“A STUDY ON COMPETENCY MAPPING FOR THE EMPLOYEES IN INDO SHELL CAST PRIVATE LIMITED, COIMBATORE”

MANAGEMENT THESIS - I

SUBMITTED BY

T.MANIVEL (REG.NO: 7NBPO046)

UNDER THE GUIDANCE OF
Prof. Mrs. P.H.HEMAMALINI MBA M.Phil.,

In partial fulfillment of the requirements for the awards of the degree of

MASTER OF BUSINESS ADMINISTRATION (2007-2009)

POLLACHI

1

2

Certificate
CERTIFICATE

This is to certify that the Management Thesis-I “A STUDY ON COMPETENCY MAPPING FOR THE EMPLOYEES IN INDO SHELL CAST PRIVATE LIMITED” submitted by T.MANIVEL Enrollment No. (7NBPO046) during Semester-III of the MBA program class of 2009 embodies original work done by him.

Signature of the Faculty Supervisor

Name

:

Designation :
3

Center

:

4

Declaration

DECLARATION

I, T.MANIVEL hereby declare that the project titled “A STUDY ON COMPETENCY MAPPING FOR THE EMPLOYEES IN INDO SHEL CAST PRIVATE LIMITED” submitted to ICFAI National college, Pollachi in partial fulfillment of the requirement for the award of the degree of Master of Business Administration is a record of original work done by me under the guidance of Prof Mrs. P.H.HEMAMALINI MBA.M.Phil., Faculty Member, ICFAI National College Pollachi.

Signature of the candidate
5

T.MANIVEL (7NBPO046)

Date: Place:

6

Acknowledgement
ACKNOWLEDGEMENT
I express my foremost thanks to the almighty for his blessings in helping me to complete my project work successfully. Out of the privilege of being the student of ICFAI NATIONAL COLLEGE, POLLACHI, I would like to thank our principal Mr.R.VIJAYA KUMAR who granted me this opportunity. I express my deep sense of gratitude to all the faculty of INC for their motivation. I express my sincere thanks to my faculty guide PROF P.H.HEMAMALINI for her guidance and for her extremely useful and effective suggestions.

7

I would also like to convey my special thanks to Mr.RAMAKRISHNAN, Senior HR Manager and Mr. SIVAKUMAR, assistant HR Manager of Indo Shell Mould Limited for proving their valuable guidance and support whenever required. I have immense pleasure in thanking all the staffs, who have given me their help and a source of great support throughout my project. I owe my gratitude to all the respondents who have given me the necessary information for carrying out my project successfully. Last but not the least I would like to thank my parents and friends who were the source of encouragement and support for the successful completion of my project.

Content

Chapter No

Title Introduction 1.1 Executive Summary

Page no

11 12 13

1

1.2

Objectives

1.3 Scope of the study 1.4 Limitations

14

8

2 3

Research Methodology PROFILES 3.1 Company Profile 3.2 Competency Mapping

16

19 34 51 96 100 102 104

4 5 6 7 8

Analysis and Interpretation Findings and Suggestions Conclusion Bibliography Annexure

List of tables

S.No 1 2 3 4 5 6 7 8 9 10

Table No 1 2 3 4 5 6 7 8 9 10

Title Awareness of competency mapping Recognized competency model through various modes Necessity of competency mapping in present scenario Assessment of competency mapping the past Techniques used for assessing competency mapping Model for assessing competency mapping Enhancing competency development through training and

Page No 52 54 56 58 60 62 64 66 68 70

Competency mapping as a effective tool for selection Competency map for performance appraisal Competency mapping in different department
9

11 12 13 14 15 16 17 18 19 20 21 22

11 12 13 14 15 16 17 18 19 20 21 22

Competency assessment instrument Way to access competency Methods to access competency Defining roles & responsibilities Potential employee excel because Necessity of separate block to work Problems in implementing competency mapping Motivation and support from organization Training at free of cost Training program increase productivity Satisfaction level regarding training program Improvement in performance level because of training

72 74 76 78 80 82 84 86 88 90 92

94

List of chart

S.No 1 2 3 4 5 6 7 8 9

Table No 1 2 3 4 5 6 7 8 9

Title Awareness of competency mapping Recognized competency model through various modes Necessity of competency mapping in present scenario Assessment of competency mapping the past Techniques used for assessing competency mapping Model for assessing competency mapping Enhancing competency development through training and

Page No 53 55 57 59 61 63 65 67 69

Competency mapping as a effective tool for selection Competency map for performance appraisal
10

10 11 12 13 14 15 16 17 18 19 20 21 22

10 11 12 13 14 15 16 17 18 19 20 21 22

Competency mapping in different department Competency assessment instrument Way to access competency Methods to access competency Defining roles & responsibilities Potential employee excel because Necessity of separate block to work Problems in implementing competency mapping Motivation and support from organization Training at free of cost Training program increase productivity Satisfaction level regarding training program Improvement in performance level because of training

71 73 75 77 79 81 83 85 87 89 91 93

95

EXECUTIVE SUMMARY

The title of the study is “A Study on Competency mapping for the employees in Indo Shell Cast Private Limited, Coimbatore”. In the modern competitive world, the business managers are required to improve the efficiency and effectiveness of their business operation. Competency mapping helps to develop objective system for recruitments, Promotions, training & development, and performance diagnostics. The study is carried out in Indo shell Mould private limited. It was started in the year of 1973. The key people are Mr.K.Jagedeesain, Mr.S.V.Jagadesan and Mr.K.Jayabal. Indo Shell Mould Limited is a unique foundry in Coimbatore producing
11

both Ferrous Castings and Aluminium (Non-Ferrus) Castings. Indo shell also has a well equipped machine shop for producing various sizes of finished casting parts. More than 500 employees are working in this concern. The objectives of this study are: ∗ To know about the effectiveness of the knowledge, skills, and abilities which have direct impact on the success of the employees ∗ To know about the ambiguities in the job and work experience. ∗ To know how competency mapping align behavior with organization strategy and values which adapt changes This study is containing both primary and secondary data. The sampling size of this study is 100. The data for the project from the HR Manager and the employees of Indo Shell Mould Limited. For interpretation, the study has used Likert scale method. The study has found out that the Indo Shell Mould private limited got benefit out of the Competency model.

12

Chapter 1 Introduction
INTRODUCTION

In this modern competitive world, managers are required to improve the efficiency and effectiveness of their business operations. As there are several factors that affect efficiency and effectiveness of operations, the improvement is required to be carried out in every factor. They are required to bring every factor in synchronization with other factors. TQM, TPM, BPR and other similar initiatives provide direction to improvement in business operations.

13

Good managers are generally aware about different qualities a person must possess to do a job effectively, and they make use of their knowledge to select and train their subordinates. Competency mapping helps to develop objective system for recruitments, Promotions, training & development, and performance diagnostics.

HR professionals are entrusted with the responsibility for selection, training and development, administration, deployments support, performance appraisal and performance diagnostics of the employees. The most important part of these responsibilities is assessment of the individuals for their suitability for different functional tasks, and development of their potential to be effective and excel in assigned tasks.

HR functions entrusted with the responsibility to find right person for every job and development of the employed person to do the assigned job effectively, have found competency mapping and assessment as a very effective tool.

