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CHAPTER 1 1..INTRODUCTION: Today organizations are all talking in terms of competence. Gone are the days when people used to talk in terms of skill sets, which would make their organizations competitive. There has been a shift in the focus of the organizations. Now they believe in excelling and not competing. It is better to build a core competency that will see them through crisis. And what other way than to develop the people, for human resource is the most valuable resource any organization has. Organizations of the future will have to rely more on their competent employees than any other resource. It is a major factor that determines the success of an organization. Competencies are the inner tools for motivating employees, directing systems and processes and guiding the business towards common goals that allow the organizations to increase its value. Competencies provide a common language and method that can integrate all the major HR functions and services like Recruitment, Training, performance management, Remuneration, Performance appraisal, Career and succession planning and integrated Human resource management system. Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: • Defining the factors for success in jobs (i.e., work) 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 • Assigning compensation grades and levels to particular jobs and roles • Selecting applicants for open positions, using competency-based interviewing techniques Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are

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combinations of knowledge, skills, and attributes (more historically called “KSA’s”) that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual’s behavior.

1.1 WHAT IS COMPETENCY? Any underlying characteristic required for performing a given task, activity or role successfully can be considered as competency. Competency may take the following forms: Knowledge Attitude Skill Other characteristics of an individual including Motives Values Traits Self Concept

Competency includes observable behavior as well as aptitudes, skill and knowledge. It can be compared with an iceberg as shown in the figure below: FIGURE: A

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The Behavioral Iceberg
Observable Behavior Aptitudes

Competenci es

Attitudes / Traits Skills Knowledge

DEFINITION: First popularized by BOYATZIS (1982) with Research result on clusters of competencies: “A capacity that exists in a person that leads to behavior that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results” • UNIDO (2002)A Competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job. • RANKIN (2002): “Competencies are definition of skills and behaviors that organizations expect their staff to practice in work.” • MANSFIELD (1997): “Underlying characteristics of a person that results in effective a superior performance.”

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• WOODRUFFE (1991): Competency: A person- related concept that refers to the dimensions of behavior lying behind competent performer. Competence: A work- related concept that refers to areas of work at which the person is competent Competencies: Often referred as the combination of the above two. • ALBANESE(1989) : Competencies are personal characteristics that contribute to effective managerial performance. • HAYES(1979) : Competencies are generic knowledge motive, trait, social role or a skill of a person linked to superior performance on the job .

BEHAVIOUR INDICATOR: A Competency is described in terms of key behaviors that enable recognition of that competency at the work place. These behaviors are demonstrated by excellent performers on-the-job much more consistently than average or poor performers. These characteristics generally follow the 80-20 rule in that they include the key behaviors that primarily drive excellent performance.

FIGURE B:

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KNOWLEDGE
Relates to information Cognitive Domain

Set of SKILLS
Relates to the ability to do, Physical domain

COMPETENCY

Relates to qualitative aspects personal Characteristi cs or traits

Attribute

Outstanding Performance of tasks or activities

COMPETENCY – BROAD CATRGORIES • Generic Competencies Competencies which are considered essential for all employees regardless of their function or level. - Communication, initiative, listening etc.These are basic competencies required to do the job, which do not differentiate between high and low performers • Managerial Competencies Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts • Threshold or Performance:

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organizations. Competencies in organization tend to fall in two categories • General Functioning Competencies. skills and abilities(KSA) • These KSA’s must distinguish between superior and other performers. 6 . A competency map is a list of an individual’s competencies that represent the factors most critical to success in given jobs.2 MEANING AND CONCEPT OF COMPETENCY MAPPING It is a process of identification of the competencies required to perform successfully a give job or role or a set tasks at a given point of time. conceptual knowledge and Attitude and skills etc) needed to perform the same successfully. • Functional/Technical Competencies. These competencies include specific success factors within a given work . • Competency Map. 1. managerial. or industries that are part of the individual’s current career plan.Performance competencies are those that differentiate between high and low performers. departments. It consists of breaking a given role or job into its constituent’s task or activities and identifying the competencies (Technical. Behavioral. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors). Components of Competency: • The competencies are observable or measurable knowledge.

or process. A competency model is an organizing framework that lists the competencies required for effective performance in a specific job. STEPS IN COMPETENCY MAPPING: The Steps involved in competency mapping with an end result of job evaluation include the following: Step 1 : Identify departments for competency profiling: Step 2: Identifying hierarchy within the organization and selection of levels: Step 3: Obtain the job descriptions: Step 4: Preparation of semi structured interview: Step 5: Recording of interview details: Step 6: Preparation of a list of Skills:.• • Competency Mapping. and apply the competencies to workforce performance. Step 7: Indicate proficiency levels: Step 8: Validate identified competencies and proficiency levels with immediate superiors and other heads of the concerned department: Step9: Preparation of competency dictionary: Step 10: Mapping of competencies COMPETENCY MODEL: . The roots of competency modeling date as far back as the early 1900’s but these models have become widely popular these days. job family (e.g. and judgment required for effective performance in a particular occupation or profession. group of related jobs). Individual competencies are organized into competency models to enable people in an organization or profession to understand. attitudes. abilities. discuss. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role Competency profiling It is the process of identifying the knowledge. skills. 7 .. organization. Competency profiling is business/company specific. function.

personal effectiveness. Some competency models are organized according to the type of competency. job incumbents . with a basic set of competencies for a given job family and additional competencies added cumulatively for each higher job level within the job family Skills + Knowledge + Ability = Competency = Observable Behavior = Effective Outcomes [Performance on Job] = Strategic Success Modeling – A Competency Model FIGURE C: TRADITIONAL JOB ANALYSIS VS. A common approach is to identify several competencies that are essential for all employees and then identify several additional categories of competencies that apply only to specific subgroups. 8 . organizational needs will determine the optimal framework. Other models may employ a framework based on job level.The competencies in a model may be organized in a variety of formats. No one approach is inherently best. or technical capacity. COMPETENCY APPROACH • • • Job Analysis leads to long lists of tasks and the skills / knowledge required to perform each of those tasks. such as leadership. Data generation from subject matter experts.Effective Performance Competency model leads to • A distilled set of underlying personal characteristics.

Potential Identification. Competency based appraisal process leading to effective identification of training needs.Focused training investment. Establishment of clear high performance standards. • Succession Planning.• • Data generation from outstanding performers in addition to subject matter experts and other job incumbents. 3. 2. 3. Outstanding Performance The approach allows executives and managers to make a distinction between a person's ability to do specific tasks at the minimum acceptable level and the ability to do the whole job in an outstanding fashion USE OF COMPETENCY MAPPING Competency mapping serves a number of purposes. • Competency based Development 9 . 4. Opportunity to identify/ develop specific training programmes . • Restructuring • Inventory of competencies for future planning • • Competency based recruitment Competency based interviews reduce the risk of making a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job Competency based Performance Appraisal Competencies Enable 1. 2. Conduct of objective feedback meetings. Direction with regard to specific areas of improvement Competency based training 1. It is done for the following functions: • Gap Analysis • Role Clarity • Selection. Focused Training enabling improvement in specific technical and managerial competencies. Collection and proper analysis of factual data against the set standards. Growth Plans.

