Competency Mapping Telco

KARNATAK UNIVERSITY DHARWAD
K.L.E SOCIETYS
INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH
MASTER OF BUSINESS ADMINISTRATION
A project Report on
Competency
Mapping
AT
Telco Construction Equipment Company Limited
Belur Industrial Estate
2007-08
Under The Guidance of
Dr. M. M. Bagali
HR Faculty
KLESs IMSR
Submitted by:
Deepti Guttal
Telco Construction Equipment Company Ltd .
Examination No: MBA06002021
KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

P AGE II
MCP 4 TH SEM
Recognized by AICTE, New Delhi,
K.L.E. Societys
affiliatedEquipment
to Karnatak University,Company
Phone (o)Ltd
: 0836-2377466
Telco Construction
.
INSTITUTE OF MANAGEMENT STUDIES and RESEARCH
Dharwad
IMSR CAMPUS, VIDYANAGAR, HUBLI-580031 (Karnataka State)
Email: klesimsr@yahoo.com
Website: www.kleimsr.org
Ref. No : KLES-IMSR/ :
Tel/Fax: 0836-2376369
Director (off): 0836-6568943
Placement: 0836-3298943
Date:
Certificate
This is to certify that,
Guttal
Ms Deepti R
has done major concurrent project- 2008 under the title of
Competency Mapping
as a part of Second year of MBA from KARNATAK UNIVERSITY, Dharwad
during year 2007-08.
Her examination Seat No. MBA06002021
.
Internal Guide
K.L.E.Sys, I.M.S.R
Hubli
.
Director
K.L.E.Sys, I.M.S.R
Hubli

P AGE III
MCP 4 TH SEM

P AGE IV
MCP 4 TH SEM
D E C L A R AT I O N
I DEEPTI GUTTAL here by declare that the project titled

Competency Mapping at Telco Construction Equipment
Company Ltd. Submitted by me for the award of the post
graduation degree Master of Business Administration by
Karnatak University, Dharwad is my original work and is not
submitted elsewhere for award of any degree or diploma.
DEEPTI GUTTAL
Date:
Place: Hubli
M.B.A IV Semester

P AGE V
MCP 4 TH SEM
ACKNOWLEDGEMENT
The satisfaction and euphoria that accompanies the successful
completion of any task would be incomplete without thanking people who
made it possible. Many are responsible for the knowledge and experience I
have gained during my Major Concurrent Project.
I would like to express my profound sense of gratitude to our Esteemed
I/C Director and my internal guide Dr. M. M. Bagali, for his complete support,
encouragement and guidance during my entire project.
I also would like to avail this opportunity to thank Mr. Asit Morice Minj
Asst manager Human Resource and Mr.Ashish Sharma manager Human
Resource TELCO for providing me an opportunity to carry out the project and
extending their valuable guidance and complete support during this entire
duration.
My sincere thanks to all the employees of Telco who in spite of their
busy schedules accommodated me for one to one interactions to collect my
primary data.
And I also thank my Parents and Family for their co-operation and help.

P AGE VI
MCP 4 TH SEM
TA B L E O F C O N T E N T S
EXECUTIVE SUMMARY.................................................................................................................................................. 1
Objectives............................................................................................................................................................. 3
Statement of problem........................................................................................................................................... 3
Utility of the study................................................................................................................................................. 3
Limitations............................................................................................................................................................ 3
Conlusion............................................................................................................................................................. 3
COMPETENCY MAPPING............................................................................................................................................... 4
Competency......................................................................................................................................................... 5
Different types of competency.............................................................................................................................. 6
Competency mapping.......................................................................................................................................... 7
Various Methodologies used for competency mapping........................................................................................7
Importance of competency mapping.................................................................................................................... 7
Competency mapping in current scenario............................................................................................................ 8
Linking competency mapping to performance management:
management The new Paradigm..............................................10
Paradigm
Competency mapping Gap analysis process...................................................................................................... 11
Benefits.............................................................................................................................................................. 12
Competency mapping as various HRM activities............................................................................................... 14
Value addition for organization........................................................................................................................... 15
Value addition for employee............................................................................................................................... 15
Benefits of using Competency based Selection System.....................................................................................15
Benefits of using Competency based Training and Development system..........................................................15
Benefits of using Competency based Performance Appraisal system................................................................16
Benefits of using Competency based Succession Planning System..................................................................16
METHODOLOGY......................................................................................................................................................... 17
Competency mapping of employees at Telco..................................................................................................... 18
COMPANY PROFILE.................................................................................................................................................... 21
Dharwad plant.................................................................................................................................................... 22
Brief of Dharwad manufacturing unit.................................................................................................................. 23
Vision and Mission statement of Telco................................................................................................................ 23
Telco quality policy............................................................................................................................................. 24
Telco Philosophy and Values.............................................................................................................................. 24
TPM policy.......................................................................................................................................................... 24
Telco P-D-C-A-I cycle......................................................................................................................................... 25
Products of Telco................................................................................................................................................ 25
Competitors of Telco........................................................................................................................................... 26
Foreign Vendors of Telco.................................................................................................................................... 26
Local vendors of Telco........................................................................................................................................ 26
Human Resource Policies at Telco..................................................................................................................... 26
About the Production Department...................................................................................................................... 29
ANALYSIS................................................................................................................................................................. 32
Problem.............................................................................................................................................................. 33
Gap Analysis...................................................................................................................................................... 33
Comparative analysis....................................................................................................................................... 103
Final Results of the spider charts and comparative analysis in short...............................................................109
Findings and Recommendations...................................................................................................................... 109
Conclusion........................................................................................................................................................ 111
ANNEXURE.............................................................................................................................................................. 114
Mapping format................................................................................................................................................. 115
Analysis Template............................................................................................................................................. 116
SPSS Coding Sheet......................................................................................................................................... 117

P AGE VII
MCP 4 TH SEM
EXECUTIVE SUMMARY

P AGE 1
MCP 4 TH SEM
The project is all about mapping the competency of the floor

employees
of
Telco
construction
Equipment
Company
Ltd.
Competency mapping has become the latest buzzword for many

organizations as more and more of them are applying this concept
for training, career development and selection of their employees.
The change in the ideology of the organizations can be attributed to
the change in the work culture, environment, as well as growing
competition among companies.
Competency mapping enables
the
organization
to
link
selection, training process with development and future business

strategy. The process of competency mapping also helps the
organization to understand what constitutes superior performance
and provides a framework for superior performance. It enables to
establish measurements that make a difference in performance
levels. Competencies mapping are becoming a frequently-used and
written-about vehicle for organizational applications such as
Defining the factors for success in jobs and work roles
within the organization
Assessing the current
performance
and
future
development needs of persons holding jobs and roles
Mapping succession possibilities for employees within

the organization
Selecting applicants
for
open
positions,
using
competency-based interviewing technique

P AGE 2
MCP 4 TH SEM
I have carried out the competency mapping for 133 floor

employee
of
Telco
construction
Equipment
Company
Ltd
.Competency mapping includes gap analysis of all floor employees

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

expected company standards.
To recommend some improvement areas for the shop

floor employees in building competency that are required.
STATEMENT OF PROBLEM
The company was not having the information of floor
employees regarding the current capabilities in the various skills
required to perform the job. Hence the study of competency
mapping is being carried out.

P AGE 3
MCP 4 TH SEM
UTILITY OF THE STUDY

The
competency
mapping
helps
to
identify
current
capabilities of the employee. Also provides an opportunity for

employees to assess their skill set. The analysis helps the
organization to device training program and job rotation policies.
LIMITATIONS
Sampling data is only 90% of the total strength of the
Telco Dharwad facility.
Work load in few

interaction
but
floors
sampling
data
did
was
not
allow
accurate
detailed
to
the
supervisors prudence.
CONLUSION
There is a gap in skill sets between the company set
standards and what the floor employees possess. There are few
training programs for the employees to help them understand the
concepts behind different skill sets. It would help to design the
training program and make mandatory schedule for all employees
to attend them. Few other measures like seniors mentoring the
junior groups and job rotation should also help.
The action plan and recommendations suggested will help the
company to design the various training programs and plans for
each floor employees in Telco.