PRIMARY OBJECTIVE

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

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

14

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

SECONDARY OBJECTIVE
 To know about the concept of competency mapping  To know about the level of awareness about the competency mapping among the employees  To know about how Indo Shell Mould private limited get benefit out of this Competency mapping  To know about how the Competency mapping can be used for various purposes

SCOPE OF THE STUDY

The study is mainly conducted to know about the competency mapping for the employees in an organization and also about how the organization will get benefit out of this competency mapping. So by conducting the research at the end we gather more
15

information regarding how the competency instrument will give benefit to both the employees and the organization. And to find ‘Is they any pitfalls behind that’. Through this we can give necessary suggestion wherever necessary and also to suggest innovative ideas so that it will prevent the company from future challenges to a greater extent.

LIMITATIONS

∗ The study is fully focused on only one organization

The time and cost are constraints

∗ Self bias or data is insufficient

16

Chapter 2 Research methodology
RESEARCH METHODOLOGY

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

17

Source of data:This research is containing both primary and secondary data. Primary data:Primary data is collected directly from respondents using data collection methods like survey interviews, questionnaires, measurements, direct observation or tabulation. Primary data for this study will be generated through questionnaire & interview with employees. Secondary data:Secondary data is the data that already exists which has been collected by some other person or organization for their use, and is generally made available to other researchers free or at a concessional rate. Source of secondary data to make the study more effective was possible with the help of published data such as company data, web site like www.indoshell.com. Data collection tool:Ordinal scale is used to arrange objects according to some particular order. Likert scale consists of a series of statements where the respondent provides answers in the form of degree of agreement or disagreement.

Well structured questionnaire using ordinal and Likert scale is used to retrieve data from primary sources backed by interview. Sampling techniques:-

18

Convenience Sampling is a type of non-probability sampling method in which selection of units from the population is based on their easy availability and accessibility to the researcher. This study is adopted by Convenience sampling. Sample unit:Sampling unit is a basic unit that contains a single element or a group of elements of the population to be sampled. The sample unit for this study is comprised of HR manager and employees of Indo shell private limited. Sample size:The sample size for my study is 100. Tool for data analysis:Data collection is analyzed with the help of statistical tool such as Likert scale and Simple percentage method along with tables, charts and graphs will be used for quick understanding of the study. Likert Scales: Likert Scale consists of a series of statements where the respondent provides answers in the form of degree of agreements or disagreements. This expresses attitude towards the concept under study. The respondent selects a numerical score for each statement to indicate the degree of agreements or disagreements. Each such score is finally added up to measure the respondent’s attitude.

19

Chapter 3 Company profile
20

COMPANY PROFILE
IndoShell Cast Private Limited was started as a small scale unit in the industrial town of Coimbatore, South India in the year 1973. In 1994, they received the biggest quality award “National Award for Quality Products” from the President of India. In 1995, it was promoted as a public limited company. The company has obtained ISO 9002 certification from RWTUV, Germany in 1996. In 1999, they received the “Best Vendor Award” from TVS- Suzuki. And also they have received the “Quality Award” from Yamaha, Honda motors.

MANAGEMENT: The firm has been promoted by a team of well-experienced technocrats with engineering background. Their experience, expertise, professionalism, dynamism and quality conscious approach have been further enriched technical guidance from their overseas customers for past two decades. GROWTH: Aggressive marketing strategies, World class quality Castings, efficiency and technical capability have positioned them on a distinct slot today. A significant rise in the growth charts reflects their consistent, exemplary performance. Indo shell has extended its marketing operations across the globe. Castings are exported to various countries in Europe and USA as per customer specifications.

21

FERROUS FOUNDRY Indo Shell is the Largest Shell Moulded Ferrous Casting manufacturing foundry. Producing critical Automotive, Hydraulic components with Full machining and Sub assemblies to Fulfill the highest quality requirements. Indo Shell Producing components in Grey Cast Iron, Malleable Iron, Compacted Graphite Iron and Ductile Iron (SG Iron), Austempered Ductile Iron to all national and International specifications. Indo Shell making intricate thin walled (min 3.5 mm) water cooled components for Automotive Application. Indo Shell Producing components with thin, complex Internal ports with highest degree of as cast Dimensional accuracy for hydraulic applications.

ALUMINIUM FOUNDRY: Indo Shell producing Pressure Die Casting, Low Pressure Die Casting and Gravity Die Casting Aluminium Components for Automotive Applications. Railways compressor components getting tested for pressure tightness. Producing Aluminium castings for National, International specifications based on the requirement. Inhouse Heat Treatment carried out. Indo Shell Producing extruded aluminium tube/rod machined components.

22

RANGE OF CASTINGS: High Pressure Die Castings : 60 tons to 600 tons. Low Pressure Die Castings tools. Gravity Die Castings : GDC sections comprises of many machines for production of cylinder heads, brake housings and other complex parts. : Well equipped LPDC machines with multi-cavity

MACHINING: Indo Shell having full fledged machining and sub assembly setup for Automotive, Hydraulic components machining. Indo Shell Producing extruded aluminium tube/rod machined components. ∗ Horizontal Machining Centres ∗ Vertical Machining Centres ∗ Turning Centres ∗ Turn Mill Centres ∗ Honing Machine ∗ Precidor Honing Machine ∗ Surface Grinding Machines ∗ High Speed SPM drilling Machines ∗ Tig Welding METROLOGY LABORATORY: Indoshell Metrology Lab is well equipped to cater to the stringent requirements of the Quality Management System laid down by ISO 9000 and TS 16949:2002 for Gauge calibration.

23

We are doing comprehensive calibration services for the range of Gauges and Instruments in Linear Dimensional measurements. We assure total satisfaction by accurate and reliable calibration services, traceable to national and International standards. We have a team of highly skilled personnel & relevant expertise to undertake calibration for gauges. Our Laboratories sophisticated Environmental Control System continuously monitors and maintains strict environmental conditions, which include floor vibration isolation, Air particle filtrations, and the latest temperature control technology to maintain 20 +/- 0.5 deg c. Indo Shell Metrology lab was started in the year 1996. Initially the objective was to conduct inhouse Instruments, gauges calibration activities to meet ISO 9000 requirement with minimum facilities. Subsequently the company’s Business has expanded in multi folds. The need for expansion arise for the calibration too, accordingly the lab was shifted to bigger area with centralized Air conditioning. Additional calibration facilities were added to meet the inhouse calibration demand. In the year of 2005, company made a major expansion in the Machine shop to export critical machined components to Europe, USA. Again the need for expansion arised to meet the precision Gauges, Instruments calibration. Company deliberately developed a state of art Calibration Laboratory.

The management felt that to improve the quality of the calibration services, practicing the management system as per ISO/IEC 17025 standard and NABL standards

24

was an essential need. The facilities of Indoshell Metrology Lab partially open for outside clients. TOOL ROOM FACILITIES: Well equipped for making any type of tool, core box and intricate dies. Makino vertical machining centre - Facilities for tool making using 3 D Solid modeling Software (Solid Works & Master Cam). Spark erosion & Milling Machines with Digital read out, lathes & Drilling machines. We offer full-fledged CAD / CAM Service that includes ∗ Conversion of ‘2D’ drawing to ‘3D’ Model ∗ Parts Assembly using ‘3D’ Model ∗ Intelligent Production Drawing with Easy interpretation of sectional Views ∗ Crystal clear design on complex profile, Multiple angles and fillets ∗ CAM Solution for manufacturing. PROCESS EQUIPMENT: ∗ Sand coating plant. ∗ Core shooter- Fully automatic machine. ∗ 4 Station – Semi automatic Moulding machine. ∗ Green sand-Moulding plant. ∗ Medium frequency VIP Dual track Induction melting furnaces.