An inadequacy at this stage cascades to all the subsequent training processes. • Competency based succession planning Assessing employees’ readiness or potential to take on new challenges. REPLACEMENT PLANNING 10 . Individuals would know the competencies required for a particular position and therefore would have an opportunity to decide if they have the potential to pursue that position.1. FIGURE D: AREA OF IMPLEMENTATION TRAINING & DEVELOPMENT RECRUITMENT & SELECTIONS SUCCESSION PLANNING COMPETENCY MODEL RECOGNITION CAREER PLANNING PERFORMANCE MANAGEMEN 1. 2.) Contribute to the understanding of what development really mean. The effectiveness of the training function is heavily dependent upon effectiveness of processes used to identifying training needs.) Give the line managers a tool to empower them to develop people. Determining the person job fit can be based on matching the competency profile Of an individual to the set of competencies required for excellence within a profession. giving the individual the tools to take responsibility for their own development.. This is the first critical step on the road to competence development and performance enhancement.3 ROLE OF COMPETENCY IN IDENTIFYING TRAINING NEEDS AND SUCCESSION PLANNING.

TRANINING LEADING TO SUCCESSION PLANNING: DEFINITION: As a general definition. developing. business succession planning is the process of preparing to hand over control of the business to others in a way that is the least disruptive to the business’s operations and value. retaining and replacing talented individuals in positions over time. COMPETENCY BASED SUCCESSION PLANNING AT MMTC. department or work group by:    Identifying. 11 . Succession planning and management is a deliberate and systematic effort by an organization to ensure the continued long-term effective performance of an organization. Specifically. develop the knowledge. Effective WHY IS IT IMPORTANT?         Ensure business continuity Replace future vacancies and meet future skill and talent needs Have the right people in the right places at the right times to do the right things Address skill shortages ahead of time Maximize competitiveness as an employer and ability to attract and retain talented staff Enhance ability to promote from within Provide a supportive “growth” environment Focus learning and development efforts SUCCESSION PLANNING is a process whereby an organization ensures that employees are recruited and developed to fill each key role within the company. • • Succession planning is traditionally defined as “a means of identifying critical management positions. The succession planning process. William J. and abilities of superior employees and prepare them for advancement or promotion into ever more challenging roles.. skills. starting at the level of manager and supervisor and extending up to the highest position in the organization. Retaining and developing intellectual and knowledge capital for the future Encouraging individual learning. “Succession Planning” is the process of preparing to hand over control. growth and advancement Source: Roth well. division.

12 . knowledge and abilities of employees at various levels. attention. and development that the organization is investing in them. MMTC try to retain superior employees because they appreciate the time. After identifying the the gaps the superior employees are identified.Far from being scientific constructs he depicted a complex organization as a reflection of its actual degree of competency. In this process the gaps are determined between the existing and required performance of the employees.1 THE ROOTS OF COMPETENCY APPROACH: Michael Crozier shocked the management community by defining the organization as imperfect social compromises .Through the succession planning process. These are the ones who are further trained for higher job positions. After identifying it is mapped by the process called Competency Mapping. CHAPTER 2 REVIEW OF RELATED LITERATURE: 2. To effectively do succession planning in the organization. one must identify the skills.

John Flanagan’s work (1954) and Dave McClelland’s studies (1970) might be cited as two landmark efforts that originally invented the concept of competency. Based on studies of US Air Force pilot performance. Flanagan’s work. It is Flanagan’s critical incidents technique that sixteen years later inspires David McClelland to discover and develop the term of “competency”. The educational objectives developed by them were grouped under the cognitive domain. Trochim's technique differs significantly from Novak's original school of thought. s needed to be developed in education. While Novak's maps are generated for an individual. In that regard. was important because it laid the foundation for a new approach to examining what people do. Benjamin Bloom (USA) In mid fifties BENJAMIN laid the foundation for identifying educational objectives by defining KSA. Flanagan concluded that “the principle objective of job analysis procedures should be the determination of critical requirements. 13 . Later in 1986 William Trochim developed the concept map into a strategic planning tool for use in the design of organizational components. critical incidents technique was originally discovered. Trochim's are generated by a group. These requirements include those which have been demonstrated to have made the difference between success and failure in carrying out an important part of the job assigned in a significant number of instances”. 2. In a later form. Critical incidents itself can be defined as a set of procedures for systematically identifying behaviors that contribute to success or failure of individuals or organizations in specific situations. Concept maps were invented by Joseph Novak in the 1960s for use as a teaching tool. while not strictly about competencies.2 HISTORY OF COMPETENCIES: John Flanagan (1954) A seminal article published by John Flanagan in 1954 established Critical Incidents Technique as a precursor to the key methodology used in rigorous competency studies. From here. the critical incidents technique would resurface to focus around significant behavioral events that distinguish between exemplary and fully-successful performers. the modern competency movement in industrialorganizational psychology actually dates from the mid1950’s and early 1970’s.Despite a growing interest of competency among mangers and human resource professionals in recent years.

12). Boyatzis. As founding developer of competency modeling in the United States.David McClelland (Harvard Psychologist) He pioneered the Competency Movement across the world and made it a global concept. CHAPTER 3 INTRODUCTION OF MMTC LIMITED: ABOUT THE COMPANY: Established in 1963. Richard Boyatzis. Boyatzis grounded competency interventions on documented behavioral indicators that caused or influenced effective job performance. Achievement motive. Richard Boyatzis wrote the first empirically-based and fully-researched book on competency model developments. the specified results. 14 . These competencies exposed by Mc . His classic books on Talent and Society. Certain characteristics or abilities of the person enable him or her to demonstrate the appropriate specific actions”(Boyatzis. like Flanagan.Cleland dealt with effective domain in Bloom’s terminology. 1982. The Achieving Society. Boyatzis was explicit in describing the importance of clearly-defined competency as reflected in specific behavior and clearly defined performance outcomes when he wrote that “the important points is that specific actions cause. is a leading international trading company with a turnover of over US$ 5 billion. one of the two highest foreign exchange earners for India. or lead to. p. The method for documenting the actual performance was collected through the behavioral event interview (BEI). MMTC. It was with Boyatzis that job competency came to widely understood to mean an underlying characteristic of a person that leads or causes superior or effective performance. Motivating economic achievement and power the inner experience brought out several new dimensions of the competency. an intensive face-to-face interview that involves soliciting critical incidents from performers and documenting what the performers thinking and doing during the incidents (BEI technique will be explained further in Appendix section). stressed the importance of systematic analysis in collecting and analyzing examples of the actual performance of individuals doing the work.