P AGE 4
MCP 4 TH SEM
COMPETENCY MAPPING

P AGE 5
MCP 4 TH SEM
In this age of globalization, HR department plays significant

role to meet the challenges of competitiveness and to develop a
required quality oriented performers. So, tool of competency
mapping measures a clear picture of every incumbent in the
organization.
HR has put a step to introduce a system of competency
mapping of each role and it should be lien to performance
management system in the organization. With this system measure
the present potential of the job/ role holder, identify & analyze the
gap, bridge the gap by giving learning & development input in the
identified areas and again examine the competency, find out
whether it reaches to the standard competency
The process insures that employees have the opportunity to
identify
both
their
areas
of
strength
and
opportunity
for
improvement, which allows them to prepare an individual learning

and development plan. It helps to motivate the best and develop
the rest which is a win-win situation for everyone
Therefore, HR department use and implement this tool of
competency mapping for the over tool of competency mapping for
the over growth of business
COMPETENCY
Competency is a practical ability that is informed to some
degree by theoretical understanding: this is a much better model
for assessment than any purely conceptual model. Competencies
are the skills and abilities of an individual that result in better
performance in given area
It can be defined as Combination of knowledge, skills,
attitude and personality of an individual as applied to a role or job
in the context of the present and future environment that accounts
for sustained success within the framework of organization values.

P AGE 6
MCP 4 TH SEM
Competency can also be referred as a cluster of related

knowledge, attributes, skills and other personal characteristics
that;
Affects a major part of ones job

Correlates with performance on the job
Can be measured against well establish standards
Can be improved via training and development
DIFFERENT TYPES OF COMPETENCY

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

identify, study, understand, map, assess and develop.
Generally the competencies that we talk in HR are the
elemental competencies.
Behavioral or Personal competency

Underlying performance characteristics of individuals which
they bring to work. It includes interpersonal, leadership, analytical
and achievement orientation attributes
Threshold and performance competency

Boyatzis (1982) made the distinction between the two. The
former does not make any distinction between high and low
performance but are the basic competencies to do a job.
Performance competencies make this distinction.

P AGE 7
MCP 4 TH SEM
Surface competencies
It may be mentioned that competencies exist at both the
surface as also at the core personality level. The surface level
competencies of knowledge and skills are visible in ones behavior
or performance and can be developed with appropriate training
and
development.
However,
the
core
motives
and
trait
competencies reside deep within us and are difficult to understand,

measure and develop. Since these are large in number, one needs
to focus on specific motives and traits with a view to developing
them in a cost effective manner. However, self concept lies
somewhere
between
surface
and
core
competencies.
The
competencies lying deep within can be developed over a longer

period of time by appropriate job placement of the employee which
will offer him opportunities to develop these competencies for
future senior roles. It has often been observed that ones best
performance is driven by core competencies rather than task
related skills and knowledge, which goes to show that selection on
the basis of qualifications or skills alone will not ensure a
candidates best performance.
COMPETENCY MAPPING
Competency Mapping is the process of identifying the
competencies required to perform a job or role successfully and/or
a job incorporating those competencies throughout the various
process
(i.e.
job
evaluation,
training,
recruitment)
of
the
organization.

P AGE 8
MCP 4 TH SEM
Competency
mapping
is
identified
in
the
organization
Competencies can be identified by one of more of the following

category
of
people:
Experts,
HR
Specialists,
Job
analysts,
Psychologists, Industrial Engineers etc. in consultation with: Line

Managers, Current & Past Role holders, Supervising Seniors,
Reporting
and
Reviewing
Officers,
Internal
Customers,
Subordinates of the role holders and Other role set members of the
role (those who have expectations from the role holder and who
interact with h him/her).
VARIOUS METHODOLOGIES USED FOR

COMPETENCY MAPPING
The following methods are used in for competency mapping:
Interviews
Group work
Task Forces
Task Analysis workshops
Questionnaire
Use of Job descriptions
Performance Appraisal Format
IMPORTANCE OF COMPETENCY MAPPING
Structured
and
documented
procedures
provide
convenience in recruitment thereby reducing time and

employee cost.
Predefined
criteria
eliminate
chances
of
wrong
recruitment, thereby reducing time and employee cost.
The organization has a ready rekoner of
skill
inventory/ management inventory
Training need identification becomes clear and precise.
Helps in benchmarking the standards.

P AGE 9
MCP 4 TH SEM
Gains a clearer sense of true marketability in todays
job
market;
once
the
individual
knows
how
his/her
competencies compare to those that are asked for by the job

market in key positions of the interest.
Projects an appearance as a cutting edge and wellprepared candidates, who has taken the time to learn about
competencies, investigate those in demand, and map his/her
own competencies prior to interviewing.
Develops the capability to compare
ones
actual
competencies to an organization or positions required/

preferred competencies in order to create an individual
development plan.
COMPETENCY MAPPING IN CURRENT

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

P AGE 10
MCP 4 TH SEM
Competencies may be classified in following four areas:

Technical,
Managerial,
Human
and
Conceptual.
Competency
mapping is process of identifying key competencies for a particular

position in an organization and it helps to identify the success
criteria
in
particular
behavioral
standards
of
performance
excellence, required for individual to be successful in their roles. In

competency mapping all details of the behaviors (observable,
specific, measurable, etc.) to be shown by the person performing
that role are specified.
When we talk about performance it means basic skill +
attitude =performance. In performance, it is considered that who
ever is performing role is having basic skills of his specialized area
but he is lacking 100% attitude and other behavioral aspects.
These aspects are very Challenging and changing time- totime, unpredictable. Therefore, we have to develop and tie up this
area with effective learning applying traditional as well as modern
methods to enhance the level of understanding, communication,
interpersonal
relationship,
teamwork,
decision
making
and
leadership which ultimately leads to 100% positive attitude

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

P AGE 11
MCP 4 TH SEM
In this age of globalization, HR department plays significant

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

The process insures that employees have the opportunity to
identify both their areas of strength and opportunities for
improvement, which allows them to prepare an individual learning
and development plan. It helps in many ways like job evaluation,
recruitment, training and development, performance management,
succession planning, talent induction, management development
and importantly it helps to motivate the best and develop the rest
which is a win-win situation for everyone.
Therefore, HR department must use and implement this tool
of competency mapping for the over all growth of the business
although it requires lot of time, dedication and money.

P AGE 12
MCP 4 TH SEM
LINKING COMPETENCY MAPPING TO

PERFORMANCE MANAGEMENT : THE NEW
PARADIGM
Today organizations recognize that they carry out their
business through people and they are truly their most valuable
resource.
Over
the
last
10years
competency
mapping
has
generated a lot of interest as key element and measure the human

performance. Competency mapping is the adjunct to knowledge
management and other organizational initiatives. It consistently
measure and assesses individual and team performance as it
relates to the expectations of the organization and its customers. It
is used to identify key attributes-knowledge, skills, and behavioral
attributes that are required to perform effectively in a job
classification or an identified process.
Competency mapping juxtaposes two sets of data. One set of
data is based on organizational workflow and processes and the
other set of data is based on individual and team performance
capabilities. Competency mapping aids in defining the success in a
job and work roles within the organization. Therefore, the outputs
are linked to individual competencies of the employees.
By referring to forecasted outputs as outlined in performance
plan of the employees, decisions can be made as to how to best
manage,
evaluate
and
develop
employee
performance
and
compensate individuals based on their demonstrated performance.