∗ Pouring Yard. ∗ Monorail shell pouring. ∗ Shot blasting machines.
25

∗ CNC Machine Shop. ∗ Despatch Yard.

In Process Quality Control: The quality control systems adopted in procurement, production, marketing and delivery form the backbone of Indo shell's success story today. For required quality standards in mould and core making, melting, pouring, metal analysis, fettling, machining, painting, Casting inspection and delivery. Sand Quality: Sand Quality is analyzed with the aid of hot tensile tester and stick point tester for shell sand. Green sand is tested with the help of universal sand strength tester permeability meter, moisture tester, compactability tester, active clay testing kit. Metal Quality: Metal chemistry is analyzed with spectra analyzer. Carbon equivalent meter is used for checking CE, TC, SI with under cool checking facility. Casting Quality: Dimensional inspection is carried out as per inspection plan using sophisticated testing equipment.

PRODUCT TESTING EQUIPMENT:

26

A separate laboratory with complete testing facilities has been established for ultimate quality checks. o Profile projector o Tesa microhite – height gauge for linear and geometrical dimensional checking. o Microscope with image analyzing software for quantitative metalographic study. o Endoscope – for checking internal core passages with cc camera & monitor. o Roughness tester. o Hardness tester. o Universal testing machine. The standard has master instruments linked with National & International standards for calibration. The products of Indo shell have been certified for fulfilling all quality parameters and are covered under ADMERKBLATT WO / TRD from RWTUV Germany. TRAINING: The employees of Indo shell undergo vigorous training through programmers conducted within the campus. Various steps are taken every employee is quality conscious at every stage with latest technical know-how & technological advancements. Special emphasis is on personality development and building healthy co-employee relationship.

PRODUCTS:

27

Automobile Industry FOR FOUR WHEELERS - TRUCKS/PASSENGER CAR
∗ ∗ ∗ ∗ ∗ ∗ ∗ ∗ ∗ ∗

Break Compressor Cylinder (Single/Double Bore) Cylinder Head Wheel Cylinder Automatic Slag adjuster Vacuum Brake Housing & Center plate Bracket hanger for steering application CVJ Body Cast flange Manifold Crankshaft

For Two Wheelers - Two Stroke (Ported Cylinder)
∗ ∗ ∗ ∗ ∗ ∗ ∗ ∗ ∗

Air Cooled Cylinder Block (50 CC-250 CC) Water Cooled Cylinder Block (50 CC – 250 CC) Sleeves for Al-Fin Cam shafts / Chilled Cam shafts Bearing Inserts – Grey Iron, Ductile Iron Housing Clutch Piston Outer Brake Drum Rear Wheel Hub in Austempered Ductile Iron

28

For Two Wheelers - Four Stroke
∗ ∗ ∗ ∗ ∗

Air Cooled Cylinder Block (75 CC-500 CC) Water Cooled Cylinder Block (75 CC-250 CC) Cam Shaft- Grey Iron, Ductile and Malleable Iron Drum Gear Shift Rotor Oil Filter

Automobile Components
∗ ∗ ∗ ∗ ∗ ∗ ∗ ∗ ∗ ∗ ∗ ∗ ∗

Water Cooled Cylinder Water Cooled Cylinder Head - Grey Iron Ductile Iron Pulleys Rocker Arm and Rocker Support Brake Cylinder (Single Bore / Double Bore) Cylinder Head Gear shift fork , Wheel Cylinder Automatic Slag Adjuster Housing for Power Steering Plate Stiffener Bearing Housing for Turbo chargers Suspension Bracket CVJ Body

Hydraulic Industry:

29

Valve Body – NG6 NG10 Cee Top

Pressure Plate – Inlet Plate Outlet Plate

∗ ∗

End Cover – Grey Iron, Ductile Iron Cover Casting - Grey Iron, Ductile Iron

Home Appliances: ∗ Piston for Refrigerator (Successfully converted to shell from Investment Castings) ∗ Support bracket for Refrigerator Compressor ∗ Swing Lever for Sewing Machines

TOTAL PRODUCTIVE MAINTENANCE: TPM POLICY
30

It is the Vision of Indo Shell Mould Limited to be a World Class Organization through TPM. This vision will be met by

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

∗ ∗ ∗ ∗ ∗

Establishing a maintenance system for the entire life of the equipment. Maximizing the Overall Plant Effectiveness. Total employee involvement. Continuous improvement towards Zero defects, Zero wastage, Zero breakdown. Creating a clean and safe working environment.

TPM TARGET P - Achieve 90% OEE minimum. Q - Achieve ZERO customer complaint. C - Reduce conversion cost by 5% annually. D - Achieve 100% delivery adherence. S - Maintain ZERO Accident. Aim for ZERO pollution. P - Achieve 6 suggestions per employee per year.

SIX SIGMA INITIATIVES:

31

To solve the Quality problems in a scientific way Indo Shell developed 5 Six Sigma Black Belt Holders. To achieve Rejection reduction, Process variation reduction various projects are identified on a Continuous basis and problems are solved.

QUALITY ASSURANCE: "Quality Policy : To Delight the customer by supplying Quality casting components by means of continuous improvement & Team work."

32

INDOAUTOSHELL AMERICAN CORPORATION INDOAUTOSHELL AMERICAN CORPORATION located in Houston Texas caters to customers in the Western Hemisphere at USA, CANADA and SOUTH AMERICA with very good ware housing facility.

BUSINESS DEVELOPMENT:

∗ ∗ ∗ ∗

Developing initial business contacts. Getting the blue prints (drawings), Designs or Solid models. Providing the Quote. Personal & local communication, for smoother and faster development.

CUSTOMER SERVICE Timely delivery of samples and getting product acceptance for the bulk production and looking after all the Internal & External Logistics to the customer's satisfaction. Handling all the financial transactions, maintaining customer's accounts, quality issues, timely delivery, product revision and customer's suggestions. Maintaining "INVENTORY" for the contracted customers to facilitate continuous and just in time (JIT) deliveries.

33

WARE HOUSING facility includes: ∗ 12,000 square foot climate controlled warehouse with 18-foot high ceilings. ∗ Certified Scales, Five/Ten Ton forklift truck. ∗ Six Loading docks, Street level access and 24-hour full time security personnel. ∗ A Five million ($5,000,000.00) dollar general liability policy is maintained on the facility.

34

COMPETENCY MAPPING

35

COMPETENCY MAPPING
DEFINITION:Competency for a job can be defined as a set of human attributes that enable an employee to meet and exceed expectations of his internal as well as external customers and stakeholders.

Competency mapping helps to develop objective system for recruitments, Promotions, training & development, and performance diagnostics.

HR professionals are entrusted with the responsibility for selection, training and development, administration, deployments support, performance appraisal and performance diagnostics of the employees. The most important part of these responsibilities is assessment of the individuals for their suitability for different functional tasks, and development of their potential to be effective and excel in assigned tasks. HR functions entrusted with the responsibility to find right person for every job and development of the employed person to do the assigned job effectively, have fount competency mapping and assessment as a very effective tool.

