decision).gives
36

c. Behavior: Action of a person in a given situation.

2. Non Observable (difficult to assess):

a. Traits: Psychological characteristics and consistent responses shown
towards a situation or information.
b. Motives: The things a person consistently thinks about or wants and,
which causes action. Motives drive or direct behavior towards a
select or certain action goals.
c. Self-concept: Person attitudes values or self image.

Knowledge and skill competencies are relatively easy to develop; training is the
most effective way to secure this abilities. However core motives and traits are
more difficult to assess and develop.

The essence of competency based HR is to define the behaviors that create
exemplary employees through a competency model. HR professionals can create
competency models through which they can promote those employees who
have competencies, hire those who have competencies and train those
who dont have required competencies.




37



Competency Mapping process includes the following:
1. Identifying the skill, knowledge and qualification required for all the key job
positions / areas of activity
2. Assessment of the level of competence for each identified employee for a
particular job / area of activity with continuous interaction with the line
managers
3. Documenting the present level of competence and prioritizing the training
needs
4. Providing the employees with adequate training in the weak areas

Objectives of Competency Mapping:
1. To create a competency based system and culture in the organization.
2. To identify and built competencies of individuals for making them more
efficient and effective at their jobs.
3. To ensure that right people are identified and placed in the right jobs.
4. To ensure that employee potential is identified, developed and utilized to
the fullest extent.
5. Help uplift the competencies of key manages by providing them insights
into their competencies and developmental opportunities.

Benefits of Competency Mapping:
1. Enhancing the capabilities of the individuals.
38

2. Flexibility to deploy people in different jobs.
3. Identification of persons who can work in different areas of the
department.
4. Systematically identifying the potential of the qualified employees and
provide them with opportunities for their development and growth.
5. It provides the scope of multi-skilling to the employees through job
enrichment and takes away the monotony of doing the same job.

Factors to be considered:

Before carrying out Competency Mapping the following factors are to be
considered and addressed:
1. Fear and Anxiety: Employees may perceive a threat of being segregated as
unfit. It is important to take the people into confidence before undertaking
this exercise. Any bias during assessment process is detrimental to the
purpose of the exercise.

2. Lack of objectivity and clarity of purpose: Focus of facilitators and key
personnel involved in the exercise should be clear at all stages. There is
some element of subjectivity in competency mapping; hence it needs to be
done objectively and with utmost sincerity.

3. Resistance from Employees: General view of rejection may be there for this
initiative. Change creates uneasiness and is viewed skeptically.
39


4. Lack of suitable Training Modules: Those gaps may not be brought out for
which organization is not able to find the training module. Training modules
are to be designed to suit the actual requirement of the employees.
External training providers may be located.

5. Difficulty in getting people for training: Due to work exigencies, managers
may prevent release of employees for training. It is to be ensured that the
employees are released for training.

Process and approach at VSP:

The competencies required for a job are identified by a team in the department,
who has core knowledge and experience in relevant areas.

The competencies are classified into four different areas behavioral, technical,
emotional and conceptual competencies
Developing the Competencies:
In order to identify, develop and sustain the knowledge and competencies (both
Technical & Behavioral) of the employees in a systematic way, two separate
buildings namely, Training and Development Centre (T & DC) and Centre for HRD
are dedicated for the purpose.
40

While the T & DC caters to the needs for Technical Development Programs like
induction training, skill up gradation, unit training, computer related training etc.,
Centre for HRD takes care of the Management Development Programs (MDP)
and Attitudinal Development Programs (ADP) like communicational skills,
interpersonal relations, team working etc. The MDPs are conducted for various
levels of managers to nurture their managerial skills and prepare them to
shoulder greater responsibility.
Training in certain specialized areas like safety, fire prevention, occupational
health etc., is also taken up by department specializing in respective fields.
Both T & DC and Centre for HRD are well established departments with proper
facilities for training, latest technology and its facets comprise manifold functions.