CORPORATE MISSION: As the largest trading company of India and a major trading company of Asia. MMTC aims at improving its position further by achieving sustainable and viable growth rate through excellence in all its activities. BUSINESS OF MMTC: India’s leading exporter of Minerals: MMTC is major global player in the minerals trade and is the single largest exporter of minerals from India. 15 . With its comprehensive infrastructural expertise to handle minerals. with focus on “bulk” as core competency and to improve returns on capital employed.all modern day tools of international trading.It is the largest international trading company of India and the first Public Sector Enterprise to be accorded the status of "FIVE STAR EXPORT HOUSE" by Govt. 6. employees and society. MMTC's diverse trade activities encompass Third Country Trade. 3.) To retain the position of single largest trader in the country for product lines like minerals. Europe. Joint Ventures. 5. and Link Deals . Its vast international trade network.) To support services to the medium and small scale sectors. suppliers. spans almost in all countries in Asia.) To be a leading International Trading House in India operating in the competitive global trading environment. 2.) To render high quality of services to all categories of customers with professionalism and efficiency. giving MMTC global market coverage. Africa. Oceania and Americas. 7. customers..) To streamline system within the company for settlement of commercial disputes. CORPORATE OBJECTIVES: 1.) To upgrade employee skills for achieving higher productivity. which includes a wholly owned international subsidiary in Singapore. generating optimum profits through total satisfaction of shareholders. 4. metals and precious metals. MMTC is the largest non-oil importer in India.Of India for long standing contribution to exports.) To promote development of trade-related infrastructure.

antimony. handling about 100 MT of gold and 500 MT of silver annually. Growing interest in Agro Products world wide: 16 . Rock Phosphate. MMTC supplies branded hallmarked gold and studded jewellery. MMTC is a proud winner of gold trophy for exports of Engineering and Metallurgical product in non-SSI Sector. MMTC has won the top export award from Chemicals and Allied Products Export Promotion Council (CAPEXIL) as the largest exporter of minerals from India for the sixteenth year in a row. MOP Sulphur. zinc. The single largest bullion trader in the Indian subcontinent: MMTC is the largest importer of gold and silver in the Indian sub continent. MMTC has opened a retail jewellery showroom at Maker Bhawan in Mumbai. MMTC sources its metals from empanelled suppliers including producers and traders throughout the world. India. MMTC is keen to set up manufacturing & joint ventures for modern jeweler in association with leading names in the international jeweler trade as well as marketing. through planned forward integration of its import activities with the direct marketing of Urea. copper. tin and nickel.the company provides full logistic support from procurement. An assay and hallmarking unit has been set up at New Delhi for testing the purity of gold and gold articles in accordance with the internationally accepted fire assay method. Mumbai. through a wide network of regional and port offices in India. Besides organizing major jeweler exhibitions abroad. It also sells imported minor metals like magnesium. One of the world’s largest buyers of Fertilizers: As a leading player in fertilizers and fertilizer raw material. silicon and mercury. aluminum. quality control to guaranteed timely deliveries of minerals from different ports. Major institutional customers of MMTC in India are accredited with ISO-9002 status. exclusively. MMTC has also opened a DUTY FREE jewellery store in the Departure Lounge at Sahara International Airport. SSP and other farming and agricultural inputs. lead. The biggest importer of non ferrous metals and industrial raw material to India: MMTC is India's largest seller of imported non-ferrous metals viz. as well as international subsidiary. DAP. as also industrial raw materials like asbestos and also steel and its products. MMTC has become a major fertilizer marketing company in India.

with well developed arrangements for rail and road transportation. MMTC has won the gold trophy from FIEO for highest exports in agriculture & plantation product in non-SSI Sector. sugar. chemicals. wheat. MMTC also takes care of employees' families through merit scholarship. etc. coffee. warehouses and procurement centers. drugs and pharmaceuticals. soy meal. marine products. building materials. etc. The company's countrywide domestic network is spread over 75 regional. port and field offices. HR POLICIES AT MMTC MMTC focuses on fashioning HR policies towards providing more non-monetary incentives stemming from job satisfaction. Mulberry raw silk. tuition fee reimbursement.MMTC is amongst the leading Indian exporters and importers of agro products. liberal loan facilities like house building advance. house hold loan. port facilities. marriage advance. 17 . MMTC also provides subsidized canteen facilities. warehousing. and residential accommodation in some of the major cities for its employees. MMTC Ltd. processed foods. etc. It also imports edible oils. Social and welfare activities: MMTC's social and welfare activities promote welfare of the employees through various schemes like sports activities. both for exports and imports. The company's bulk exports include commodities such as rice. wheat flour. processed foods and plantation products like tea. MMTC also undertakes extensive operations in oilseed extraction. sub-regional. development of tribal areas and infrastructure development through rail links. coal and coke. port and shipping. which is a global trading organization and one of Asia's leading trading companies. medical treatment. from the procurement of seeds to the production of de-oiled cakes for export. MMTC is committed towards environmental upkeepment through a forestation in the mining areas. diverse learning opportunities and wider exposure to ever-changing global business environment.. has been the first corporate in the public sector to realize the vital role which online trading has come to occupy in today's global business. hydro carbons. gives MMTC complete control over trade logistics. as well as the production of edible oil for domestic consumption. pulses. jute etc. An Integrated global trader with bulk handling capabilities: Its comprehensive infrastructure for bulk cargo handling. conveyance loan. General Trading: MMTC also handles items like textiles. operations.

As an incentive to better performers. In an IT driven culture. merit based promotions are considered. Graduate employees are encouraged to obtain professional qualifications through corporate sponsorships. is a continuous exercise compatible with the change in business patterns and technological innovations in an era of diversification and search for new business opportunities. Following are some of the HR policies followed in MMTC. ii. Notwithstanding the culture of a public sector organization. Opportunities are also provided to all to enrich their knowledge base and technical skills through in-house training programmes and through trainings/seminars organized by reputed outside agencies. general management techniques etc. global bullion pricing. vii. vi. international trading practices. LME training. hedging in metals. Likewise. iii. offshore trading. MDI etc. ERP. are organized in an effort to keep employee morale and commitment high. 18 . We design our HR policies to meet the above objective. knowledge and attitudes. ix. iv.HR mantra in MMTC is to provide more and more job enrichment opportunities to all so as to ensure that employees remain motivated to realize their full potential for organizational goals and self-development. Specialization is encouraged in higher management positions through specialized management development programmes arranged within India and outside India. Periodical training programmes are also organized for the development of SC/ST/OBC employees and women employees. viii. post-graduate qualifications are encouraged through incentives for promotion to higher levels. In short. v. counter-trade mechanism are some of such specialized trainings. Regular training programmes for upgrading employee skills. i. in areas like IT. IIFT. General management training programmes for all categories of managers are periodically organized through reputed institutions like IIM. we in MMTC realize that our most important asset is the employee. corporate philosophy at MMTC towards HR is to ensure continuous development of human resource for fast changing global business through individual freedom and flexibility. computer literacy is imparted to all employees Non-graduate employees are encouraged through various incentive schemes to become graduates. third country trading. therefore. ASCI. Through job rotation employees are constantly motivated to acquire knowledge and operational skills in different areas of company's operations. Human resource development in MMTC. This exercise obviously prepares employees for managing higher positions more competently. e-commerce.