36

EMPLOYEE COMPETENCY MAP IS A VERY USEFUL DOCUMENT AND CAN BE USED FOR THE FOLLOWING APPLICATIONS:1. Candidate appraisal for recruitment 2. Employee potential appraisal for promotion or functional shift 3. Employee training need identification 4. Employee performance diagnostics 5. Employee self development initiatives

1. Candidate appraisal for recruitment Selection of candidates for employment is very important decision for any organization. A wrong selection costs the organization in terms of recruitment costs, time, and opportunity. Whereas landing into unsuitable job is very painful unsettling experience for the candidate. Job position competency map provides clear guidelines and reliable process for selection. Competency map for the job position and assessment of candidate’s for the required competencies give comparatively reliable indication about suitability of the candidate. The assessment also the provides guidelines on the training need for the candidate if selected for the position Normally only core competencies are assessed for selection.

37

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 expectation when promoted to a senior position. Also an average performer in a junior position may turn into a star performer when promoted to senior position. Similarly a successful person in one department may turn out to be unsatisfactory in another department and also a not so competent person in one department may give excellent results in other department. Hence departmental shifts and promotion need carful assessment of the competencies of the person with respect to the required competencies of the new position. It is recommended to assess core competencies for the promotion or functional shifts

3. Employee training need identification

Competency mapping and assessment provides clear indication of employees developmental needs. Candidate weakness with respect to the required competencies discovered in the assessments shows opportunity for development for the candidate. Employee competency assessment can be conducted periodically, preferably along with performance appraisal, to identify developmental needs of every employee. As competency based training need identification has direct relation with the employee performance, effectiveness of training can be directly gauged through the assessment of performance of competencies Generally core competencies are used for training need identification.
38

4. Employee performance diagnostics Competency based assessment provide excellent understanding of performance problems. Observance of non performance of an employee can be due to factors that are out of the control of the employee or due to lack of required competencies. Employees those are not able to the expectation should be assessed for core as well as support competencies and any observed inadequacy should carefully studied to understand its effect before taking any remedial measures.

5. Employee self development initiatives

The competency map and behavioral indicators help individual to understand direction for their own development. They can very easily identified the gaps and work on the inadequacies Performance appraisal with traditional method can assess the performance with respect to set targets, but these appraisals do not guide for improving the performance. Competency map very clearly and reliably guides the employees for self development. The competency map indicates the competencies that are required for improved performance and behavioral indicators shows the factors that build up the competency Organization should develop the competency map document and make it available to all employees for reference and study.

39

ELEMENTS OF BUSINESS: External elements: 1. Market 2. Public infrastructure, support facilities and services

Internal Strategic Elements:

1. Technology 2. Plant and machinery

Internal Operational Elements:

1. Management system 2. Materials 3. Technical manpower 4. Managerial manpower

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

40

Good managers are generally aware about different qualities a person must possess to do a job effectively, and they make use of their knowledge to select and train their subordinates. Organizational psychologists have studied and convert into a structured and formal process thus making it available for business application.

In organizational and business context, competency required for a particular job depends on many factors. These factors include social culture, nature of business, business environment, business environment, organizational culture, work environment, organizational structure, duties and responsibilities, nature of process and assigned activities, attitude and motives of colleagues, superiors & subordinates. Some of these factors may change with time, and thus changing competency requirements for the same job position in the organization

Competency for any job position at a particular is a unique set and as organization has many different job positions, managing many such sets is a difficult task. Hence for the purpose of HR management, the job competency is divided into elemental competencies.

41

Every job position is a unique set of relationship, responsibilities, objectives and assigned resources. Every job position should be clearly identified, analyzed, studied and documented for identification and competencies associated with it.

The job factors can be used for different application include job design, recruitment, training need identification, remuneration scheme design, organization restructuring, competency mapping etc.

Job factors:

∗ Envisioning ∗ Direction ∗ Organization and planning

42

∗ Resources mobilization ∗ Coordination ∗ Execution ∗ Human interaction ∗ Technology ∗ Creativity ∗ Costs ∗ Value addition

1. Envisioning Whether developing vision is part of the job under study what is the extent and coverage of envisioning requirement? The vision may be related to market servicing, operating arrangement, technology environment, facility planning etc. envisioning is requirement of leadership and managerial roles. 2. Direction Whether directing business operation or policy formulation is the responsibility of the job under study? What is the extended and coverage of direction is requirement of leadership and managerial roles.

43

3. Organizing and planning Whether the job involves identification of human or material resources and assigning these resources? Whether the job involving and scheduling usage of resources, controlling and monitoring usage of these resources? What is the extent and coverage of organizing and planning? This is requirement of leadership and managerial roles. 4. Resource mobilization Whether the job involves preparation of the resources for use? What extent and coverage of resources mobilization responsibility for the job? This involves proper instruction to be issued to all concerned, ensuring serviceability of the resources and ensuring required consumables and inputs are available. 5. Coordination Whether the job involves interaction with other excecutives to ensure synchronization of activities for effective and efficient utilization of available resources? What is the extent of coordination requirement of the job? 6. Execution What are the execution activities of the job? What is the kind of skills required to execute the activities? 7. Human interaction What is the nature and extent of human interaction in the job within the organization? What is the nature and extent of human interaction outside the organization?

8. Technology
44

What is the nature of technological responsibilities for the job? What kind of technical decisions are required to be made in discharge of the job responsibilities? 9. Creativity Does the job require generation of implementable option as part of responsibility? What is the scope to novelty and innovation the job provides? 10. Costs What is the cost of the job? How much organizational cost the job controls and influences? 11. Value addition How much value does the job adds in relation with other jobs?

COMPETENCY FRAMEWORK:
Aspiration management is a continuous process involving appropriate assessment procedures, feedback to employees and interventions designed to match opportunities that create “career best” experiences for the maximum number of employees. Managing aspirations begins with assessment at the time of hiring. Skilled interviewers alone can do justice to the assessment. Often, interviews are focused on checking technical knowledge, overlooking the candidate’s aspirations. And sometimes, unintentionally, interviewers even raise aspiration level by overselling the job and future prospects without clarifying the stringent standards for fast track promotions.

45

A well-thought out competency framework is key to assessing employees’ future growth potential and sharing it with them; this will help moderate aspirations at realistic levels. The competency framework in many organizations is a standalone initiative from HR or another function. In order to provide relevant assessment and feedback, competency frameworks should be thought out carefully in the light of an organization’s strategic priorities.

COMPETENCY FRAMEWORK:

S T R A T E G Y BEHAVIORAL & LEADERSHIP COMPETENCIES ASSESSMENT & FEEDBACK COMPETENCY FRAMEWORK & ASSESSMENT TECHNICAL COMPETENCIES

REALISTIC RESETTING OF ASPIRATIONS

46

A robust competency framework, an objective assessment process and transparent communication with employees will help manage aspirations well with limited or no negative fall- outs. Those who appreciate the messaging will seek to leverage their strengths to the maximum and organizations should create roles and opportunities to facilitate them to experience their career best. And those who refuse to appreciate the feedback and adjust to the reality will leave the system rather than sticking around as disengaged and disgruntled employees.

