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EXECUTIVE SUMMARY

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"Effectiveness of an organisation is the summation of the required competencies in the


organisation.
Competency mapping is a process through which one assesses and determines ones strengths
as an individual worker and in some cases, as part of an organization. It generally examines
two areas: emotional intelligence or emotional quotient (EQ), and strengths of the individual
in areas like team structure, leadership, and decision-making. As such, they provide both
behavioral and conceptual vision for the kind of performance necessary to fulfill business
strategies.
The project report is based on competency mapping in a manufacturing company. It was done
in Endurance Technologies Ltd., is a well known name in Indian Automobile industry. Its an
Automobile spare part manufacturing company and the main customer is Bajaj Auto.
The competency mapping was done for departments that are Finance, HR, IT, Production and
stores at the front fork division. The motto behind choosing this topic was to find out the
Training needs for department and comparing their actual competencies with core
competencies of the employees so that recommendations can be given. The competencies
were divided into hard skills and soft skills, since both play an important role for employees
performance. This comparison was done through benchmarking system. The primary method
of data collection was through Interview method and the secondary method was through
company records and reference books. The tool used for mapping the competencies of
employees was gap analysis, which helped to find the gaps between the desired skills and
actual skills of the employees. This project helped to find the gaps in each skill of the job of
an employee.
This kind of tool was used by the organization so it gave me an opportunity to recommend
them on this analysis. The findings were the process of this study, the competency and the

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gaps in the skills. The recommendations to the project was only restricted to training
programs.
There were also certain limitations for the project. The first I found my study was only
restricted to departments and the time limit, apart from that it gave me the practical exposure
in the corporate. Thus the project brought me to the conclusion that in todays scenario every
organization should be competency based. It solved the purpose of role clarity and training
and development. At last with a firm belief the project will prove its relevance for the
purpose for which it was made.

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INTRODUCTION TO THE COMPANY

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ENDURANCE was established in 1985 as Anurang Engineering Co. Pvt. Ltd. to


manufacture Aluminum Die Casting products at Aurangabad, Maharashtra (India). The
Endurance Group is a global force in Casting, Suspension, Transmission and Braking
products with an annual sale of 230 Million (RS. 1265 Crores) from Domestic Operations
and approx. 140 (RS. 770 Crores) Million from Overseas Operations for the year 20082009. More than 3,700 employees work in 19 Plants at 5 Locations in India and about 625
employees in 5 Overseas Plants. ENDURANCE comprises of two main business divisions
i.e. the Die Casting Division and the Proprietary Component Division. Under the Die Casting
Division the main areas of operations are Casting, Painting & Machining which are supported
by well-equipped Tool Room facilities. Under the Proprietary Component Division the main
areas

are

Suspension,

Transmission

and

Braking.

ENDURANCE is a name that spells strength and the will to perform. Core business is
focused on becoming the component partner of choice for leading Automobile
Manufacturers. Assisted by a strict quality regime, a constant interaction with customers and
an eye on emerging needs, Endurance have carved a distinct niche to cater to the worlds
leading Automotive Manufactures.
On the strength of experience and the depth of Technological Expertise, Endurance have now
geared up to launch ourselves on the high growth global circuit.

MISSION
To achieve and maintain leadership with a focus on Technology, Product Reliability and
Safety in an environment of Honesty, Transparency and Fairness and contribute towards
betterment of society.
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MILESTONES
1985-86

Anurang Engineering Co. Pvt. Ltd. (AE) setup as the first


group company to manufacture Aluminum pressure die casting
components.

1995-96

Endurance Systems (I) Pvt. Ltd. (ES) second group company


set up to manufacture two and three wheeler suspension
products.
Anurang Engineering Co. Pvt. Ltd. Set up second plant in
Kanhe Phata Dist. Pune.

1998-99

ES forms technical collaboration with Paioli Meccanica Spa,


Italy for manufacturing of telescopic front forks for two
wheelers.

1999-2000

Endurance Technologies Pvt. Ltd. (ETPL) third Group


Company formed to manufacture clutch assemblies for two
and three wheelers.
ES enters with technical collaboration with Paioli Meccanica
Spa, Italy for two and three wheeler shock absorbers.