Looking for avenues for developing and imparting training to employees. Calling external Trainers to train the employees on various. is a continuous exercise compatible with the change in business patterns and technological innovations in an era of diversification and search for new business opportunities Department structure Deputy General Manager → Manager → Deputy Manager Functions The human resource department at MMTC LIMITED chiefly conducts the training and development programme for employees. Actively involved in approaching BBA and MBA colleges for taking students as Interns as a part of CSR. Chennai.The locations: Its vast international network includes:A fully owned international subsidiary in Singapore.MMTC Transnational Pt. Being at par with the Commodity Dept. Ltd. Ahemdabad. Goa North zone: Delhi. 19 . Its chief functions are: • • • • • • Developmental Activities. Jhandewalan (Delhi). Opportunities are also provided to all to enrich their knowledge base and technical skills through in-house training programmes and through trainings/seminars organized by reputed outside agencies. Hyderabad. Vizag MMTC --. Human resource development in MMTC. in matters related to latest matters. therefore. Bellary. Proactive in nature to understand the requirements of various Departments. Bhubaneshwar West zone: Mumbai. (MTPL) 13 regional offices: East zone: Kolkata.MAJOR DEPARTMENTS: HUMAN RESOURCE DEVELOPMENT HR mantra in MMTC is to provide more and more job enrichment opportunities to all so as to ensure that employees remain motivated to realize their full potential for organizational goals and self-development. Jaipur South zone: Bangalore.

It handles multivariate tasks like recruitment. To organize Training inputs for officers/Staff of MMTC. Framing of Memorandum. To implement the Annual Business Plan. Recruitment at senior levels in NINL. Issuance of Penalty letters and maintaining discipline within the organization with the help of appropriate rules in nullifying the acts of misconduct. To prepare Annual Business Plan for the various HR activities. To undertake Training Need Analysis. Maintenance of SC/ST/OBC reservations details. To prepare Annual Training Calendar. corporate social responsibility. SC/ST matters. Organizational discipline. industrial relation. Managing the process of separation of employees and ensuring their terminal benefits are settled and paid to them in time.• • • • • • • To undertake various HR initiatives in Accordance with an Annual Business Plan. Reviewing the made plans. To organize Training in Accordance with Annual Training Calendar PERSONNEL DEPARTMENT The personnel department is one of the most important departments of MMTC LIMITED. Manager → Deputy Manager ADMINISTRATION DEPARTMENT: 20 . promotions etc Department structure Deputy General Manager → Senior Manager → Functions • • • • • • • • • • • • Managing the terminal benefits. Ensuring Healthy implementation of all welfare schemes for the benefit of employees. Recruitment at all levels in MMTC. welfare and creating viable policies in tune with the company Goals. Charge Sheets show Cause Notice. Appointment of Consultants. Recruitment.

MMTC has one corporate office.In Vishakhapatnam.) Care Taking Cell 2. FUNCTIONS The chief function of the estate department is maintenance of real assets of the organization. 21 . Mumbai and Delhi Estate department has its own premises. Jhandewala etc. Most offices are rented premises . Its most important functions: • Annual maintenance.: Core1.) Maintenance of office equipments 4. regional office etc.) Record Room ESTATE DEPARTMENT MMTC has real estate all over India . • Timely payment of taxes. Department structure Deputy General manager → Manager → Deputy Manager OFFICE STRUCTURE Corporate Office Field Office → State regional Office → Regional Office → Every regional office need not have field office.The administration department at MMTC is the largest . MMTC has 65 offices including field office.g.e.) Medical 6.) Printing of Stationary Items 3. twelve regional offices.It has various other sub-divisions. Department structure Deputy General Manager → Manager The names of the subdivisions of various departments are as follows: 1.) Purchase and supply of Stationary Departments 3. • Framing rules and regulations for accommodation.) Security 5.

In 2007 Rs. Periodical services to external and internal buildings. Monitors the expenditure on the asset utilization.(MMTC has its housing colony in Mehrauli road. Hence following objectives were takenOBJECTIVE: 22 . The process becomes challenging in the absence of job descriptions .• • • • Housekeeping work for the housing colony. This year Rs.4 crore was allotted to the department. 12 crore has been proposed. Annual budgeting for the department.As MMTC doesn’t have job descriptions so the major emphasis was to frame the job descriptions and then map competencies accordingly. CHAPTER 4 OBJECTIVE AND RATIONALE OF THE PROJECT RATIONALE OF THE PROJECT Competency mapping has been done by many organizations.

CHAPTER 5 COMPETENCY MAPPING AT MMTC LIMITED 5.) Understand the concept of competency mapping in today’s business environment and its relevance at MMTC 2.) To develop a competency model as applicable for the various managerial positions at MMTC. 5. So this project acts as a foundation for the company in its venture into competency based practices. 3. 4.1 CONCEPT OF COMPETENCY IN MMTC Competency is a very new concept in MMTC .There was no job descriptions and specifications in the company.) Establish proficiency levels required for each competency identified for a particular position.1. 5.) To develop job descriptions for the various functions (designation wise) to gain deeper understanding of the requirements at different position.) Develop a competency dictionary.2JOB DESCRIPTIONS AND JOB SPECIFICATIONS 23 .

compensation. salary range for the position. not the person An important concept of Job Analysis is that the analysis is conducted of the Job. Job descriptions are usually developed by conducting a job analysis.  Components of job description: • Job • Job title • Job summary • Duties and responsonsibility • Working hours • Work orientation • Job specifications  Why job descriptions? Job descriptions are used especially for advertising to fill an open position. etc. Job Analysis is a process where judgments are made about data collected on a job. specifications such as the qualifications needed by the person in the job. or functions. not a description of the person. determining compensation and as a basis for performance reviews. selection. Typically. not the person. the product of the analysis is a description or specifications of the job. Purpose of Job Analysis The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as training.  How to frame job descriptions? Job descriptions are framed by conducting job analysis. they also include to whom the position reports. The Job. While Job Analysis data may be collected from incumbents through interviews or questionnaires.What is a job? A job is a collection of tasks and responsibilities that an employee is responsible to conduct. and responsibilities of a position. Determining training needs Job Analysis can be used in training/"needs assessment" to identify or develop: 24 . What is a job description? Job descriptions are lists of the general tasks.  Job analysis: Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. and performance appraisal.

physical effort) responsibilities (e.. responsibilities. computer-based. and location of jobs. hazards. methods of training (i. number of jobs. applicant appraisal/evaluation forms.. written tests. equipment used. attention. and work environment would be reviewed with the supervisor for accuracy. interview questions.g. classroom. The Job Analyst would then prepare a job description and/or job specifications. The method that you may use in Job Analysis will depend on practical concerns such as type of job.e. equipment.) Compensation Job Analysis can be used in compensation to identify or determine: • • • • • skill levels compensable job factors work environment (e. video.• • • • training content assessment tests to measure effectiveness of training equipment to be used in delivering the training. A draft of the identified job duties. number of incumbents.g.. relationships.g. 25 . orientation materials for applicants/new hires Performance review Job Analysis can be used in performance review to identify or develop: • • • • • goals and objectives performance standards evaluation criteria length of probationary periods duties to be evaluated A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties. and work environment. selection tests/instruments (e. fiscal. work relationships. responsibilities. oral tests. minimum requirements (education and/or experience) for screening applicants.. appropriate salary level for the position to help determine what salary should be offered to a candidate.. small group. supervisory) required level of education (indirectly related to salary level) Selection’ Job Analysis can be used in selection procedures to identify or develop: • • • • • • • job duties that should be included in advertisements of vacant positions. job simulations). The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s)..