Facets of T & DC:

1. Knowledge dissemination: It comprises of library and information service,
books, periodicals, articles, abstracts, ***** and codes.
2. Continuous improvement: It comprises of feedbacks, audits, corrective
actions, proactive actions, surveys, suggestions, and quality circles.
3. Training need identification: It comprises of competence assessment,
identification of programs, matching individual needs and organizations
initiative.
4. Design of program: It comprises of title, objectives, course contents,
eligibility and methodology.
41

5. Provision of training: It comprises of venue, faculty, catering, audio / video
aids and other such hands on utilities.
6. Fresher training: It comprises of induction, orientation, plant general
training, departmental training, onthejob training and tests.
7. On-the-Job training: It comprises of SOP, SMP, unit training, competency
checklist and follow up.
8. Foreign training: It comprises of supplier training, bench marking, post
training presentations and training reports.
9. Refresher training: It comprises of critical equipment training,
departmental refresher, technical refresher.
10. Awareness training: It comprises of ISO 9001, ISO 14001, OHSAS 18001,
computer, waste management, TQM and cost.
11. Faculty training: It comprises of learning principles, session planning,
presentation techniques and self assessment through videos.
12. Evaluation of training: It comprises of reaction level, learning level, post
training, and results.
13. Monitoring and review of training: It comprises of weekly review, quarterly
review, monthly review and management review.
14. Records of training: It comprises of employees training records, training
calendar and training evaluation.
15. Rewards for training: It comprises of rewards for best training departments
and best unit training departments.



42

Three types of training are given to the employees:
1. On-the-Job training (Unit training).
2. Off-the-Job training (Classroom training).
3. External training.

Off-the-Job training:
The Off-the-Job training is also called as Classroom training.
The Off-the-Job training programs are those programs that are scheduled in the
Training Calendar. These programs are conducted at T & DC.


These programs can be categorized into as follows:
1. Technological and Refresher courses

2. Safety and Health related Train

3. Skill development programs

On-the-Job Trainers Programs:

There are also exclusive On-the-Job Trainers Programs specifically meant for
Executives / JO / Charge man who are responsible for On-the-Job
43

External Training:
RINL also provides learning opportunities to individual by nominating them to
external training programs for enhancing their knowledge. Employees are
sponsored for external training programs including seminars and competitions
organized by various professional bodies and institutes like CII, ASSOCHAM,
INSDAG, AIMA, NIPM, LPAI, ISTD, ICWAI, CSI, SCOPE, QCFI, ASCI, ESCI, XRLI, MDI,
BVQI, WIPS, IIMs, CBI Academy, NPC etc.

Employees are also sent to other steel plants on short duration tours to find
solutions to the various issues facing the company.

Employees are also sent to suppliers manufacturing units / training institutes to
get specific training in identified areas.
44






Establish job knowledge & skill requirement
Establish jobholders knowledge, skill and
compare with job requirement

Identify the gaps / shortfalls and arrive
at personal training needs

Design most effective method of training

Implement the training plan

Assess the effectiveness of the training
45





Chapter-4
Data tabulate & analysis








46

POPULATION OF THE STUDY:
The participants who have attended Developmental training program are
the population of this study.
SAMPLE SELECTION:
A sample of 10% employees was selected out of a population of 1700
employees belonging to technical departments on the basis of stratified sample
random sampling method.
Total sample was divided into various sections. From each section the
sample was selected taken into consideration the managerial and non-managerial
cadre on a simple random basis there by satisfying the necessity to represent
each section. (Stratification and proportionate of the sample)
METHOD OF DATA COLLECTION:
The data was collected from Training & Development centre. Apart form
this, the views and opinions of the beneficiaries were also be elicited through a
separate questionnaire, discussion. Secondary information is sought to be
collected by listing the VSP central library and IIAM local study centre. The data
thus collected is tabulated. So as to make a meaningful analysis and draw valid
and objective.



47

Types of Competencies:

Technical Competencies:
I. Knowledge
II. Job Performance Skills

Behavioral Competencies:
III. Leadership
IV. Team Working
V. Communication Skills
VI. Personal Qualities
VII. The roman numbers I & II represent the Technical Competencies, whereas
III, IV, V & VI represent the Behavioral Competencies. Under this Technical
& Behavioral Competencies, a list of competencies is given. Kindly refer the
+format attached.


PREPARATION OF QUESTIONNAIRE:
The data has been collected with the help of questionnaire consisting
of 20 items.


48

TABLE -1
Response of Employees to if there is high competition for talented people in
marketing place?
Response No. of Respondents % of Respondents
YES 40 80
NO 5 10
DOUBTFUL 5 10
TOTAL 50 100



INTERPRETATION:
The above observation indicate that 80% of the employees agree that there is
high competition for talented people in market place. Some neither accept nor
reject. Here 10% of employees do not accept and remaining 10% are doubtful in
decision making.
49

TABLE -2

Response of employees whether there are any setbacks in the recent past due to
lack of competent people?