However, forecasting of output is dependent on the following
factors:
Expected organizational performance is defined

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

P AGE 13
MCP 4 TH SEM
Instructional
competencies
are
developed
from
workforce competencies to enable assessment of need and

the development of relevant training
Individual skills/assets influence individual performance

The challenge for organization today is no longer simply
workforce complexities but also to manage changing needs of
employee competency. Mapping competency on an organizational
basis will provide a means for pinpointing the most critical
competencies for the organizational success. They are main factors
that determine foundation of required whether an employee will be
able to perform well. Competency mapping helps in establishing
link between individual competencies and organizational strategies
and goals.
Thus competency mapping is an essential aid for improving
performance as competency mapping can be foundation for
aligning workflow and process outputs with critical customer
requirements with a foundation of required employee attributes
and competencies
COMPETENCY MAPPING GAP ANALYSIS

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

P AGE 14
MCP 4 TH SEM
In order to create competency profile and competency

development plan, individual objectives are first established for all
employees. The individual objects are aligned with the business
plan. Efforts are made to ensure that employees can easily follow
the link between company objectives and their own objectives or
goals. This is vital so that everyone works towards the same
objective. It also motivates people and helps them see how their
objectives are aligned with the companies objectives.
Gap analysis helps to determine the gap between the desired
level of competency and the actual present level of competency.
That is shown while performing on their job. The back bone of gap
analysis on an individual level is the key performance area setting.
Key performance area need to be set for all the position in the
organization. Keeping in mind the fast changes in the industrial
environment, the profile needs to be flexible and easy to adapt to
different situations and jobs.
The gap analysis consists of 3 main steps. First comes the key
performance area setting. The manager and the team members
together review the job description and individual objective for the
coming year. Based on this review, the key performance areas are
set and hence, competency based profile is prepared. Four to five
critical competencies necessary to succeed in the job are identified.
At the next stage, competency levels are assessed. The
desired level for each competency is determined by the manager
based on inputs from the business plan, composition of the team,
job description and individual objective. Finally the team members
and the manager discuss and reach a consensus on the present
level for each competence. It is important that this is the consensus
decision and the gap differences are defined and agreed upon.
BENEFITS
Employee competency map is a very useful document and can
be used for the following applications.
P AGE 15
MCP 4 TH SEM
1.
2.
3.
4.
5.
Candidate appraisal for recruitment

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

Selection of candidates for employment is very important
decisions for any organization. A wrong selection costs the
organization in terms of recruitment costs, efforts, time and
opportunity. Whereas landing into unsuitable job is very painful and
unsettling experience for the candidate. Job position competency
map provides clear guidelines and reliable process for selection.
Competency map for the job position and Assessment of
candidates for the required competencies gives comparatively
reliable
indication
about
suitability
of
the
candidate.
The
assessment also provides guidelines on the training needs for the

candidate if selected for the position.
2. Employee potential appraisal for promotion or

functional shift
Every Job position requires different set of competency and
hence an excellent performer in junior position may not necessarily
perform to the expectations when promoted to a senior position.
Also an average performer in a junior position may turn into a star
performer when promoted to senior position. Similarly a successful
person in one department may turn out to be unsatisfactory in
another department and also a not so competent person in one
department may give excellent results in other department
Hence departmental shifts and promotions need careful
assessment of the competencies of the person with respect to the
required competencies of the new position. It is recommended to
assess core competencies for the promotion or functional shifts.

P AGE 16
MCP 4 TH SEM
3. Employee training need identification

Competency
mapping
and
assessment
provides
clear
indication of employees developmental needs. Candidate weakness

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

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

Competency
understanding
based
of
assessment
performance
provides
problems.
excellent
Observed
non
performance of an employee can be due to factors that are out of

the
control
of
the
employee
or
due
to
lack
of
required
competencies.
Employees those are not able to perform to the expectations
should be assessed for core as well as support competencies and
any observed inadequacy should be carefully studied to understand
its effect before taking any remedial measures.
5. Employee self development initiatives

The
competency
map
and
behavioral
indicators
help
individual to understand direction for their own development. They

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

P AGE 17
MCP 4 TH SEM
The competency map indicates the competencies that are

required for improved performance and behavioral indicators
shows the factors that build up the competency. Organizations
should develop a competency map document and make it available
to all employees for reference and study.
COMPETENCY MAPPING AS VARIOUS HRM

ACTIVITIES
Selection system
An interviewer looks for best fit candidate as per the job
profile.
Training and development

It provides a list of behavior and skills that must be
developed to maintain satisfactory levels of performance.
Succession planning
It focuses on the same set of attributes and skills relevant to
succeed on the position under consideration.
Performance management appraisal system

It focuses on specific behavior offering a roadmap for
recognition and reward and possible advancement.
Competency mapping can be an effective
communicating
to
the
workforce
the
value
of
the
way
of
senior
management and what people should focus on their behavior for

e.g. A competency based appraisal system, helps to distinguish
individuals with the characteristics that are required to build and
maintain an organization, value teamwork, respect for individual
innovation or initiative.

P AGE 18
MCP 4 TH SEM
VALUE ADDITION FOR ORGANIZATION

Over all organization performance by capturing the market
share, improved customer service, innovation, improved efficiency,
decrease in time to market and better decision-making.
VALUE ADDITION FOR EMPLOYEE

Rationalizing personal decision by promoting truly qualified
employees and allowing others to take advantage of it
BENEFITS OF USING COMPETENCY BASED

SELECTION SYSTEM
It provides a complete picture of job requirement .A
competency model provides a complete picture of what it

takes to perform the work Thus ensuring the interviewer look
for characteristics that are needed to do the job well.
Increases the likelihood of hiring people who will

succeed. Interviewer can judge who lacks a critical set of
skills knowledge and characteristics and focus on those with
strong potential.
Minimizing investment in people who do not meet

expectation .Hiring a wrong person has a tremendous impact
in the productivity and profitability of the organization.

TRAINING AND DEVELOPMENT
SYSTEM
Competency mapping help people better asses their
current capabilities and difference .The behavior they need to

develop their effectiveness .It enables people to focus on the
skills,
knowledge
and
characteristics
that
affect
job
performance.

P AGE 19
MCP 4 TH SEM
Competency
mapping
ensures
training
and
development. Competency model provides for training and

development opportunities and ensure that they are the one
that are essential to the organization.

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

accomplished.
Competency mapping integrated with performance

appraisal ensures a balance between what gets done and how
it gets done.
Based on Competency mapping. Performance appraisal

is done as individual performance as per set standard is
gauged. It gives a more accurate way of assessing people.
By identifying critical behavior performance appraisal

gets more accurate

SUCCESSION PLANNING SYSTEM
Succession planning integrates various system of HRM.
It helps decide who is ready, why who will be ready soon

accompanied
by
persons
development
needs
and
recommended actions to close the gap.

P AGE 20
MCP 4 TH SEM
METHODOLOGY

P AGE 21
MCP 4 TH SEM
COMPETENCY MAPPING OF EMPLOYEES

AT TELCO
Need for the competency mapping
Competency mapping has become the latest buzzword
for many organizations as more and more of them are

applying this concept for training, career development and
selection of their employees. The change in the ideology of
the organizations can be attributed to the change in the work
culture, environment, as well as growing competition among
companies.
Competency mapping enables the organization to link

selection
training
competency
understand
and
mapping
what
development.
also
helps
constitutes
The
the
superior
process
of
organization
to
performance
and
provides a framework for superior performance. It enables to

establish
measurements
that
make
difference
in
performance levels.
Objectives
To
identify
the
competency
level
of
shop
floor
employees across organization and compare it with the

expected company standards.
To recommend some improvement areas for the shop

floor employees in building competency that are required.
Data collection method

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

supervisors.