Equipment may include protective clothing. radioactive substances. These items need to be specified in a Job Analysis. Estate .) Conducting the study 5. effort. etc.) A pilot study at the DGM level 3.. There may also be definite risks to the incumbent such as noxious fumes. and abilities (KSA' s) required to perform the job. While an incumbent may have higher KSA' s than those required for the job. and dangerous explosives. Relationships with internal or external people. Relationships Supervision given and received.) Framing of job evaluation form 4. Information to be collected about these items may include: frequency.     DGM Senior Manager Manager Deputy manager Steps 1.3 JOB ANALYSIS AT MMTC: Purpose The purpose of job analysis at MMTC was to frame job descriptions for the following positions of four departments namely—HR. skills. standards.) Framing of job descriptions 26 . The work environment may include unpleasant conditions such as offensive odors and temperature extremes. a Job Analysis typically only states the minimum requirements to perform the job. skill. hostile and aggressive people. equipment. Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Environment This may have a significant impact on the physical requirements to be able to perform a job. duration. complexity. 5.) Interview with the employees 2. Requirements The knowledge.What Aspects of a Job Are Analyzed? Job Analysis should collect information on the following areas: • • • • • Duties and Tasks The basic unit of a job is the performance of specific tasks and duties.Personnel and Administration.

4 STEPS FOR CONDUCTING COMPETENCY MAPPING AT MMTC Limited The Steps involved in competency mapping with an end result of job evaluation include the following: Step 1 : Identify departments for competency profiling: Here we have to decide and select the departments within the organization which we would like to include into our study. Manager and Deputy Manager 5.) Pilot study: On the basis of the interview a job description evaluation form was prepared . The feedback on the form was not able to give the relevant information. For this project four departments have been considered namely being human resource department. ADMINISTRATION .The form was filled by the DGM’s. administration department and estate department.At MMTC LIMITED there are number departments. It had a number of shortcomings and more over the lengthy nature of the form made it monotonous. 2. administration.1. It is to be noted that departments should be chosen based on their criticality and importance to the organization . For the purpose of the study here we have selected Junior 27 . personnel and estate:-Deputy General Manager. For MMTC LIMITED hierarchy. 3.) Interview: A face to face interview of the DGM ’s of the HUMAN RESOURCE.ESTATE AND PERSONNEL department was taken to gain an insight into the working of the departments and to also know about the responsibility and duties of the DGM’ s. Step 2: Identifying hierarchy within the organization and selection of levels: Study the organization hierarchy across each of the selected departments. Senior Manager.) Framing of job evaluation form: So a modified form was prepared which was easy and simple in nature 4. It failed to give the desired response.) Conducting the final study: Then the study was conducted for the following job positions at human resource. personnel department.

Step 6: Preparation of a list of Skills: As per the interview and the details that were generated from the candidate.Management (Deputy Manager and Manager) and Middle Management (Sr. Manager and Deputy General Manager. Step 7: Indicate proficiency levels: Taking one competency level at a time different proficiency levels were indicated. Step 4: Preparation of semi structured interview: As one of the tools for collecting information we prepared a list of questions that would make up a semi structured interview. Step 5: Recording of interview details: The candidate’s answers and opinions were recorded in as much detail as possible for further reference during the project.) Step 3: Obtain the job descriptions: For the two levels at every department we obtained each role’s job description and in cases where they were not available we conducted a detailed interview to derive a job description. 28 . Thereon a list of identified competencies was drawn for each interviewed candidate. Missing competencies were located Step9: Preparation of competency dictionary: A competency dictionary defining competencies and corresponding proficiency levels for each level across all departments was prepared. Step 10: Mapping of competencies: Mapping of competencies of selected employees against the competency dictionary as per their employee level and department was done. For the project five levels of proficiency were defined for every competency. were used to generate a list of skills observed for the job. Step 8: Validate identified competencies and proficiency levels with immediate superiors and other heads of the concerned department: Competency definitions were confirmed with respective Head Of Department’s and the required proficiency levels of each competency that is ideal for each role was obtained from them. These questions were put forth employees at the two levels. Each proficiency level was defined in term of behavioral indicators. Here an employee’s actual proficiency level of a particular competency was mapped against the target proficiency level.

identifying key issues. LEVELS: 29 . and developing strategies and plans.5 COMPETENCY DICTIONARY 1.) BUSINESS AWARENESS: Definition: Understanding and utilizing economic. and industry data to accurately diagnose business strengths and weaknesses. financial.5.

3. LEVEL 4 Ability to utilize the amount allotted to the department as planned. LEVEL 2 LEVEL 3 LEVEL 4 Overview of business.(accurate company knowledge about products. LEVEL 5 Ability of utilize the limited resources in an optimum manner. LEVELS: LEVEL 1 Has the basic understanding of expenditures and revenues of the department. LEVEL 3 Capable of framing budgets.LEVEL 1 Able to continually identify and explore business opportunities and needs. the financial resources. LEVEL 5 Understanding the Industry Financial Knowledge of acumen. LEVELS: LEVEL 1 Demonstrates LEVEL 2 Involves LEVEL 3 Reshapes the LEVEL 4 Generates LEVEL 5 Ability to 30 .) CHANGE ORIENTATION: Definition: The ability to manage and accept changes.) 2. LEVEL 2 Ability to assess the necessary expenditures.) BUDGET MANAGEMENT: Definition: Understanding of the available resources and utilizing them in the best possible manner by remaining within the amount allotted to do a particular task.

Uses this understanding to predict and prepare for others' reactions. LEVEL 4 Is able to read. write. team to deal with challenges created by changes. speak and follow instructions in order to perform his role. support innovation and creativity by encouraging staff to accept and resolve changes. 5.) COMMUNICATION: Definition: Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the message.) COORDINATION: Definition: The process of facilitating the flow of work for a purpose or procedure and the ability to monitor or regulate those procedures and activities. innovations and creative ideas which assist in progressing.capacity to identify changes. Is able to communicate ideas. LEVEL 2 Speak confidently. LEVELS: LEVEL 1 Builds LEVEL 2 Encourages and LEVEL 3 Develops LEVEL 4 Creates team LEVEL 5 Able to 31 . The change process. 4. LEVELS: LEVEL 1 Listening and Interpretation. employee in initiating and implementing changes. establishing rapport. understanding needs. LEVEL 3 Is able to provide information in desired manner. LEVEL 5 Understands the reasons behind other people’s thoughts and concerns.gives clear direct and specific message.