Responses No. Of Respondents % of Respondents
YES 10 20
NO 25 50
DOUBTFUL 15 30
TOTAL 50 100


INTERPRETATION:
The above observation indicates that 50% of the employees does not accept that
there are any setbacks in recent past due to lack of competent people. 10% of
them accepted that there are setbacks. Remaining 30% of employees stand
neutral.
50

TABLE -3
Response of employees whether the organization have missed any business
opportunities due to lack of competent people.
Responses No. Of Respondents % of Respondents
YES 5 10
NO 30 60
DOUBTFUL 15 30
TOTAL 50 100


INTERPRETATION:
The above observation indicate that 60% of employees does not accept that the
organization have not missed any business opportunities due to lack of
competent people. 10% accept that the organization have not missed any
business opportunities due to lack of competent people. Remaining employees
stand neutral.
51

TABLE -4
Responses of employees towards whether the top management believe that
competencies can be developed through continuous effort and interventions.
Responses No. Of Respondents % of Respondents
YES 40 80
NO 5 10
DOUBTFUL 5 10
TOTAL 50 100


INTERPRETATION:
The above observation indicates that 80% of employees accept that top
management believes that competencies can be developed through continuous
effort and interventions.10% employees disagree with this. Remaining stand
neutral.

52

TABLE -5
Response of employees whether the top management willing to invest time and
effort in building competencies of your employees on a continuous basis.
Responses No. Of Respondents % of Respondents
YES 50 100
NO 0 0
DOUBTFUL 0 0
TOTAL 50 100



INTERPRETETION:
The above observation indicates that all the employees accept that the top
management willing to invest time and effort in building competencies of your
employees on a continuous basis.
53


TABLE -6
Response of employees whether they believe the top management is building a
competency-based organization.
Responses No. Of Respondents % of Respondents
YES 40 80
NO 5 10
DOUBTFUL 5 10
TOTAL 50 100


INTERPRETATION:
The above observation indicates that the 80% of employees aceept that the top
management is building a competency-based organization.10% disagree with the
sentence and remaining 10% stand neutral.
54


TABLE -7
Responses of employees on whether the recruitment of people on the basis of
competencies needed to perform each job.
Responses No. Of Respondents % of Respondents
YES 25 50
NO 10 20
DOUBTFUL 15 30
TOTAL 50 100


INTREPRETETION:
The above observation indicates that 50% of the employees accept that the
recruitment of people on the basis of competencies is needed to perform each
job. 20% of the employees disagree with the statement and 30% cannot comment
on this statement.
55

TABLE -8
Response of employees on whether they have a competency based training
Responses No. Of Respondents % of Respondents
YES 0 0
NO 45 90
DOUBTFUL 5 10
TOTAL 50 100
.

INTERPRETATION:
The above observation indicates that the 90% of employees do not have
competency based taining.10% are doubtful and no employee have competency
Based training.


56

TABLE -9
Responses of employees on whether they intend to coach employees for future
careers in the organization.
Responses No. Of Respondents % of Respondents
YES 40 80
NO 10 20
DOUBTFUL 0 0
TOTAL 50 100


INTERPRETATION:
The above observation indicates the 80% of employees intend to coach future
employees in the organization itself, while 20% say no to this statement.


57

TABLE -10
Response of employees on whether they have well laid out career paths.
Responses No. Of Respondents % of Respondents
YES 40 80
NO 5 10
DOUBTFUL 5 10
TOTAL 50 100




INTERPRETATION:
The above observation indicates that 80% of employees have
well laid out career paths. 10% of employees do not have well laid out career,
while 10% of the employees cannot turn on any of the ways.
58

TABLE -11
Responses of employees on whether their top management believes that success
of the organization depends on having competent managers.
Responses No. Of Respondents % of Respondents
YES 30 60
NO 5 10
DOUBTFULL 15 30
TOTAL 50 100


INTERPRETATION:
The above table indicates that 60% of employees accept that their top
management believes that success of the organization depends on having
competent managers.10% of employees do not agree with the sentence and 30%
are unable to answer the question.