P AGE 22
MCP 4 TH SEM
The data is collected as per the mapping format given
by the company officials.
Secondary data
Company manual
Company website
Human resource journals
Internet.
Sampling element
The shop floor employees of the Telco. The basic nature of
work seen in the floors is assembly. Each employee is assigned
specific task of assembling the different parts of the final product.
The companies intend to find out the level of basic skills in different
areas and map them to predefined standards.
Sampling size
Total of 133 shop floor employees.
Midi shop 38
Mini shop 40
Wheel shop
39
Others shop*
16
*Includes Gear, SCM and Dispatch shops.
Tools and techniques of data collection and

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

P AGE 23
MCP 4 TH SEM
Time Period
The project as commenced from Dec 10 th 2007 and it ended
on April 19th 2008. The project is carried out in the organization
Telco which is one of the concerns of Tata group.
Geographical Area
Telco Construction Equipment Company Ltd
BlockNo.2
Belur Industrial estate
Garag Road Mummigatti
Dharwad-580007
Uniqueness of the study

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

P AGE 24
MCP 4 TH SEM
COMPANY PROFILE

P AGE 25
MCP 4 TH SEM
Telco Construction Equipment Co. Ltd. is a joint venture

company between Indian automobile giant Tata Engineering Ltd.,
Mumbai and world leaders in hydraulic technology, Hitachi
Construction Machinery Co. Ltd., Japan.
Starting operations in 1961 with the manufacture of friction
machines in collaboration with P&H, USA, today Telco is a market
leader in India. The product range includes hydraulic excavators,
crawler cranes, wheel loaders, backhoe loaders, off-highway
dumpers, motor graders, skid steer loaders, cane loaders and truck
loader cranes. It is now spreading its reach overseas and has
already supplied equipment to some Asian, African and Middle
Eastern countries. Telco's credentials lay together in its design
capabilities, in its associations with world leaders such as Hitachi,
John Deere, Euclid, Tadano, ZF and the like, state-of-the-art
manufacturing facilities is in Jamshedpur and Dharwad and
excellent and wide-spread customer support, the key to smooth
running of capital equipment is well taken care of by its network of
more than 30 offices and many more service associates.
DHARWAD PLANT
It is the younger of the two facilities having been set-up in
1999 this modern and highly mechanized facility spread over 118
acres rolls out more than a thousand machines with less than 50
workers. It is here that the 'Contractor's machines' which is
machines of under-20T class and wheeled equipment are made.
Dharwad lies in the center of the hubs of the markets for these
machines, concentrated in the South and West. To be precise it is
420km from Bangalore, 400km from Pune and 470km from
Hyderabad.
A joint venture with Hitachi - World leaders in hydraulic excavator
technology, Telco has access to the very latest and is able bring
P AGE 26
MCP 4 TH SEM
world-class products to the discerning Indian customer. Telco, an

80:20
joint
venture
between
Tata
Engineering
and
Hitachi
Construction Machinery Ltd. of Japan, has recently started

manufacturing the Euclid-Hitachi 35-tonne capacity dump-trucks at
its works here. The manufacturing facilities are in accordance with
Hitachi standards and stipulations and the Tata policy of quality
ensures that only the best machines roll out. Telcos facilities are
located in Dharwad in Karnataka and Jamshedpur in Jharkhand, are
strategic locations with proximity to the markets of the respective
products manufactured in each.
BRIEF OF DHARWAD MANUFACTURING

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

P AGE 27
MCP 4 TH SEM
The harsh conditions that prevail on a field site, makes

equipment susceptible to damage and corrosion. So the machines
that roll out of Dharwad receive an Autophoretic Pretreatment,
oven baking, followed by PU-based painting, a process unique to
the Indian Construction and Earthmoving Equipment industry. This
makes the machines corrosion resistant and gives them a superior
finish.
VISION AND MISSION STATEMENT OF

TELCO
Vision:
Global Top 25 in CE Industry by 2012.
Mission:
of
To be The Most Trusted Partner for providing Full Line

Constructive
Solutions
for
Mining,
Construction,
Infrastructure & Agriculture Sectors.
While Dominating the Indian Market, we shall make

concerted efforts to meet our Global Ambitions.
Our Hallmark shall be Our Motivated People, Strong

Partnerships at all levels, Superior Technologies and Our
Widespread Customer Support, all working in Unison with
Environment and Society.
TELCO QUALITY POLICY

Telco is committed to maximizing customer satisfaction and
delight.
It
will
strive
to
achieve
this
goal
by
continuous
improvement of its design and development, manufacture, sale and

service of its products .It will also ensure that its products are
reliable, safe environment friendly and cost effective and its service
are of the highest order.

P AGE 28
MCP 4 TH SEM
TELCO PHILOSOPHY AND VALUES
Ethical Behavior
Integrity
Credibility
Transparency
Customer orientation
Agility, speed & competitive urgency
High performance culture
Innovation
Meritocracy
Team work as well as respect for individuality
Fact Based
Socially Responsible
Learning organization
TPM POLICY
Achieving BUSINESS EXCELLENCE
through
Participation of All employees
for achieving
ZERO DEFECTS
ZERO BREAKDOWNS
ZERO ACCIDENTS
&
Delivering world class services & products
Of highest VALUE to our CUSTOMERS.
TELCO P-D-C-A-I CYCLE

Telco has adopted the Tata Business Excellence Model as
the guiding post and some focused improvement approaches as
enumerated below:
TPM (Total Productive Maintenance), which aims to
achieve zero defects, zero breakdowns and zero accident and

delivering world class services and products of highest value
to our customers through participation of all employees.
P AGE 29
MCP 4 TH SEM
CRISP
(Cost
Reduction
Initiatives
for
Sustained
Profitability), which aims to enhance value delivery for the

customer and the company.
TOC (Theory of Constraints) which aims to delivery

highest value to the customer by improving our after sales
support system and spare parts availability.
SOX(Sarbanes and Oxley Act) which maps all enterprise

level processes, assesses the risk associate with these
processes and thus provide transparency of operation to all
the stake holders.
CFTs (Cross Functional Teams) which are formed for

attaining specific organizational objectives.
HHH (Hitachi Hand - Holding) for quality improvement

projects with Hitachi experts.
The overall approach to performance improvement is PDCAI
cycle (Plan-Do-check and integrate the activity with the companies
objective). The employees have been trained in PDCAI, which fits
their job function. Based on strategy pillars and job functions.
PRODUCTS OF TELCO
Mini
Ex-70
Ex-110
Midi
Ex-200
Wheel
Jd-315-V

P AGE 30
MCP 4 TH SEM
COMPETITORS OF TELCO
L&T
(Larson
and
Turbo)
Volvo
Caterpillar
Hindustan Motors
BEML
FOREIGN VENDORS OF TELCO
Eaton
Husco
John Deere(U.S.A)
ITM(china)
Kawasaki (Japan)
LOCAL VENDORS OF TELCO
Appex
RS Enterprise
M .M .industries
HUMAN RESOURCE POLICIES AT TELCO

Safety Measures
Articulation of safety policy and communication to
employees.
Regular safety training.
General safety committee comprising of management

and union representatives monitors policy related safety.
Each of the functional SMTs are assigned
coordinator on housekeeping and safety measures.
Safety round committee does regular safety audit and

identifies human and physical factors causing deterioration in
work environment, different parameters has been identified
based on the nature of work place for audit.
Safety audit was conducted by an external agency Tata

AIG Risk Management Services Ltd.
Special safety campaigns and drives during the year

(poster and slogan contest).
A pool of certified first aid workers has been created.
Distribution of safety appliances.
Compliance to statutory requirements.

P AGE 31
MCP 4 TH SEM
Health
Telco believes in employees good health, so it has adopted
several measures for the same, it also provides with canteen
facilities serving fresh, hot nutritious food to all its employees
based on the principles that way to the mans heart is through his
stomach
for
making
them
more
committed
towards
the
organization.
Holds mandatory health check ups for painters, eye
check ups for drivers, employees working at heights above 6

feet.
Mandatory executive health checks up.