) CONTROLLING: Definition: Control is the process through which standards for performance of people and processes are set and applied. LEVELS: LEVEL 1 Knowledge of LEVEL 2 Is capable of LEVEL 3 Takes proactive LEVEL 4 LEVEL 5 Takes decisions Is able to give 32 . LEVEL 3 Ability to allocate decision making authority or task responsibility to others LEVEL 4 Ability to exercise control without compelling employees thus avoiding employee dissent.effectively team supports within a colleagues to function/ achieve goals. facilitate the flow of work for a process. LEVEL 5 Ability to convince others on a particular course of action. informationsharing networks effectiveness using people skills. 7.) DECISION MAKING: Definition: The capacity to make sound and practical decisions which deal effectively with the issues and are based on thorough analysis and diagnosis. LEVELS: LEVEL 1 Ability to exercise powers. LEVEL 2 Keep a check on the working system. country. 6.

and ability to use effective approaches for choosing a course of action or developing appropriate solutions. LEVELS: LEVELS 1 Takes initiative LEVELS 2 Challenges the LEVEL 3 Voice ideas on LEVEL 4 Able to take LEVEL 5 Continuously 33 . mutually based on the facts. LEVEL 5 Has the knowledge of development procedures. 9. 8. opinions when collective decisions are required.) DEVELOPING OTHERS: Definition: To plan and support the development of others through a competency based system. LEVEL 4 Implement development programs to support staffs in achieving performance goals. LEVELS: LEVEL 1 The desire and capacity to foster and development of members of his or her team. Is committed to decisions. understanding of various scenarios for effective decision decision making. decisions and calculate risk involved.) INITIATIVE: Definition: The capacity to take action independently and to assume responsibility for one’s action. LEVEL 2 Is able to make an objective assessment of individual’s performance LEVEL 3 Assess employee training needs against set goals. Accepts delegated authority and acts with span of control.

adopts changes in work place. LEVEL 2 LEVEL 3 LEVEL 4 Shares expertise in achieving team goals. get along with the people. status quo and suggest new ways to improve the current system. Open and Can establish a honest in his rapport wide communication.to try out new ideas at his work place to improve process. suggests innovative changes and can translate the innovative ideas into concrete changes. 11. LEVELS: LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 34 . prompt action to accomplish objectives.) INTERPERSONAL SKILLS: Definition: Develop effective relationships with others.) INFORMATION MANAGEMENT: Definition: It is the collection and management of information from one or more sources and the distribution of that information to one or more audiences. 10. Can bring people in achieving team and resolving conflict arising within. business issues without prompting. range . LEVELS: LEVEL 1 Ability to develop and maintain effective relationships with others in order to encourage and support communication and teamwork. LEVEL 5 Cooperates with the team.Coaches and support team.

) LEADERSHIP: Definition: Leadership is an interpersonal influence directed towards the achievement of a goal or goals. LEVELS: LEVEL 1 Recognizes conflicts and acts accordingly.Knows what information is needed and whom to approach. LEVEL 4 Takes advantage of most opportunities. LEVELS: LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 35 . thus takes necessary steps. 12. combined with the energy to work towards that goal. Senses the need to assign duties to people and delegating. improve the quality of information and data collection. LEVEL 5 Foresee the conflicts and tries to minimize the same before it arises. 13. Use existing information and resources to its maximum advantage. Develop Collect the right systems to information for organize and the right time.) MOTIVATION: Definition: Motivation is a desire to achieve a goal. could do more to leverage them through others. LEVEL 3 Assigns responsibility to different people according to their capability and sets deadlines for the same. LEVEL 2 Clear about who should be given which tasks? Coaches people when required and open to give advice when asked. Uses a wide variety of networks to collect information on key issues.

helps maintain focus. 14. LEVEL 3 Able to assist other team members where necessary to formulate objectives. financial and technological to meet goals. LEVEL 5 Ability of arrange and assign work to use resources efficiently. Accountable for preparation and delivery of plans for an activity or project undertaken by a work group or team. Keeps employee well informed. Is a positive influence on the use of time ingroup meetings . LEVELS: LEVEL 1 Ability to LEVEL 2 Determine LEVEL 3 Work actively LEVEL 4 Ability to LEVEL 5 Identifies and 36 .) PROBLEM SOLVING: Definition: Processes problems into solutions and new opportunities. LEVELS: LEVEL 1 Diaries appointments and keeps to them on time.) PLANNING AND ORGANIZING: Definition: Establishing courses of action for self and others to ensure that work is completed efficiently. LEVEL 2 Meets deadlines.Encourages the employees whenever required. LEVEL 4 Is effective in planning the best balance of resources including human. Finds out what motivates employees and tries to provide it. delivers work on time without sacrificing quality. Can prioritize tasks and recognize the difference between urgent and important tasks. To guide. 15. Creates and maintains a positive environment.

handle outcomes arising out of the solutions suggested and implemented educates others to focus on causes. LEVEL 4 Takes actions and implements plans to check attritions LEVEL 5 Create a feeling of recognition among the employees.) RETENTION: Definition: Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. Has a basic Ability to make understanding entries. LEVEL 2 Able to understand reasons for employee turnover. LEVEL 3 Ability to develop plans to reduce attrition. 17. LEVELS: LEVEL 1 Has a basic understanding of employee turnover.identify problems. of problems and works co operatively to seek solutions. 16. of various kinds 37 . possible solutions. not symptoms. to resolve the issues.) RECORD KEEPING: Definition: Ability to handle documents LEVELS: LEVEL 1 LEVEL 2 LEVEL 3 Can interact with various departments LEVEL 4 Ability to interpret the records and LEVEL 5 Capable of keeping up to date records.