59

TABLE -12
Responses of on whether the employees suffered draw backs, profit, production,
marketing, customer etc.losses, shares, market down trends etc due to turn
over or people at the top.
Responses No. Of Respondents % of Respondents
YES 10 20
NO 15 30
DOUBTFUL 25 50
TOTAL 50 100



INTERPRETATION:
The above table indicates 20% of employees accept that the they suffered draw
backs, profit, production, marketing, customer etc.losses, shares, market down
trends etc due to turn over or people at the top.30% of employees do not
accept with that statement and 50% cannot judge .
60

TABLE -13
Responses on whether the employees training based on scientific, systematic,
identification of competency gaps and needs.
Responses No. Of Respondents % of Respondents
YES 15 30
NO 15 30
DOUBTFUL 20 40
TOTAL 50 100



INTERPRETATION:
The above data indicates that 30% of them accept the employees training based
on scientific, systematic, identification of competency gaps and needs.30% of
them do not accept that the .Employees training based on scientific, systematic,
identification of competency gaps and needs. 40% cannot judge any way.
61

TABLE -14
Responses on whether their performance appraisal have a measure of
competencies separately for each individual level or function or group of jobs.
Responses No. Of Respondents % of Respondents
YES 35 70
NO 10 20
DOUBTFUL 05 10
TOTAL 50 100



INTERPRETATION:
The above data indicates that 70% of employees accept that their performance
appraisal have a measure of competencies separately for each individual level or
function or group of jobs.20% do not accept the statement, while 10% of them
remain neutral.
62

TABLE -15
Responses of employees on whether the team work in their organization is of
higher order.
Responses No. Of Respondents % of Respondents
YES 25 50
NO 20 40
DOUBTFUL 05 10
TOTAL 50 100



INTERPRATION:
The above table indicates 50% of employees accept that the team work in their
organization is of higher order.40% of employees do not agree team work in their
organization is of higher order.10% remain neutral.
63

TABLE -16
Responses of employees on whether the top level managers capable of
performing their integrating roles.
Responses No. Of Respondents % of Respondents
YES 40 80
NO 5 10
DOUBTFUL 5 10
TOTAL 50 100



INTERPRETATION:
The above data indicates that 80% of employees accept the level managers
capable of performing their integrating roles. 10% do not agree, while 10% are
doubtful with this statement.
64

Table -17
Responses of employees on if their organization value talent and excellence.
Responses No. Of Respondents % of Respondents
YES 30 60
NO 10 20
DOUBTFULL 10 20
TOTAL 50 100




I NTERPRETATION:
The above data indicates that 60% of employees agree that organization value
talent and excellence.20% of employees do not agree that the organization value
talent and excellence. Remaining are doubtful about it.
65

TABLE -18
Responses of employees on whether their organization is good in execution of
projects.
Responses No. Of Respondents % of Respondents
YES 25 50
NO 15 30
DOUBTFULL 10 20
TOTAL 50 100



INTERPRETATION:
The above data indicates that 50% of employees accept that organization is good
in execution of projects.30% of them oppose this and 20% stand neutral.

66

TABLE -19
Responses of employees on whether the organization have a culture of using task
forces and work groups for various tasks.
Responses No. Of Respondents % of Respondents
YES 25 50
NO 10 20
DOUBTFULL 15 30
TOTAL 50 100


INTREPRATION:
The above data indicates that 50% of employees agree that the organization have
a culture of using task forces and work groups for various tasks.20% of employees
reject this statement.30% are doubtful about this.

67

TABLE -20
Responses of employees on whether the organization encourage innovations and
scientific ways of doing things.
Responses No. Of Respondents % of Respondents
YES 20 40
NO 10 20
DOUBTFULL 20 40
TOTAL 50 100


INTERPRETATION:
The above data indicates that 40% of employees agree that organization
encourage innovations and scientific ways of doing things.20% of employees do
not agree that organization encourage innovations and scientific ways of doing
things.40% of employees are doubtful about the statement.
68



Chapter-5
Findings, Suggestions &conclusion






69

Findings:

80% of the employees agree that there is high competition for talented
people in market place.
10% of the employees accept that there are any setbacks in recent past
due to lack of competent people.
10% of the employees accept that the organization have not missed any
business opportunities due to lack of competent people.
80% of the employees accept that top management believes that
competencies can be developed through continuous effort and
interventions.
100% of the employees accept that the top management willing to invest
time and effort in building competencies of your employees on a
continuous basis.

80% of employees accept that the top management is building a
competency-based organization.

50% of the employees accept that the recruitment of people on the basis
of competencies is needed to perform each job.

0% of the employees do not have competency based training.

80% of the employees intend to coach future employees in the
organization itself.

80% of the employees have well laid out career paths.

70

60% of the employees accept that their top management believes that
success of the organization depends on having competent managers.

20% of the employees accept that the they suffered draw backs, profit,
production, marketing, customer etc.losses, shares, market down trends
etc due to turn over or people at the top.

30% of the employees accept the employees training based on scientific,
systematic, identification of competency gaps and needs.

70% of the employees accept that their performance appraisal have a
measure of competencies separately for each individual level or function or
group of jobs.