COMPETENCY MODEL: The model has three parts: 1. Sample of competency map. 2. Competency assessment instruments 3. Competency grading guidelines

1. Sample of Competency map The competency model should be for different department and at different level. The levels are: ∗ Junior executive level ∗ Middle Management level ∗ Senior/ corporate management

47

In this method, for assessment they allot roles and responsibilities and then they will assess the individual.

2. Competency assessment instruments

Competency assessment instruments of forms for competencies included in the model attached herewith for ready reference. These forms describe behavioral indicators for each of the elemental competency. The behavioral selected for the instruments are the ones that can be identified in the interviews. The indicators those are difficult to be identified in the interviews are not included in the assessment instruments. The sheets also indicate relative importance of the behavioral indicators for the particular competency.

3. Competency Grading Every employee has to get maximum level of required competency but it is not practically applicable. The basic levels are: ∗ Below average (without potential for improvement) ∗ Below average (with potential for improvement) ∗ Average (Generally delivers satisfactory results) ∗ Proficient (Always delivers satisfactory results)
48

∗ Highly proficient (Generally delivers more than satisfactory results) ∗ Expert (Delivers reliably good results) ∗ Master (Can deliver precise results) This is mainly based on the nature and the extent of evidence of behavioral indicators.

Elemental competencies and their levels need to be differentiated as “Base Competencies requirements” and “Environmental Competency requirement” to take changing environment into consideration for competency assessment. The value of competency mapping and identifying emotional strengths is that many employers now purposefully screen employees to hire people with specific competencies. They may need to hire someone who can be an effective time leader or who has demonstrated great active listening skills. Alternately, they may need someone who enjoys taking initiative or someone who is very good at taking direction. When individuals must seek new jobs, knowing one’s competencies can give one a competitive edge in the job market. Usually, a person will find themselves with strengths in about five to six areas. Sometimes an area where strengths are not present is worth developing. In other cases, competency mapping can indicate finding work that is suited to one’s strengths, or finding a department at one’s current work where one's strengths or needs as a worker can be exercised. A problem with competency mapping, especially when conducted by an organization is that there may be no room for an individual to work in a field that
49

would best make use of his or her competencies. If the company does not respond to competency mapping by reorganizing its employees, then it can be of little short-term benefit and may actually result in greater unhappiness on the part of individual employees.

A person identified as needing to learn new things in order to remain happy might find himself or herself in a position where no new training is ever required. If the employer cannot provide a position for an employee that fits him or her better, competency mapping may be of little use.

However, competency mapping can ultimately serve the individual who decides to seek employment in an environment where he or she perhaps can learn new things and be more intellectually challenged. Being able to list competencies on resumes and address this area with potential employers may help secure more satisfying work. This may not resolve issues for the company that initially employed competency mapping, without making suggested changes. It may find competency mapping has produced dissatisfied workers or led to a high worker turnover rate.

PROCESS OF COMPETENCY MAPPING:

1. Introduction The facilitator will discuss about the objective of the program and explain about the concept and practice of competency mapping and assessment.

2. Overview of organization, organizational design and job:

50

Here the facilitator will briefly present and discuss: ∗ Business, market, customer and customer requirements ∗ Organizational structure ∗ Technical processes ∗ Business and Management processes

3. Overview of Competency model: The facilitator will briefly discuss about the competency model. They should explain different competencies and their behavioral indicators. Facilitator should provide examples of relationships between competencies and business process requirements like elemental competency of influencing ability and sales process, Competency of team working & interpersonal effectiveness and production process etc., Facilitator will answer the questions that participants may have, to clear their doubts. This will complete the orientation of the program.

4. Identification of core competencies:

51

Facilitators will every job its duties and responsibilities, processes participated, critical factors for performance and criticality of the job etc., and will facilitate discussion among participants with respect to the job factors.

The objective is to identify up to ten most important 10 elemental competencies for each of the job from the list of 20 elemental competencies and divide them into two groups: core competencies and supporting competencies.

5.

Minimum acceptable level of competency: To decide minimum acceptable level of each of the competency.

6. Base competency map: Prepare a table of competency and their minimum acceptable level of each of the job position in the organization. This may be called as Base competency map for the organization. 7. Further development of the competency model: The Base competency map based on the model provides broad requirements for each of the job. This map helps to establish basic requirements for a competency based performance and potential appraisal system. For performance diagnostic applications the model needs to be further refined with in-depth job studies for each of the job.
52

The overall competency requirement for a job needs to be understood in terms of elemental competencies which depend upon education, knowledge, training, experience, technical and non-technical skills, attitude, personal image etc., and some of these attributes are difficult to objectively assess and measure. Competency mapping and assessment is a very important development for HR function. It provides much needed objectivity to HR activities. With the help of tool like Competency mapping, role of HR has changed from support function to core function. With Competency based HR systems and programs, HR function can directly contribute to organization effectiveness.

53

Chapter 4 Analysis and interpretation
DATA ANALYSIS AND INTERPRETATION

TABLE: 1 AWARENESS OF COMPETENCY MAPPING

NO OF S.NO 1 2 AWARENESS Yes No Total RESPONDENTS 80 20 100

NO OF RESPONDENTS (%) 80 20 100

54

INTERPRETATION: The above table spells about the respondents having awareness about the competency mapping. From the above table it is clear that 80% of the respondents are having awareness about the competency mapping and the remaining 20% of the respondents don’t have awareness about the competency mapping. The awareness can be created through various programs which can be conducted by the organization.

CHART: 1

AWARENESS OF COMPETENCY MAPPING

55

TABLE: 2

RECOGNIZED COMPETENCY MODEL THROUGH VARIOUS MODES

NO OF S.NO 1 MODES Through colleague RESPONDENTS 5
56

NO OF RESPONDENTS (%) 5

2 3 4

Through Organization Through Academics Other Media Total

90 5 100

90 5 100

INTERPRETATION: The above table explains about the modes through which the employees know the competency model. From the above table, it is clear that 5% of the employees know through their colleagues, 90% of the employees know through the organization and the remaining 5% of the employees know through the academics.

CHART: 2

RECOGNIZED COMPETENCY MODEL THROUGH VARIOUS MODES

57

TABLE: 3

NECESSITY OF COMPETENCY MAPPING IN PRESENT SCENARIO

NO OF

NO OF

58

S.NO 1 2

NECESSSITY Yes No Total

RESPONDENTS 93 7 100

RESPONDENTS (%) 93 7 100

INTERPRETATION: The above table explains about the respondents of necessity of competency mapping in the present scenario. From the above table, it is clear that 93% of the employees say that competency mapping is necessary for the organization and the remaining 7% of the employees says that there is no necessary for having competency mapping in the organization. At present, all the organization has realized the importance of competency mapping and worked out that.

CHART: 3

NECESSITY OF COMPETENCY MAPPING IN PRESENT SCENARIO

59

TABLE: 4

ASSESSMENT OF COMPETENCY MAPPING IN THE PAST

NO OF S.NO 1 ASSESSMENT Yes 15
60

NO OF RESPONDENTS (%) 15

RESPONDENTS

2

No Total

85 100

85 100

INTERPRETATION: The above table spells about the respondents of assessing competency mapping in the past. From the above table it is clear that 15% of the respondents have assessed the competency mapping in the past and the remaining 85% of the respondents didn’t assess the competency mapping in the past. Now the organization has training the employees about the ways through which they assess their competencies.