LEVELS: LEVEL 1 Takes a long term and visionary view of the direction to be followed in the future.) TEAM MANAGEMENT: Definition: Actively participating as a member of a team to move the team toward the completion of goals. LEVEL 5 Can interact with various universities and suggest recruitment trips. take decisions accordingly 18.of records. LEVELS: LEVEL 1 Has a basic knowledge of selection procedures LEVEL 2 Ability to recognize skills and talents around. 20. LEVELS: LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 38 . efficiency and effectiveness. Identifies gaps Sets targets.) SELECTION: Definition: selection is a process to choosing the best among st available alternatives. LEVEL 4 Ability to select the right candidate for the organization. and prepare records accordingly. LEVEL 3 Ability to screen candidates and conduct interview. LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5 Takes on challenging but achievable goals. and seeks to monitors overcome them.. It is finding right person for the right job.) STRATEGIC ORIENTATION: Definition: It is an inclination to formulate strategies with long term objectives. Decides on optimum work approach. 19.

working with the computer LEVEL 3 Demonstrating technical or professional expertise to at as a professional and technical resource to he organization. LEVEL 4 Working with computer technology. Actively organizes activities aimed at building team spirit 21.) TECHNICAL SKILLS: Definition: These are the skills that are action specific and requires training. Works well within the team environment to establish constructive ideas or solutions that meet organizational objective. LEVEL 5 Possession of knowledge. Takes in charge of managing the whole business and completing it at the right time. CHAPTER 6 RESEARCH METHODOLOGY : RESEARCH DESIGN SAMPLE SIZE : department Deputy Manager Senior manager Deputy general : “Descriptive Research” 39 . Communicates information about the business to management and employees. understanding and expertise to carry out the work effectively. to use computer technology to ensure a high level of efficiency in accomplishing work. LEVEL 2 Working with and data and numbers. Uses strategies to promote team effectiveness across the business such as providing information to other areas of the organization to help make decisions collaboratively and sharing resources to solve mutual problems.Participates willingly with the team by doing his/her share of the teams' work. Takes action outside daily work routine to build commitment to the team as a focus. LEVELS: LEVEL 1 Performing office task. Models teamwork in own behavior.

The was prepared after gaining a clear understanding of the competency concepts. The forms were checked by the Industry Guide Mr. Personnel. Estate and Administration Finding competencies gap. Framing of job description Identifying the competencies and framing competency level. Several forms were studied on internet. DATA ANALYSIS:  SCALE: • The scale is used for rating competencies. Forming a competency dictionary Mapping of executive competencies of departments namely HR. Identifying training needs Acting as a channel for business development. where 1 is the lowest and 5 is the highest score. S.HR ESTATE PERSONNEL manager         manager    RESEARCH TOOL AND QUESTIONNAIRE Forms were prepared after consultation with the guide. Bhasker. The scale used is 1-5 rating scale. 40 . ACTION PLAN FOR DATA COLLECTION Steps to be followed: Job evaluation Job analysis.

 CHARTS • Chart 1: RADAR CHART Radar charts are usually used to compare performance of different entities on a same set of axes. The chart displays the important categories of performance and makes visible concentrations of strengths and weaknesses. Present: the competency level that exists in the organization Requirement: The competency levels that is required for a particular job position Example: COMPETENCY ASSESSMENT OF GENERAL SKILLS (ADMINISTRATION) TEAM WORK 6 4 INTERPERSONAL 2 0 COMMUNICATION PRESENT REQUIREMENT INFORMATION MANAGEMENT INITIATIVE • • Chart no. CORE: These are competencies that are essentially required to perform a particular job function. A radar chart shows how a team has evaluated a number of organizational performance areas. SUPPORTING: These are the competencies which facilitate the core competency • Chart no.3: Competency Assessment Chart: 41 . A radar chart graphically shows the size of the gaps among five to ten organizational performance areas. In this project radar chart is used to show the competency gaps that exist at a particular job position.2: CORE.SUPPORTING COMPETENCY CHART This chart shows the critical and the supporting competencies required at a particular job position at MMTC LIMITED.

Competency gap is the difference that exists between the observed and the ideal competencies.• This chart shows the competency gaps that has been identified. 1: RADAR CHART 1. It shows the area where training is required CHART NO.2 JOB TITLE : MANAGER COMPETENCY TYPE : GENERAL DEPARTMENT : PERSONNEL 42 .1 JOB TITLE : MANAGER COMPETENCY TYPE : GENERAL DEPARTMENT : HUMAN RESOURCE competency assesment of general skills(Human Resource) TEAMWORK 6 4 INFORMATION MANAGEMENT 2 0 COMMUNICATION Present Requirement INITIATIVE INTERPERSONAL 1.

competency assessment of general skills (PERSONNEL) TEAM WORK 5 4 3 INTERPERSONAL 2 1 0 COMMUNICATION present requirement INFORMATION MANAGEMENT INITIATIVE 1.3 JOB TITLE : MANAGER COMPETENCY TYPE : GENERAL DEPARTMENT : ADMINISTRATION COMPETENCY ASSESSMENT OF GENERAL SKILLS (ADMINISTRATION) TEAM WORK 6 4 INTERPERSONAL 2 0 COMMUNICATION PRESENT REQUIREMENT INFORMATION MANAGEMENT INITIATIVE 1.4 JOB TITLE COMPETENCY TYPE : MANAGER : GENERAL 43 .

DEPARTMENT :ESTATE DEPARTMENT Competency assessment of general skills(E state) : ESTATE TE AMW R O K 6 4 IN R FO MATION MAN AGE N ME T 2 0 COMMU ICATIO N N Present Requirement IN ITIATIVE IN R R N TE PE SO AL 1.6 JOB TITLE COMPETENCY TYPE DEPARTMENT : MANAGER : FUNCTIONAL : ADMINISTRATION 44 .5 JOB TITLE COMPETENCY TYPE DEPARTMENT : MANAGER : FUNCTIONAL : ESTATE COMPETENCY ASSESSMENT OF FUNCTIONAL SKILLS (ESTATE) RECORD KEEPING 6 4 BUSINESS AWARENESS 2 0 BUDGET MANAGEMENT PRESENT REQUIREMENT PROBLEM SOLVING TECHNICAL 1.

8 JOB TITLE COMPETENCY TYPE DEPARTMENT : MANAGER : FUNCTIONAL : HUMAN RESOURCE 45 .7 JOB TITLE COMPETENCY TYPE DEPARTMENT : MANAGER : FUNCTIONAL : PERSONNEL competency assessment of functional skills (Personnel) BUSINESS AWARENESS 5 4 3 COMMUNICATION 2 1 0 BUDGET MANAGEMENT present Requirement SELECTION RETENTION 1.COMPETENCY ASSESSMENT OF FUNCTIONAL SKILLS (ADMINISTRATION) RECORD KEEPING 6 4 CONTROLLING 2 0 PLANNING AND ORGANIZING PRESENT REQUIREMENT PROBLEM SOLVING TECHNICAL SKILLS 1.

9 JOB TITLE COMPETENCY TYPE DEPARTMENT : DEPUTY GENERAL MANAGER : GENERAL :PERSONNEL competency assessment of general skills (Personnel) LEADERSHIP 6 4 STRATEGIC ORIENTATION 2 0 TEAM MANAGEMENT present REQUIREMENT DECISION MAKING INTERPERSONAL 1.10 JOB TITLE COMPETENCY TYPE DEPARTMENT : DEPUTY GENERAL MANAGER : GENERAL : HUMAN RESOURCE 46 .competency assessment of functional skills(Human Resource STRA G ORIE TE IC NTATION 6 4 CH ANG OR NTATION E IE 2 0 Present Requirement MOTIVATION PE OR NCE RF MA IMPR OVE N ME T PLAN NINGAND ORG ANISIN G 1.