50% of the employees accept that the team work in their organization is of
higher order.

80% of the employees accept the level managers capable of performing
their integrating roles.

60% of the employees agree that their organization value talent and
excellence.

50% of the employees accept that organization is good in execution of
projects.

50% of the employees agree that the organization have a culture of using
task forces and work groups for various task.

40% of the employees agree that organization encourage innovations and
scientific ways of doing things.
71

Suggestions:
Though majority of the employees are satisfied with the facilities
provided by the management, some of them are not much satisfied.

The company should

o provide the competency based coaching scheme.

o prepare their employees for taking training responsibilities by
providing some monetary benefits.

o train their employees for getting targeted output

o make employees aware about the importance of TPM activities
and ensure participation of its employees

o provide more technical related knowledge at the time of initial
training

o ensure good relations among the employees and sectional head
to increase coordination among them

o provide promotion, monetary and non monitory benefits to the
employees who exceed the company requirements.





72

Conclusion:
The objective of the organization is to enable all its employees to make
their maximum contribution towards achieving business objectives. For
this purpose, the Competency Management system is getting
established and the application of this system is giving results and
effectively contributing in the continual improvement of the
performance of the organization as well as the employees.
The entire Competency Management process for all departments of
training and development centre. It took around 8 weeks to complete.
Imagine the amount of investment in terms of time and money would
it take to continue the process for all the employees, i.e. around 16,700
employees covering all the departments.
This process is not a one-time process but a continuous process to
enhance the performance of the employees.
Use of this system has definitely created a visible difference in the
performance of the employees. It has given multiple benefits to the
organization. It has helped in building the core competencies required
by the employees, organizing systematic training, sustain


73




BIBLOGRAphy



74

BIBLIOGRAPHY

JOHN BERNARDIN, HUMAN RESOURCE MANAGEMENT, AN
EXPERIMENTAL APPROACH
JOHN PRIO, TRAINING & DEVELOPMENT HANDBOOK
RAO TV, RECENT EXPERIENCES IN HUMAN RESOURCE
MANAGEMENT
SILVERA DM, HUMAN RESOURCE DEVELOPMENT: THE INDIAN
EXPERIENCE
BRITISH STEEL PROFESSIONAL ENGINEERING TRAINING HANDBOOK
DR (MRS.) PREMILAVERMA DIPLOMA IN TRAINING AND DEVELOPMENT,
COURSE COMMUNICATION
ILO, GENEVA, EVALUATION OF TRAINING, TEACHING &
TRAINING METHODS FOR MANAGEMENT
DEVELOPMENT
MTI, SAIL, RANCHI, COURSE MATERIAL FOR SYSTEMATIC APPROACH
TO TRAINING
EVERY ONES PROBLEM SOLVING HANDBOOK -
CASE ON MEASURING TRAINING EFFECTIVENESS
JOURNALS: INDIAN JOURNAL OF TRAINING & DEVELOPMENT,
APR-JUNE 95
INHOUSE JOURNALS OF
VIZAG STEEL PLANT: VIKAS DHARA


75

Questionnaire

1. Are you in a business where there is high competition for talented people in
marketplace?

2. Has your organization experienced any setbacks in the recent past due to
lack of competent people?

3. Has your organization missed any business opportunities in the recent past
due to lack of competent people to handle any one or more functions or
territories or lines of business etc?

4. Does your top management believe that competencies can be developed
through continuous effort and interventions?

5. Is your top management willing to invest time and effort in building
competencies of your employees on a continuous basis?

6. Does your top management believe in building a competency - based
organization?

7. Do you (intend to), recruit people on the basis of competencies needed to
perform each job?

8. Do you already have a competency based coaching scheme?

9. Do you intend to coach employees for future careers in your own
organization?

76


10. Do you have well laid out career paths (or intend to improve existing)?

11. Does your top management believe that the success of your organization
depends on having competent managers?

12. Have you suffered any draw backs, profit, production, marketing, customer
etc. losses, share market down turns etc. due to turn over or people at the
top?

13. Is your training based on scientific, or at least systematic, identification of
competency gaps and competency needs?

14. Does your performance appraisal have a measure of competencies
separately for each individual level or function or group of jobs (top,
middle, R&D etc.)?

15. Is the teamwork in your organization of high order?

16. Are the top-level managers capable of performing their integrating roles
well?

17. Does your organization value talent and excellence?

18. Is your organization good in execution of projects?

19. Does your organization have a culture of using task forces and work groups
for various exercises/tasks?

20. Does your organization encourage innovations and scientific ways of doing
things?

77