CHART: 4

ASSESSMENT OF COMPETENCY MAPPING IN THE PAST

61

TABLE: 5

TECHNIQUES USED FOR ASSESSING COMPETENCY MAPPING

S.NO

TECHNIQUES
62

NO OF

NO OF

1 2 3 4

During recruitment Further development need Succession planning & promotion Organizational development Total

RESPONDENTS 9 20 30 41 100

RESPONDENTS (%) 9 20 30 41 100

INTERPRETATION: The above table explains about the respondents using various techniques for assessing the competency mapping. From the above table, it is clear that 9% of the employees have assessed their competencies at the time of recruitment, 20% of the respondents have assessed at the time of further development need, 30% of the respondents have assessed their competency for succession planning & Promotion and the remaining 41% of the respondents have assessed for the organizational development.

CHART: 5

TECHNIQUES USED FOR ASSESSING COMPETENCY MAPPING

63

TABLE: 6 MODEL FOR ASSESSING COMPETENCY

NO OF S.NO 1 MODEL Job-match model RESPONDENTS 15
64

NO OF RESPONDENTS (%) 15

2 3 4

Strategy based model Strategy developmental model Intellectual capital model Total

55 15 15 100

55 15 15 100

INTERPRETATION: The above table explains about the respondents using various models for assessing the competency mapping. From the above table, it is clear that 15% of the employees have assessed their competencies by Job-match model, 55% of the respondents have assessed by the strategy based model, 15% of the respondents have assessed their competency by strategy developmental model and the remaining 15% of the respondents have assessed by the Intellectual capital model.

CHART: 6
65

MODEL FOR ASSESSING COMPETENCY

66

TABLE: 7

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

S.NO

TRAINING AND EVELOPMENT WILL ENHANCE OMPETENCIES Strongly agree Agree Neutral Disagree Strongly disagree Total

NO OF RESPONDENTS

DEGREE LEVEL

RESPONDENCE LEVEL

1 2 3 4 5

15 50 35 100

2 1 0 -1 -2

30 50 0 -35 0 45

Using Likert’s scale, The degree level = 45 / 100 = 0.45

INTERPRETATION: The above table spells out the respondents of enhancing the competencies through training and development program. From the statistical data, it is clear that most of the respondents agreed that by providing training and development program, the employee will enhance their competencies. The organization has to concentrate more on training and development.
67

CHART: 7

ENHANCING COMPENTENCY THROUGH TRAINING AND DEVELOPMENT PROGRAM

68

TABLE: 8

COMPETENCY MAPPING AS AN EFFECTIVE TOOL FOR SELECTION PROCESS

S.NO

COMPETENCY MAPPING FOR SELECTION PROCESS Strongly agree Agree Neutral Disagree Strongly disagree Total

NO OF RESPONDENTS 10 75 15 100 2 1 0 -1 -2

DEGREE LEVEL

RESPONDENCE LEVEL 20 75 0 0 0 95

1 2 3 4 5

Using Likert’s scale, The degree level = 95 / 100
69

= 0.95

INTERPRETATION: The above table spells out the respondents using competency mapping as a selection process tool. From the statistical data, it is clear that most of the respondents agreed that for selection process, competency mapping will be used as an effective tool.

CHART: 8

COMPETENCY MAPPING AS AN EFFECTIVE TOOL FOR SELECTION PROCESS

70

TABLE: 9

COMPETENCY MAP FOR PERFORMANCE APPRAISAL

71

S.NO

COMPETENCY MAPPING FOR PERFORMANCE APPRAISAL Strongly agree Agree Neutral Disagree Strongly disagree Total

NO OF RESPONDENTS

DEGREE LEVEL

RESPONDENCE LEVEL

1 2 3 4 5

5 65 30 100

2 1 0 -1 -2

10 65 0 0 0 75

Using Likert’s scale, The degree level = 75 / 100 = 0.75

INTERPRETATION: The above table explains about the respondents using competency mapping for performance appraisal. From the statistical data, it is clear that most of the respondents agreed that for performance appraisal, competency mapping will be used as an effective tool.

CHART: 9
72

COMPETENCY MAP FOR PERFORMANCE APPRAISAL

73

TABLE: 10

COMPETENCY MAPPING IN DIFFERENT DEPARTMENT

S.NO

COMPETENCY MAPPING IN DIFFERENT DEPARTMENT Strongly agree Agree Neutral Disagree Strongly disagree Total

NO OF RESPONDENTS

DEGREE LEVEL

RESPONDENCE LEVEL

1 2 3 4 5

80 20 100

2 1 0 -1 -2

0 80 0 0 0 80

Using Likert’s scale, The degree level = 80 / 100 = 0.80

INTERPRETATION: The above table explains about the respondents are using competency mapping in different department and in different position. From the statistical data, it is clear that most of the respondents agreed that they are using the competency mapping in different department and in different position in their organization.

74

CHART: 10

COMPETENCY MAPPING IN DIFFERENT DEPARTMENT

75

TABLE: 11

COMPETENCY ASSESSMENT INSTRUMENT

S.NO

COMPETENCY ASSESSMENT INSTRUMENT Strongly agree Agree Neutral Disagree Strongly disagree Total

NO OF RESPONDENTS 80 20 100 2 1 0 -1 -2

DEGREE LEVEL

RESPONDENCE LEVEL 160 20 0 0 0 180

1 2 3 4 5

76

Using Likert’s scale, The degree level = 180 / 100 = 1.80

INTERPRETATION: The above table explains about the respondents are using competency assessment instrument. From the above statistical data, it is clear that most of the respondents strongly agreed that they are using the competency assessment instrument for assessing the competencies.

CHART: 11

COMPETENCY ASSESSMENT INSTRUMENT

77

78

TABLE: 12

WAYS TO ACCESS COMPETENCY

S.NO 1 2 3 4

WAYS TO ACCESS COMPETENCY Personal interview Written test Group discussion Psychometric test Total 45 30 20 5 100

NO OF RESPONDENTS

NO OF RESPONDENTS (%) 45 30 20 5 100

INTERPRETATION:

The above table clearly explains the respondents of using various ways for assessing their competencies. From the above table, it is clear that 45% of the respondents have used personal interview as an assessment tool, 30% of the respondents have used written test as an assessment tool, 20% of the respondents have used group discussion as an assessment tool and the remaining 5% of the respondents have used Psychometric test as an assessment tool.

79

CHART: 12

WAYS TO ACCESS COMPETENCY

80

TABLE: 13

METHODS TO ACCESS COMPETENCY

S.NO 1 2 3 4 5

METHODS TO ACCESS COMPETENCY Assignments Projects Special responsibilities Issues Events Total 25 55 20 5 100

NO OF RESPONDENTS

NO OF RESPONDENTS (%) 25 55 20 5 100

81

INTERPRETATION:

The above table clearly explains the respondents of using various methods for assessing their competencies in an organization. From the above table, it is clear that 25% of the respondents have used assignments as an assessment tool, 55% of the respondents have used projects as an assessment tool, 20% of the respondents have used special responsibilities as an assessment tool and the remaining 5% of the respondents have used special events as an assessment tool.