12 JOB TITLE COMPETENCY TYPE DEPARTMENT : DEPUTY GENERAL MANAGER : GENERAL : ADMINISTRATION 47 .11 JOB TITLE COMPETENCY TYPE DEPARTMENT : DEPUTY GENERAL MANAGER : GENERAL : ESTATE compet ency as s es s ment of general s ki l l s (E s tat e) LEA D E R SHIP 6 4 2 0 TEA M MA NA GEMENT pr es ent R equi rement STR A TEGIC OR IENTA T ION INTER PER SONA L 1.competency assessment of general skills(Human Resource) LE DE A RSHIP 6 4 STR ATE IC OR N TION G IE TA 2 0 TE AM MAN E NT AG ME Present Requirement DE CISION MAK ING INTE PE R RSONAL 1.

Competency assessment of general skills(Administration) LEADERSHIP 6 STRATEGIC ORIENTATION 4 2 0 TEAM MANGEMANT present REQUIREMENT DECISION MAKING INTERPERSONAL 1.13 JOB TITLE COMPETENCY TYPE DEPARTMENT : DEPUTY GENERAL MANAGER : FUNCTIONAL : PERSONNEL competency assessment of functional skills (Personnel) BUSINESS AWARENESS 5 4 3 COMMUNICATION 2 1 0 BUDGET MANAGEMENT present Requirement SELECTION RETENTION 1.14 JOB TITLE COMPETENCY TYPE DEPARTMENT : DEPUTY GENERAL MANAGER : FUNCTIONAL : HUMAN RESOURCE 48 .

16 JOB TITLE : DEPUTY GENERAL MANAGER 49 .competency assessment of functional skills(H uman R esource) PLAN IN AN O G ISIN N G D R AN G 6 4 D VE PIN O E S E LO G TH R 2 0 MO TIVATIO N Present R equirement B SIN SS AW E E U E AR N SS COMMU ICATION N 1.15: JOB TITLE COMPETENCY TYPE DEPARTMENT : DEPUTY GENERAL MANAGER : FUNCTIONAL : ADMINISTRATION competency assessment of functional skills (Administration) TECHNICAL 6 4 PLANNING AND ORGANISING 2 0 INITIATIVE present requirement CONTROLLING BUDGET MANAGEMENT 1.

COMPETENCY TYPE DEPARTMENT : FUNCTIONAL : ESTATE competency assessment of functional skills (Estate) BUSINESS AWARENESS 5 4 3 PLANNING AND ORGANIZING 2 1 0 COORDINATION present requirement BUDGET MANAGEMENT TECHNICAL CHAPTER 7 50 .

blogspot.com for moreproject reports. notes etc. Discovery of competency gaps.RESEARCH FINDINGS The important findings of this study are 1) 2) 3) 4) Identification of competency levels of employees.blogspot. A step towards succession planning by identifying their KPA’s and rating their performance. Identification of training needs.com allmbastuff. CHAPTER 8 51 . Visit hrmba.

After a thorough study of the topic following objectives were framed: 1. the data was carefully analyzed and job descriptions and specifications were framed.) Establish proficiency levels required for each competency identified for a particular position. Out of these 10 competencies 5 were the general competencies that was common to all the four departments (Human Resource Development. A five point scale was developed to rate the competencies and determine the levels.) To identify the KPA’S (Key Performance Areas) of the desired levels In four departments 3. It was found that training is required in all the four departments at every level. For framing job descriptions and specifications data was obtained from employees with the help of carefully structured forms. 5.) To develop a competency model as applicable for the various managerial positions at MMTC 6. Personnel and Administration) and 5 were the functional competencies which was department specific.) To prepare the employees for succession plan by improving their KPA’s through proper training.) Develop a competency dictionary 4.SUMMARY AND CONCLUSION In the present chapter investigator would like to give a summary and conclusions of the obtained results . Visit 52 . After obtaining the data from the sample of employees. The details about the people who require training is given in the following chart. Estate.) To develop job descriptions for the various functions (designation wise) 2. After framing the job description and specification a competency framework was developed for each job position under study .There were 10 competencies for each job position.

blogspot. notes etc. PEOPLE WHO REQUIRE TRAINING IN GENERAL SKILLS: DEPARTMENT PERSONNEL LEVELS  Deputy General Manger/Senior Manager Deputy Manager/Manager COMPETENCY TYPE General COMPETENCY NAME  Interpersonal       HUMAN RESOURCE DEVELOPMENT  Deputy General Manger/Senior Manager Deputy Manager/Manager General Strategic Orientation Team Management Leadership Team Work Initiative Interpersonal Strategic Orientation Team Work Communication Team Management Information Management Initiative Leadership Team Management Interpersonal Decision Making Strategic Orientation    General   ADMINISTRATION  Deputy General Manger/Senior Manager Deputy manager/Manager   ESTATE  Deputy General Manager/Senior Manager Deputy Manager/Manager General         53 .blogspot.com for moreproject reports.com allmbastuff.hrmba.

PEOPLE WHO REQUIRE TRAINING IN FUNCTIONAL SKIILS: DEPARTMENT PERSONNEL LEVELS  Deputy General Manger/Senior Manager Deputy Manager/Manager Deputy General Manger/Senior Manager COMPETENCY TYPE Functional COMPETENCY NAME  Selection Retention   HUMAN RESOURCE DEVELOPMENT  Functional    Planning and Organizing Communicatio n Business Awareness Planning And Organizing Performance Improvement Motivation Change Orientation Planning and Organizing Controlling Problem Solving Planning and Organizing Record Keeping  Deputy Manager/Manager     ADMINISTRATION  Deputy General Manger/Senior Manager Deputy manager/Manager Functional       54 .

blogspot. • • Objectively assigning priorities (or weights) to various impacting behaviors of a competency based organization finger print. The method seeks to  To take a comprehensive view the role of job characteristics.  Consider elements of future roles of the organization.blogspot. Balancing weights to be given to current and future focused competencies in different environmental contexts.ESTATE  Deputy General Manager/Senior Manager Deputy Manager/Manager Functional   Controlling Coordination  Recommended Direction For Future Research In Competency Mapping It would be useful to direct future research on the following lines: • Attempt to overcome the limitations based on a Job-Organization-Environment in the context of time approach to mapping future ready competencies.com allmbastuff. 55 . Visit hrmba. notes etc.com for moreproject reports. This method is called JOE (T) method. organizational finger prints and impact of environment on the organization.

R.K. WORKSHOP: A workshop on Competency Mapping held at MMTC Limited conducted by Mr. Mohanty (Consultant) BOOKS Competency Mapping Education Kit module 3 and 4-T V Rao Handbook Of Competency Mapping .Seema Sangi Visit 56 .BIBLIOGRAPHY REFERENCES INTERNET Search engines GOOLGE and YAHOO.

57 . notes etc.hrmba.com for moreproject reports.com allmbastuff.blogspot.blogspot.

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