Monitoring of ambient air quality.
Monitoring of effluents.
Monitoring of illuminations levels and noise levels in
the shop floor.
Proper disposal of hazardous wastes like painting

sludge and hardening salts.
Material safety data sheets.
Preparedness for Emergencies or Disasters.
Telco uses the emergency services of Tata Motors like
fire services medical services.
Disaster management control has been setup by Tata

Motors and Tata steel round the clock service.
The on site emergency action plan has been prepared.
Regular mock fire drills.
Employees Satisfaction Measures

The
methods
through
which
employ
satisfaction
are
measured
Exit interviews
Employee satisfaction survey
Joint Management Council meetings.
Regular one to one interaction of employees with HR.
Open session discussion with MD.

P AGE 32
MCP 4 TH SEM
MD lunch session with young officer.
Recruitment at Telco
Advertisements
are
published
in
all
the
leading
newspapers, based on the requirement candidates are called

for the test and interview.
Fair and transparent selection procedure is carried out.
Recruitment directly from the colleges across India,

due weight age is given to colleges located at northeast
region of India. For manager designation engineers are
required and for floor employees ITI is the basic qualification.
Female candidates are also given due weight age.
Training and development at Telco

The training need assessment is done on a yearly basis and is
assessed
using
multiple
approaches
depending
upon
the
employees. A detailed discussion is held between the human

resource department and functional department based on the short
term and long term functional plans.
The competencies are identified and mapped into the
individual base and then the gaps are identified for each individual.
The interactive appraisal process is carried out which helps the
employees
to
mention
and
discuss
their
developmental
requirements for learning and progression. The process helps in

aligning, long term and short term action plan and also helps in
involving the employees in capturing their training requirements
for their career development.
Once the training needs are identified based on the priority
training plan for all the employees is prepared after the discussion
with the functional heads.

P AGE 33
MCP 4 TH SEM
Performance Management System at Telco

Managers/executives
Performance management system is based mainly on targets.
Harmony is a detail plan of all the targets to be reached in one year
or 6 months based on these targets the performance of the
executives are reviewed.
Supervisors and floor employee
Annual appraisals for supervisors and floor employee.

Customer satisfaction is a key parameter for the
appraisal.
Employees are rated on various competencies based on

that appraisal is carried out.
Improvement areas are clearly communicated and

development plans are made on mutual agreement.
Retention policies at Telco
To help new employees many mandatory induction
programmers are held, to help new employees to get

familiarize with the company values and culture
Welcome allowance is provided to new recruits
Fringe benefits like travel and reimbursement for

bringing household goods, helping for the children admission.
Mentoring and monitoring of new recruits by human

resource department
ABOUT THE PRODUCTION DEPARTMENT

The production plant is divided into 4 shops Mini, Midi wheel
and dispatch shop. In Telco there is assembly line production, the
machine, which is to be assembled, will be moving on the conveyor
and the different subparts are to be fixed at different stations. Telco
has a well-managed electronic system.

P AGE 34
MCP 4 TH SEM
In production department machine parts are forwarded from

SCM department only after inspection, it is collected from various
vendors. The main function of production department is assembling
these machine parts at various levels. Mainly there are two
assembling section, track assembling and mainframe assembling.
After this assembling it is assembled with swing device, engine
assembling, fuel tank etc. The production process is same for all
machines. Main part of the machines are track frames, propel
device, swing bearing, track chain, engine, battery, operators
cabin, cylinder etc.
All the three shops are divided into three parts: Sub
assembly area (left), Main line (middle), sub assembly area (right).
Activity in Main line assembly
Apply a thin layer of gasketing compound anabond 610
on outer race of swing bearing.
Apply thread locker anabond 111 on double decking

bolts.
Position track frame assembly on conveyor using crane.
Position main frame on top of track frame using crane.
Torque control valve mounting bolts and mark check

lines
with white paint.

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

mounting floor plate.
Mount the engine.
Tools used in the assembly process
Open end spanner

Deep spanner
Impact socket
Allen socket
Flat screw
Hammer
Ratchet
Nut runner

P AGE 35
MCP 4 TH SEM
Torque wrench
Fixed
torque
wrench
Activities in Sub Assembly
Visual inspection
Fixing of grease nipples
Casing covering using dust seal
Placing of assembled bucket cylinder
Fastening bucket cylinder using pin
Pin covering using strip
Connection of inlet and out hose to the bucket cylinder
and tightening
Activities in Track Frame Area
Position invert track frame on skid of inversion device

Clean track frame
Fit grease cover
Mount lower rollers and torque mounting bolts use
anabond
Mount centre joint and torque mounting bolts use

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

P AGE 36
MCP 4 TH SEM
ANALYSIS

P AGE 37
MCP 4 TH SEM
PROBLEM
In a competitive environment, like one in Telco, it becomes
necessary for it to remain one step ahead of others all the time. An
organization will not be able to sustain its processes if it does not
posses a work force that is competent and aligned to the
organizations goals and objectives. In order for Telco to remain
competitive in the field in which it is operating, it requires the
employees to posses certain competencies which the organization
finds necessary to be able to compete successfully in the market.
This quest for competencies result in competency studies
being undertaken which involves identifying technical needed to
perform various roles. The competencies turned up by these
studies became the basis for decisions about training and other
human resource issues.
It was decided carry out interview to aid the floor employees
to assess each skill set a set of questions were asked in guidance
with supervisors with the help of mapping format given by the
company officials. To identify those competencies which would
serve as a tool to aid in various human resource systems that were
existing in the company such as training.
The report points out the tools and methodology that could be
followed to study similar jobs .The report would also be of help to
the company in development of job descriptions of the various job
positions so that the tasks can be efficiently allocated among the
various job hires.
Also the competencies could be of use in the training,
performance appraisal and in developing a competency based pay
system.
The gap analysis serves to identify the gaps between the
existing and desired competency levels and considers if training
can solve the problem. It is a process focusing on identifying and
solving performance.
P AGE 38
MCP 4 TH SEM
GAP ANALYSIS
Gap Analysis is the gap between what is and what ought to
be. The Gap Analysis serves to identify the gaps and considers if
training can solve the problem. It is a part of planning process
focusing on identifying and solving performance problems.
A Gap Analysis should be done whenever new requirements
are issued, when job performance is below standards, when new
training needs to be given and when new training has been
received. A Gap analysis helps in assuring that training is the
appropriate solution.
In short the following things must be kept in mind while
conducting a Gap Analysis.
To
determine
what
training
is
relevant
to
your
employees tasks and responsibilities.
To determine what training will improve performance.
To determine if training will make a difference.
To link employees performance with the organizations

goals.
Gap analysis is a very efficient tool as it could be of use in the
performance
appraisal
of
employees
and
in
developing
competency based pay system. It establishes measurements to

assess differences in the performance levels and tends to give
suggestions to overcome the differences.
Representation
Gap analysis in the project is done using spider charts. This
chart gives the clear picture about the required standards set in
the company with respect to the possessed skill sets of the
employee. This chart gives the clear picture of the competency
possessed by the employee and also compares it with his one level
of skills in other skill sets. This helps the organization to easily
identify the course of action for the gaps found.
P AGE 39
MCP 4 TH SEM
Relevant information like Ticket No., Experience and Shop

on per employee basis is also put along with the Spider Charts.
This helps the HR department to handle the course of action for the
employees on per employee basis. At the end of the table action
plan for that particular employee is suggested depending on the
gaps found.
Spider Chart
A spider chart, also known as a radar chart or star chart, is
two-dimensional chart of three or more quantitative variables
represented on axes starting from the same point. The relative
position and angle of the axes is uninformative. Spiders are usually
used to compare performance of different entities on a same set of
axes.
In this case the shops represent quantitative variables and
the scale value or the distances from the center represent the
performance or skill set levels. I have plotted one chart per
employee comparing his skill set level against the company
requirements
Spider Charts from next page