CHART: 13

METHODS TO ACCESS COMPETENCY

82

83

TABLE: 14

DEFINING ROLES & RESPONSIBILITIES

S.NO 1 2 3 4 5

DEFINING ROLES & RESPONSIBILITIES Strongly agree Agree Neutral Disagree Strongly disagree Total

NO OF RESPONDENTS 7 93 100 2 1 0 -1 -2

DEGREE LEVEL

RESPONDENCE LEVEL 14 93 0 0 0 107

Using Likert’s scale, The degree level = 107 / 100 = 1.07

INTERPRETATION: The above table explains about the respondents have got their respective roles & responsibilities from the organization. From the above statistical data, it is clear that most of the respondents agreed that they have got their responsibilities and their respective roles from the organization. The HR Manager clearly defines the roles & responsibilities of the employees in Indo Shell Mould Private Limited.

84

CHART: 14

DEFINING ROLES & RESPONSIBILITIES

85

TABLE: 15

POTENTIAL EMPLOYEE EXCEL BECAUSE OF SPECIFIC SKILL

S.NO 1 2 3 4 5

EXCEL BECAUSE OF SPECIFIC SKILL Strongly agree Agree Neutral Disagree Strongly disagree Total

NO OF RESPONDENTS 25 70 5 100 2 1 0 -1 -2

DEGREE LEVEL

RESPONDENCE LEVEL 50 70 0 0 0 120

Using Likert’s scale, The degree level = 120 / 100

86

= 1.20

INTERPRETATION: The above table explains about the respondents excel because of possessing specific skills in them. From the above statistical data, it is clear that most of the respondents agreed that they are excelling because of having some specific skill in them.

CHART: 15

POTENTIAL EMPLOYEE EXCEL BECAUSE OF SPECIFIC SKILL

87

TABLE: 16

NECESSITY OF SEPARATE BLOCK TO WORK

S.NO

NECESSITY OF

NO OF
88

DEGREE

RSPONDENCE

SEPARATE BLOCK TO 1 2 3 4 5 WORK Strongly agree Agree Neutral Disagree Strongly disagree Total

RESPONDENTS 85 15 100 2 1 0 -1 -2

LEVEL 0 85 0 0 0 85

LEVEL

Using Likert scale, The degree level = 85 / 100 = 0.85

INTERPRETATION: The above table explains about the respondents need a separate block to work and to showcase their talents. From the above statistical data, it is clear that most of the respondents agreed that they are requiring the isolated block to work and prove them as a talented personality.

89

CHART: 16

NECESSITY OF SEPARATE BLOCK TO WORK

90

TABLE: 17

PROBLEMS IN IMPLEMENTING COMPETENCY MAPPING

S.NO 1 2

PROBLEMS IN IMPLEMENTING COMPETENCY MAPPING Yes No Total 55 45 100

NO OF RESPONDENTS

NO OF RESPONDENTS (%) 55 45 100

INTERPRETATION: The above table spells about the respondents having problems in implementation of the competency mapping in an organization. From the above table it is clear that 55% of the respondents are having the problems during the implementation of competency mapping and the remaining 45% of the respondents didn’t have the problems during the implementation of the competency mapping in an organization. Before implementing the competency model in their organization, they can explain to their employees by conducting meeting.

91

CHART: 17

PROBLEMS IN IMPLEMENTING COMPETENCY MAPPING

92

TABLE: 18

MOTIVATION AND SUPPORT FROM ORGANIZATION

S.NO

MOTIVATION AND SUPPORT FROM ORGANIZATION Strongly agree Agree Neutral Disagree Strongly disagree Total

NO OF RESPONDENTS 20 70 10 100 2 1 0 -1 -2

DEGREE LEVEL

RESPONDENCE LEVEL 40 70 0 0 0 110

1 2 3 4 5

Using Likert’s scale, The degree level = 110 / 100 = 1.10

93

INTERPRETATION: The above table explains about the respondents got the motivation and support from the organization. From the above statistical data, it is clear that most of the respondents agreed that they are requiring the motivation and support from the organization to exhibit their talents. The organization has to continuously provide the motivation and support to the employees.

CHART: 18

MOTIVATION AND SUPPORT FROM ORGANIZATION

94

TABLE: 19

TRAINING AT FREE OF COST

S.NO 1 2 3 4 5

TRAINING AT FREE OF COST Strongly agree Agree Neutral Disagree Strongly disagree Total

NO OF RESPONDENTS 10 80 10 100 2 1 0 -1 -2

DEGREE LEVEL

RESPONDENCE LEVEL 20 80 0 0 0 100

Using Likert’s scale, The degree level = 100 / 100 = 1.00

INTERPRETATION:
95

The above table explains about the respondents got the training at a free of cost from the organization. From the above statistical data, it is clear that most of the respondents agreed that they have got the training from the organization at a free of cost.

CHART: 19

TRAINING AT FREE OF COST

96

TABLE: 20

TRAINING PROGRAM INCREASES PRODUCTIVITY

S.NO

TRAINING PROGRAM INCREASES PRODUCTIVITY Strongly agree Agree Neutral Disagree Strongly disagree Total

NO OF RESPONDENTS 10 70 20 100 2 1 0 -1 -2

DEGREE LEVEL

RESPONDENCE LEVEL 20 70 0 0 0 90

1 2 3 4 5

Using Likert’s scale, The degree level = 90 / 100 = 0.90

INTERPRETATION:

97

The above table spells out the respondents increases their productivity because of the training provided by the organization. From the above statistical data, it is clear that most of the respondents agreed that they have increased the productivity of the organization by the proper training.

CHART: 20

TRAINING PROGRAM INCREASES PRODUCTIVITY

98

TABLE: 21

SATISFACTION LEVEL REGARDING TRAINING PROGRAM

S.NO

SATISFACTION LEVEL REGARDING TRAINING PROGRAM

NO OF RESPONDENTS 25 75 100 2 1 0 -1 -2

DEGREE LEVEL

RESPONDENCE LEVEL 50 75 0 0 0 125

1 2 3 4 c5

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Using Likert’s scale, The degree level = 125 / 100 = 1.25

INTERPRETATION:
99

The above table spells out the respondent’s satisfaction level regarding the training provided by the organization. From the above statistical data, it is clear that most of the respondents agreed that they have more satisfaction regarding the training program provided by the organization.

CHART: 21

SATISFACTION LEVEL REGARDING TRAINING PROGRAM

100

TABLE: 22

IMPROVEMENT IN PERFORMANCE LEVEL BECAUSE OF TRAINING PROGRAM

S.NO 1 2 3 4 5

IMPROVEMENT IN PERFORMANCE LEVEL Strongly agree Agree Neutral Disagree Strongly disagree Total

NO OF RESPONDENTS 10 35 10 25 20 100 2 1 0 -1 -2

DEGREE LEVEL

RESPONDENCE LEVEL 20 35 0 -25 -40 -10

Using Likert’s scale, The degree level = -10 / 100 = -0.01

INTERPRETATION: The above table spells out the respondent’s level of improvement in the performance due to the training provided by the organization. From the above statistical data, it
101

is clear that most of the respondents disagreed that they have showed in their performance level but not due to the training provided by the organization. The organization should concentrate more on training and development program.

CHART: 22

IMPROVEMENT IN PERFORMANCE LEVEL BECAUSE OF TRAINING PROGRAM

102

103

Chapter 5 Findings & Suggestion
FINDINGS

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

concept of Competency mapping. Because they have this concept in their organization. ∗ Respondents are known about the competency mapping through their organization only.

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

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

present scenario.

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

their competencies in the past.