P AGE 40
MCP 4 TH SEM
COMPARATIVE ANALYSIS
Comparative analysis is the comparing similar entities for
different quantitative terms. Comparative analysis gives the better
picture of the state of each entities compared.
Colour coding
The skill sets are tabulated across different skill sets each
row representing data relevant to an employee. Months of
experience and the Ticket numbers are also tabulated for
reference.
Midi Shop
Employee name
Reference
M R Maritammanavar
Neelappa S K
S Venkataravan
Anandgouda B K
Mallappa A G
Suresh H Chinchli
M S Chitti
Suresh L Rathod
Ishwara Badiger
Ramesh C Kumbar
Pundalik.P.Y
Goudappagouda Patil
Manjunath G T
Sahadev.D.Bapannar
Kallappa F Gali
Jotiba S Khandagale
Sanjeevgoud Y Patil
M A Gali
Ishwaragouda S H
Y T Ambannavar
Manjunath K Badiger
Nigappa Ankalagi
Abdul H Bhagawan
Manjunath Mummigatti
Bhartesh A Gali
V V Jyoti
Shivangouda Patil
Ticket
No.
_
36080
36148
N/A
36161
36118
36021
36016
36022
36093
36089
N/A
36142
N/A
36124
36058
36091
36088
36049
36146
36063
36198
36197
36020
36111
36110
N/A
36046
Exp in
Mnths
_
60
24
6
12
28
96
96
96
72
36
8
48
5
24
60
36
36
72
24
72
12
12
84
24
24
2
72
ED
3
2
2
3
2
3
4
3
2
2
2
2
2
3
3
2
2
3
3
3
3
4
2
3
2
2
4
4
Kaizen
3
4
3
1
2
4
4
4
3
2
3
1
2
1
4
4
4
3
2
2
4
1
1
3
3
2
2
4
BE
3
4
2
1
2
2
2
2
2
2
2
2
2
2
4
2
4
3
3
2
2
4
1
2
2
2
1
3
AT
4
4
4
2
2
2
4
4
4
2
2
3
4
4
4
4
4
4
4
4
4
4
3
4
4
4
4
4
MTTH
4
2
3
3
2
3
4
3
3
2
2
3
3
3
2
4
2
4
4
2
4
4
3
1
4
4
1
3
M B Hiregoudar
U S Neelegouda
Shankar R Bebasur
Manjunath P Asundi
Chandrasharayya V
Praveen Khadanpur
Mahadevappa D
Vinod T Jambotkar
G V Desai
Shivanand T Dharwad
I J Sangami
N/A
N/A
36070
36072
36191
N/A
36109
36012
36014
N/A
36047
2
2
48
48
12
5
24
96
96
2
84
2
2
2
2
2
3
3
4
2
2
4
1
1
1
4
2
1
3
4
4
1
4
1
1
1
3
2
3
2
4
4
2
3
3
2
2
2
2
3
2
4
3
2
4
1
1
3
2
2
2
2
4
3
2
4
Kaizen
3
2
2
3
2
1
3
3
4
4
1
4
4
2
2
4
2
2
2
4
2
1
2
2
2
3
2
4
4
4
2
2
2
3
2
2
2
2
BE
3
2
1
2
1
4
2
2
2
2
1
4
2
1
3
4
2
4
4
4
1
1
2
3
2
2
2
4
2
4
1
1
2
3
1
1
2
1
AT
4
3
2
1
4
3
4
3
3
3
1
3
4
2
4
3
3
3
4
4
2
2
2
4
3
3
2
4
4
4
4
3
4
4
4
3
4
4
MTTH
Mini Shop
Employee name
Reference
Rajeev
GangadarTR
Ashok T. R
AnvattiTR
R.S.naik
SamuelPM
Sahadev Reddy
R.C.Halligerimath
Alwin S Pannakar
Bhimanagoud H M
SC Hanchinamani
Rajesh N Talekar
Pravina C
Nagaraj M H
I N Patil
Umesh C Gosal
Mllappa B H
Nagesh Shintri
S S Hombal
Manjunath P K
Mahadevappa Y P
Channappa S H
Amol L B
Hemath.G.B
Girish A Gudi
Mallappa B O
Kotreshi T U
Dadapeer D H
Anil K Yallal
Prashant Pise
Manjunath S D
Sadashiv P Balebal
Nagappa F K
Ramu Akalwadi
V Narayanaswamy
Nagappa H Hosamani
Mahantesh G K
Ticket
No.
_
36119
N/A
N/A
N/A
36196
36192
36095
36045
36154
N/A
36065
36094
36195
36066
36055
36069
36167
36073
36056
36150
N/A
N/A
N/A
N/A
36079
N/A
36011
36003
36005
N/A
N/A
36166
36151
36117
N/A
36159
36162
Exp in
Mnths
_
48
8
4
12
12
14
36
72
18
2
36
48
12
36
60
36
18
42
66
24
4
8
4
4
72
5
102
102
102
11
11
24
36
24
4
20
18
ED
3
2
2
2
2
2
2
3
4
2
2
3
3
2
2
3
2
2
4
4
2
2
2
2
2
4
2
4
4
4
3
3
3
3
2
1
3
3
4
2
1
1
1
2
2
3
4
2
1
4
4
2
3
4
3
1
3
4
2
1
2
4
1
2
2
4
4
4
1
2
1
4
1
1
4
2
Subhash Kurkuri
Mahantesh K N
Manjunath A C
36193
N/A
36144
12
5
24
3
3
3
3
2
4
1
1
3
4
4
4
3
3
3
Kaizen
3
1
2
2
1
4
2
3
3
2
3
2
2
1
4
2
2
2
2
2
3
3
3
2
4
4
3
3
3
1
1
2
3
1
2
1
2
2
1
4
BE
3
1
2
1
1
2
2
3
2
2
2
2
2
1
4
1
2
2
2
2
2
3
2
2
3
3
1
1
1
1
1
2
2
1
4
1
2
1
1
3
AT
4
2
2
2
2
4
2
3
3
2
4
3
2
2
4
2
2
2
2
2
4
3
3
3
4
4
3
4
4
1
2
4
3
2
3
2
3
3
2
4
MTTH
Kaizen
3
2
BE
3
1
AT
4
2
MTTH
Wheel Shop
Employee name
Reference
Annappa M K
Kallappa Kammar
Prakash Ambannavar
Manjunath H
Vardhman N Gali
Ningappa S A
Suresh Y Ankalagi
Laxman Pundalik
Ningappa M
S N Desai
Hanumant Y N
Raghavendra G K
Prakash K
Jagadish V Mirji
Mallikarjun Kotri
Shivashankar Kalal
Shashidhar S B
Panchakshari C S
Ravindra Bagodi
M P Gali
Venkatesh Chauvan
Shivanand M Yakkundi
Vijay Bhosale
C M Desai
S K Hugar
Bhattangi Narasappa
B R Dandin
Krishnakumar Giriyal
Vijaykumar Patil
Basavraj Muragod
Naveen Chougule
Nagaraj K Patil
R M Tukkannavar
Prashant M Kadam
S L Gani
Annappa K Morabad
Neelakanth Gouda SR
S N Tambitkar
S R Gorabal
Ticket
No.
_
N/A
N/A
36216
N/A
36060
N/A
36059
36116
N/A
36053
36113
N/A
N/A
36013
36121
N/A
N/A
N/A
36123
36017
36120
36087
36152
36019
36015
36108
36114
36071
36115
36155
36054
36068
36203
36143
36215
36122
36090
36214
36053
Exp in
Mnths
_
1
8
12
12
60
8
60
36
12
72
36
8
12
102
24
8
9
8
24
84
24
24
24
84
108
41
18
60
29
22
65
33
15
22
15
28
33
15
66
ED
3
2
2
2
1
2
2
4
3
4
3
2
2
2
4
2
2
2
2
2
3
3
3
2
4
4
2
3
3
2
2
2
1
3
2
2
2
2
2
3
4
1
2
1
1
4
2
3
3
2
3
3
2
2
4
1
2
2
2
2
3
3
2
2
4
3
1
1
2
1
1
4
1
1
1
1
2
1
1
4
Other Shops
Employee name
Reference
Ashok G Roogi
Ticket
No.
_
N/A
Exp
_
5
ED
3
2
4
1
Prashant S
Shailesh Kulkarni
Cecil S Korishetty
T S Haraviyavar
M M Kudachi
H Y Dasari
Praise Kunjukutty
Girish S Kulkarni
Adarsha Patel K S
Mahesh C Hanchimani
Gangadhara C H
Shankappa Pasarada
Khandoba M S
Sachin Pawar
T D Ambannavar
36204
36201
36074
36023
36006
N/A
36067
36165
36164
36086
36149
36137
36158
36190
36064
18
12
48
84
102
2
48
18
18
36
18
18
18
18
48
2
2
3
4
4
1
4
2
2
2
2
2
2
2
2
3
2
2
2
4
2
2
1
1
2
2
3
3
2
3
1
2
3
4
4
1
3
2
1
2
2
2
2
2
1
2
1
4
4
4
2
4
3
3
2
2
2
2
2
3
2
1
4
4
4
1
3
2
2
2
1
2
3
3
2
Interpretation
To help understand the skill set level each cell is colour
coded. Colour coding the skill set table is targeted towards
representing the gaps in more understandable way. In the table the
contents of the cell represent the actual level of skill set the
individual possess; represented as a number. And the colour of the
cell represents the level of skill set in comparison with company
requirements.
Legend for Colour Coding
There is a gap in skill set w.r.t
Skill
set matches
w.r.t company
company
requirements
Exceeds
in skill set w.r.t company
requirements
requirements
Legend
Representation
1 Can Not Do
2 Can Do
3 Can Do Well
4 Can Teach
for
Skill
Set
Mean Comparison
The comparative analysis is carried out by calculating the
mean value of the skill set. In this comparative analysis the mean of
individual skill set is calculate using the SPSS package. This
analysis gives the result of how each skill vary in each shop and
where actually among the four scales the employees lie in each
shop.
Shop
Requirement
Midi
Mini
Wheel
Other
Engineering
Drawing
3.00
2.63
2.65
2.44
2.38
Kaizen
3.00
2.61
2.58
2.31
2.25
Basic
Electrical
3.00
2.32
2.18
1.87
2.06
Assembly
Tools
4.00
3.29
3.23
2.77
2.63
Machine Testing &

Troubleshooting
Hydraulics
4.00
2.74
2.45
2.08
2.31
Interpretation of the analysis
In case of engineering drawing employee lie in the
second scale that is Can Do. This mean they can perform
the job but dont have enough knowledge. In all shops
employee lie in the second scale. As per the company
requirement they should stand in the third scale that is Can
Do Well meaning they should have enough knowledge on the
engineering drawing skill set. This shows that there is a
scope for improvement in all the floors to reach the skill set
level set by the company standards.
In case of kaizen also employees lie in the second scale

that is Can Do mean they can perform the job but dont
have enough knowledge. . In all shops employee lie in the
second scale. As per the company requirement they should
stand in the third scale that is Can Do Well mean they
should have enough knowledge on the Kaizen skill set. This
shows that there is a scope for improvement in all the floors
to reach the skill set level set by the company standards.
Basic electrical skill set level in Mini, Midi and Other

shops lie in the second scale that is Can Do the job but
dont have enough knowledge. But in Wheel shop the scores
are very poor in Basic Electrical they Cannot do the job
relating
to
the
basic
electrical.
As
per
the
company
requirement every employee should be able to Do Well in

the basic electrical. But there is a huge gap in the possessed
skill set level when compared with the company standard
especially in the Wheel shop.
Assembly tools in Mini and Midi floors employees lie in

third scale they are nearer to the company standards they
possess enough knowledge about the assembly tools and they
can do their job Well. But in Wheel shop and Other shops the
floor employee lack knowledge in the assembly tools there is
a noticeable gap in comparison with the company standards.
Machine Testing and Troubleshooting Hydraulics in all
the shop floor employees lie in second scale. There is a huge

gap when compared with the company standards. As per the
company requirements they should be capable of teaching in
this area.
FINAL RESULTS OF THE SPIDER CHARTS

AND COMPARATIVE ANALYSIS IN
SHORT
The spider chart and gap analysis include all 133 employees
skill set analysis this analysis gives the whole view of all the skills.
The chart explains about the possessed skills with the company
requirement. The chart also explains about the different gap that
floor employee possess in each skill set. All the spider charts gives
the company each shop floor employees status in all skill the gap
analysis also tells were the floor employee lacks in which skill set.
The result of the spider chart helps the company to give training in
which skill set to which employee.
The comparative analysis tells about the mean skill set in
different shop in comparison with the company standards. This
comparative analysis gives view about how the skill of the floor
employee varies form one shop to another shop. This comparative
analysis gives the overall picture of all skill set in each shop. The
comparative analysis tells that the floor employees lie in the second
and third scale in all skill set but in case of basic electrics some of
employees in wheel shop lie in first scale that is they cannot do
there jobs. This comparative analysis gives the nutshell distribution
of all the skill set in different shop. This comparative analysis helps
to design the job rotation policies to all the floor employees and
also the analysis tells about which skill set require more training.
FINDINGS AND RECOMMENDATIONS

Skill Set Based
Currently KAIZEN training is given by external trainer.
There are many employees who have received KAMYABI

award for KAIZEN skills. If they can be trained to train
people it would help training new members. This will reduces
the dependency on external trainer.
Machine Testing training should be given in actual job

floors or at least the demonstration part of it should be
carried out in the field. This will help the floor employees to
understand the different testing concepts.
Most of the floor employees only know about very few

tests i.e. RPM test, Pressure test, speed test. There are many
other tests like leakage tests, Oil contamination test, sound
test, Environment test. So specific training should be
designed to cover these aspects.
Floor employees have very limited knowledge on the

basic electrics or are not confident enough to fix minor
problems. During the interaction it is found that lot of time is
wasted and work is interrupted due to dependency on
maintenance department. There are many ITI electricians
amongst the floor employees they should be identified and
given responsibility to handle minor issues arising in the
floor.
Most of the floor employees just know about two to

three most common tools. During the course of interaction
its found that they are using different tools but they dont
know the names of those tools. So proper training or
demonstration from senior members should be designed.
Banner of the various tools with there names and

functions can be displayed in each shop so that trainee or
floor employee can refer them.
.
General
Job Rotation: This involves the transferring the
trainee/employee from one shop floor to another. In this way

the employee receives job knowledge and gain experience
from his supervisor in each of the different job floors. This
Method
helps
in
understanding
the
solutions
for
the
challenges on the job floor on day to day basis.
Coaching/Probation: The floor employee is placed

under a particular supervisor functions. The floor employee
shares some duties and responsibility of his coach. This helps
growing more number of supervisors from with in the shop.
Committee assignments: There already are TPM

groups
in
Telco;
organizational
these
problem
or
groups
can
job
related
be
given
actual
problem.
These
activities aid team work and establish good relation among

the employees.
All employees can be updated with the company

performance and their contribution in that success. This
makes the employees feel good about the company and as
well gives bigger picture of their contribution towards
companys success.
More experienced employees in the company should be

given chances to share their experience with new employees.
There has to be a common forum or a yearly get to

gather of fest for all these activities.
Periodic trainings need be given on the operation and

maintenance of the different tools.
There has to be a mandatory training for new comers

about the company, code of conduct, safety and quality.
Senior employees should be given opportunities to visit