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

joined the Indo Shell Mould limited. ∗ Respondents have assessed their competencies mostly for their organizational

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

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

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

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

organization will definitely enhance their competencies.
104

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

Mapping as a tool for selection process.

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

competency mapping as a tool for performance appraisal.

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

for different department and for different positions. ∗ There are various for assessing the competencies but majority of the respondents used

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

Similarly there are various methods used by the organization for assessing the

employee’s competencies. The best method used by the organization is by providing projects to the employees. ∗ Every employee in the organization got their respective roles & responsibilities from

their HR manager. It is also agreed by majority of the employees. ∗ Motivation and support are regularly provided to the employees by the HR manager and

the top authority. ∗ Due to the training program provided by the organization, the organization’s productivity

has also increased. It is also provided at a free of cost. ∗ Most of the respondents agreed that the performance level was improved because of the

training program organized by the organization.

Response given by the HR Manager:
105

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

method. ∗ ∗ ∗ HR department organized the staff and workers meeting to set the goals. Annual performance appraisal is assessed by the superiors through the prescribed format. The different programs organized by the organization are LCA (Low Cost

Automization), Kaizen philosophy and TPM. ∗ The biggest achievement of the HR manager is wages and bonus settlement to the

employees and providing sufficient manpower to the production. ∗ The projects that are carried out for their development are Quality circle, model machine

concept. ∗ The training programs conducted by the HR department are: 5S awareness, Kaizen

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

SUGGESTIONS

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

among the employees through various programs.

106

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

and development programs. ∗ The HR manager can take the initial steps to teach about the range of methods for

assessing the employee’s competencies. ∗ After finding their skills, they can provide the initiatives to the employees to excel as a

potential employee with specific skill. And also they can enhance the multiple skills among the employees. ∗ The organization should provide a separate cabin for each employee to excel their talents

so that the employee also feels independence in their work. ∗ By giving a proper communication, the organization can avoid the problems while

implementing the competency mapping.

107

Chapter 5 Conclusion

108

CONCLUSION

Competency mapping and assessment provides clear indication of employee developmental needs. Candidate weakness with respect to the required competencies discovered in the assessments shows opportunity for development for the candidate. Indo Shell Mould Limited also benefited out of the Competency mapping. For that, the HR manager Mr.M.Ramakrishnan has also taken many initiatives for the welfare of both the employees and the organization. This organization has used the competency mapping for various purposes like selection process, performance appraisal, succession planning & promotion etc. There is no doubt that if the organization has used the competency mapping, they will definitely get the success. At present scenario, Competency mapping is essential for every organization. Only thing that if the organization used it effectively means, they will definitely get benefit. The employee’s competencies can be enhanced through conducting various training and development program, assigning projects, to involve all the employees in decision-making process etc.

109

110

Bibliography
BIBLIOGRAPHY
BOOKS: ∗ Training and Development
∗ ∗ ∗

- V.V.Reddy - Dr. Nagarajan - Sumati Reddy - L.M.Prasad

Human Resource Management Creativity in Training Human Resource Management

NEWSPAPER: ∗ Business Line MAGAZINES: ∗ HR review ∗ Business world ∗ Environmental Management ∗ Business Today WEBSITES:
∗ ∗

www.wisegeek.com www.tvrls.com
111

∗ ∗ ∗ ∗ ∗ ∗

www.citehr.com www.lukew.com www.sunrise.net.in www.careertrainer.com www.e-hresources.com www.hinduonnet.com

112

Annexure
EMPLOYEE RELATED QUESTION Good morning /evening, Sir\Madam. I am T.MANIVEL doing my MBA at ICFAI National College, Pollachi. As a part of the partial fulfillment for the MBA course, I am undertaking a project titled “A STUDY ON COMPETENCY MAPPING FOR THE EMPLOYEES IN INDOSHELL CAST PRIVATE LIMITED”. I would be happy if you spend some time in answering the following questions. This study is purely for academic purpose only. The answers would be kept confidential.

QUESTIONNAIRE Name Qualification Designation : : :

113

1. Are you aware of competency mapping? a. Yes b. No

2. How do you know about the competency mapping? a. Through colleague b. Through organization c. Through academics d. other media

3. Do you think that the competency mapping is necessary in this present scenario? a. Yes b. No

4. Have you accessed your competency in the past?

a. Yes

b. No

5. When will you access your competency?
a) During recruitment

b) Further development need d) organizational development

c) succession planning & promotion

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

a. Job-match model c. strategy development model

b. strategy based model d. Intellectual capital model

114

7. Do you think that the training and development program will enhance your competencies? a. Strongly agree neutral b. agree c. Disagree d. strongly disagree e.

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

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

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

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

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

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

11. You have competency assessment instrument in your organization.

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

115

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

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

13. To access your competency, which of the following method is assigned by your organization? a. Assignments b. Projects c. Special responsibilities d. Issues e. events

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

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

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

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

16.

Do you want an isolated room to work in an organization? a. Strongly agree b. Agree c. Neutral d. disagree e. strongly disagree

17. Have you ever faced the problem while implementing the competency mapping in your organization? a. Yes b. No

116

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

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

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

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

20. The training program increases your productivity.

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

e. Strongly disagree

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

a. Highly satisfied dissatisfied

b. Satisfied

c. Neutral

d. Dissatisfied

e. Highly

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

given by your organization. a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree

117

Thank You

FOR HR MANAGER Good morning /evening, Sir\Madam. I am T.MANIVEL doing my MBA at ICFAI National College, Pollachi. As a part of the partial fulfillment for the MBA course, I am undertaking a project titled “A STUDY ON COMPETENCY MAPPING FOR THE EMPLOYEES IN INDOSHELL CAST PRIVATE LIMITED”. I would be happy if you spend some time in answering the following questions. This study is purely for academic purpose only. The answers would be kept confidential.

QUESTIONNAIRE NAME : AGE :

DESIGNATION :
118

1. What is your responsibility?

2. What is your organizational structure?

3. Will you explain management system in your organization?

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

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

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

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

8. What are the different programs that you had organized/ participated in your organization?
119

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

10.

What are your biggest achievements?

11.

Did you have any problems within the team member?

12.

What was the challenge in it?

13.

Have you followed competency mapping in your organization?

14.

How did you assess the individual competencies?

15.

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

120

Thank You

REVIEW OF LITERATURE

Mr. Milind Kotwal had already studied the competency mapping under the title “Model and method for Competency Mapping and Assessment”. As per their objective, Competency mapping helps to develop objective system for recruitments, Promotions, training & development, and performance diagnostics. And also they are offering consultancy services in the following areas: organizational diagnostic studies, corporate and strategic planning, performance management and performance appraisal, competency mapping and assessment, customer satisfaction studies. They have studied the competency mapping in relation with job description.

For Competency mapping and Assessment, Milind Kotwal’s study had taken job description, job factors, and organization culture. But this study is studied under the title” A study on Competency mapping for the employees in Indoshell Cast Private Limited”. Large organizations frequently employ some form of competency mapping to understand how to most effectively employ the competencies of strengths of workers. They may also use competency mapping to analyze the combination of strengths in different workers to produce the most effective teams and the highest quality work.

121

I have interviewed HR manager and employees of Indoshell cast private limited for this study. Here the study will analyze about how the competency mapping is useful for assessing individual and providing performance appraisal.

122

Sign up to vote on this title
UsefulNot useful