Hitachi Plant with intension of bringing in the good practices
from there.
Telco
is
practicing
5s
chart
system.
The
actual
implementation on the job floor not effective As per my

observation material and tool management is still not
systematic. More emphasis is needed in this regard.
The shop floors in few places were found to be too

greasy, sticky and slippery. Daily cleaning of the floor should
be practiced to avoid accidents.
While interviewing with employees it is found that

employees feel that taking live problems or examples in
training helps them relate their work well with the training.
CONCLUSION
My study shows that in over all sense there is a considerable
gap in skill sets between the company set standards and what the
floor employees possess. There are few training programs for the
employees to help them understand the concepts behind different
skill sets. Though employees get trained they do not reach the
company set standards in terms of skill set level. It would help to
design the training program and make mandatory schedule for all
employees to attend them.
This project gave me an insight in to corporate HR practices,
policies and mode of functioning. I had an opportunity to move
around the job floor shops and have one to one interaction with
many of the employees of Telco. This rich experience introduced
me to intricacies of the Telco Company and helped me to
experience the day to day challenges faced by the HR officers in
the
organization.
This
experience
helped
me
correlate
and
understand the practical aspects of theory we have been studying

in our curriculum
During the project work I also came to know how the

employees work in the stressful condition to achieve the targets. I
was fortunate to witness how the target driven stressful situations
are managed and end results are delivered. Lot of day to day work
is reprioritized and the targets are achieved with intense efforts. It
exposed me to the ground realities of the corporate work system.
This will definitely help me in my future career and job.
The interaction with job floor employees taught me to think
or analyze the situations from different prospective. The action plan
and recommendations which I have suggested will help the
company to design the various training programs and plans for
each floor employees in Telco.
Suggested future studies

My interactions with employees indicated that the personals
who have under gone job rotations seems to have scored better.
But unless a detailed study is carried out on this aspect no concrete
opinion can be formed. Along with this effect of training and
experience levels should also be studied.
Its also found that the employees in Midi shop marginally
score better in comparison to other shops. So again no opinion can
be formed unless the detailed study is carried out in this area. Like
the floor composition in terms of experience level, training under
gone and academic backgrounds of the employees.
BIBLIOGRAPHY
Telcon policy booklet 2007-08

TBEM capsules 2007 (Company Manual)
HRD News Letter, Vol:22, Issue: 9, December 2006
Model and method for Competency Mapping and
Assessment, Sun Rise Management Consulting Services.
www.telcon.co.in
http://www.tvrls.com/competency_mapping.html
www.iriSolutions.com/Competency_Mapping.pdf
www.123eng.com/forum/CM_P_!.htm
http://www.hinduonnet.com/thehindu/Competency
%20mapping.htm
http://en.wikipedia.org/wiki/Spider_chart
ANNEXURE
MAPPING FORMAT
Competency Mapping
General Data:
Name:
Designation:
Floor:
Months of experience in
Telcon:
Academic qualification:
Competency Data:
Sl.N
o
SKILLS
1
2
3
4
Engineering drawing
Kaizen
Basic Electricals
M/C testing and Trouble
Shooting Hydraulics
Knowledge of assembly tools
Action Plan:
Require
d
3
3
3
4
4
Possesse
d
GAP
ANALYSIS TEMPLATE
Spider Chart
Sl.
No
Name
Rajeev
2
3
GangadarTR
Ashok T. R
4
5
AnvattiTR
R.S.naik
SamuelPM
Sahadev Reddy
R.C.Halligerimath
Alwin S Pannakar
10
11
Bhimanagoud H
M
SC Hanchinamani
12
Rajesh N Talekar
13
Pravina C
14
Nagaraj M H
15
I N Patil
16
Umesh C Gosal
17
Mllappa B H
18
Nagesh Shintri
19
S S Hombal
20
Manjunath P K
21
22
23
Tick
et
No
361
19
0
0
Mnt
h of
exp
48
ED
Kaizan
8
4
can do
can do
0
361
96
361
92
360
95
360
45
361
54
0
12
12
can do
can do
14
can do
36
BE
SPSS CODING
can do
can do
SHEET
can do
AT
MTTH
Cur
shop
can do
well
can do
cannot do
can do
Mini
cannot do
cannot do
Mini
Mini
can teach
can do
well
can teach
cannot do
can do
Mini
Mini
can do
Mini
can do
well
can do
well
can do
well
cannot do
can do
well
can teach
Mini
can do
Mini
cannot do
Mini
can teach
Mini
can teach
Mini
can do
can do
well
can do
cannot do
cannot do
can do
can do
72
can do
well
can teach
can do
well
can do
well
can teach
18
can do
can teach
can do
can do
cannot do
cannot do
36
can teach
can teach
can teach
can do
can do
well
can teach
12
can do
well
can do
well
can do
can do
cannot do
can do
can do
Mini
36
can do
can do
can teach
can teach
36
can do
well
can do
can do
can do
can do
can do
can teach
can do
well
cannot do
Mini
18
42
can teach
can do
can teach
can do
well
can do
well
can do
well
can teach
can do
well
can teach
Mini
60
can do
well
can teach
Mini
66
can teach
can teach
can teach
can teach
can do
well
can teach
24
can do
can do
cannot do
can do
can do
Mini
Mahadevappa Y P
Channappa S H
Amol L B
360
65
360
94
361
95
360
66
360
55
360
69
361
67
360
73
360
56
361
50
0
0
0
4
8
4
can do
can do
can do
cannot do
can do
can do
can do
can do
can teach
cannot do
can do
can teach
Mini
Mini
Mini
24
Hemath.G.B
can do
can do
cannot do
can do
can do
well
can do
cannot do
Mini
25
Girish A Gudi
72
can teach
Mini
Mallappa B O
can do
can do
well
can do
can do
26
360
79
0
can do
well
can do
well
can do
can do
Mini
48
cannot do
can teach
can do
can do
can do
can do
Mini
Mini
Mini
Mini

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Competency Mapping Telco

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KARNATAK UNIVERSITY DHARWAD

MASTER OF BUSINESS ADMINISTRATION

Telco Construction Equipment Company Ltd .

Examination No: MBA06002021

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

Recognized by AICTE, New Delhi,

INSTITUTE OF MANAGEMENT STUDIES and RESEARCH

IMSR CAMPUS, VIDYANAGAR, HUBLI-580031 (Karnataka State)

has done major concurrent project- 2008 under the title of

Her examination Seat No. MBA06002021

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

Telco Construction Equipment Company Ltd .

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

Telco Construction Equipment Company Ltd .

I DEEPTI GUTTAL here by declare that the project titled

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

Telco Construction Equipment Company Ltd .

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

Telco Construction Equipment Company Ltd .

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

Telco Construction Equipment Company Ltd .

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

Telco Construction Equipment Company Ltd .

The project is all about mapping the competency of the floor

Competency mapping has become the latest buzzword for many

selection, training process with development and future business

Defining the factors for success in jobs and work roles

within the organization

Assessing the current

development needs of persons holding jobs and roles

Mapping succession possibilities for employees within

competency-based interviewing technique

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

Telco Construction Equipment Company Ltd .

I have carried out the competency mapping for 133 floor

.Competency mapping includes gap analysis of all floor employees

employees across organization and compare it with the

To recommend some improvement areas for the shop

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

Telco Construction Equipment Company Ltd .

UTILITY OF THE STUDY

capabilities of the employee. Also provides an opportunity for

Sampling data is only 90% of the total strength of the

Telco Dharwad facility.

Work load in few

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

Telco Construction Equipment Company Ltd .

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

Telco Construction Equipment Company Ltd .

In this age of globalization, HR department plays significant

improvement, which allows them to prepare an individual learning

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

Telco Construction Equipment Company Ltd .

Competency can also be referred as a cluster of related

Affects a major part of ones job

DIFFERENT TYPES OF COMPETENCY

developed into a model across the organization, and are easier to

Behavioral or Personal competency

Threshold and performance competency

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI

Telco Construction Equipment Company Ltd .

competencies reside deep within us and are difficult to understand,

competencies lying deep within can be developed over a longer

KLES S I NSTITUTE OF M ANAGEMENT S TUDIES AND R ESEARCH H UBLI