2001-02

High technology Transmission Systems (I) Pvt. Ltd. (HTTS)


formed as joint venture between ETS and Adler Spa, Italy for
the manufacture of clutch assemblies, continuous variable
transmissions and friction plates for two and three wheelers.

2002-03

Group turnover crosses Rs. 300 cores mark.


Asset block of group crosses Rs. 100 cores.
Group companies commenced TPM initiative.

2003-04

Disc Break division of ETS commences at Waluj in technical


collaboration with Bassano Grimace Spa, Italy.
Gravity / low pressure die casting division of ETPL
commences production at Waluj, Aurangabad.
Machine shop division of ES begins at Chakan (Near Pune).

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2004-05

Aluminum die casting plant of ETPL set up at IMT Mamesar,


Gurgaon.
Technical collaboration with AL-KO, Germany, signed for
manufacture of four wheeler suspension products.

2005-06

New plants in Chakan by AE, ETPL and HTTS.


Group asset block crosses Rs. 500 cores.
Technical collaboration agreement signed with Zhejiang
Wanfeng Motorcycle wheel co. ltd., China for the manufacture
of Alloy Wheels.
Group turnover projected at Rs. 900 cores.

2007-08

Three New Plants in Uttarakhand for Proprietary & Casting


(N. E. India).
Casting Plant at Chennai (South India).
Acquisition of 51% stake in Fondalmec S.p.A. Italy

2008-09

Technical

Assistance

Agreement

ALUMINIUM S.R.L.,

with

TEKSID

Italy, for manufacture of

Aluminum Cylinder Head' castings by Gravity Die Casting


process.
Technical Assistance Agreement with WP Suspension
(subsidiary of KTM).
Joint venture with Magnetic Marelli Holdings S.p.A. for
manufacture of four-wheeler suspension products in India

SYNERGIES
They have always striven to deliver nothing less than the worlds best to their customers.
Towards this objective, they have established technical synergies with:

Paioli Meccanica S. p. A., Italy-7-

A renowned Italian Company it is one of the oldest & foremost manufacturers of Telescopic
Front Forks (Owners of famous CERIANI brand) and is providing technical know-how for
manufacture of 2 wheeler Suspension products.

ALKO Record S.A., GermanyA German Company having manufacturing plants in Bilao, Spain and Dresden Germany for
manufacture of different types of Automobile Suspension products including Gas Springs.

Bassano Grimeca S.p.A., ItalyAn Italian company founded in the early 50s. It manufactures two wheeler Disc Brake
Assemblies. A Pioneer in this field, Grimace is one of the largest automotive component
manufacturers in Europe, manufacturing Disc Brake Assemblies, High pressure/ Low
pressure by Die Cast components.

Adler S.p.A., ItalyIt is one of the worlds largest two & three wheeler Transmission System Manufacturers. They
have joint venture with Adler S.p.A. Italy, for providing technical know-how and license to
manufacture 2-wheeler Clutch Assemblies, Friction Plates and CVTs.

EXPORTS
1) Dedicated plant for the export of Front Forks in CKD conditions.
2) Presently exporting to Europe.
3) Exporting Shock Absorbers to South-East Asian Countries and Europe.
4) Bye back of collaborators.
5) Aftermarket Overseas.

AWARDS
Sr.
N0.

Year

Awards And Recognition

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Best Kaizen Award

2006

TPM Best Performance Award

2006

ACMA Award

2007

NDTV Profit Car India & Bike India

2008

Awards

Auto Monitor Awards

2008

Honda Motorcycle & Scooter India

2008

Awards

Honda Motorcycle & Scooter India

2009

Awards

Table No. 1
Awards

LIST OF DEPARTMENTS IN ENDURANCE TECHNOLOGIES LTD.


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1. Administration
2. Stores
3. Tool engineering
4. Manufacturing engineering
5. Production
6. Electroplating.
7. Human resources.
8. Finance
9. IT
10. Quality assurance
11. Maintenance
12. Operation
13. Powder Coating

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EMPLOYEE LEVEL / GRADE CHART


Sr. No.

Category

Grade

President

Sr. Vice President

M7A

Vice President

M7B

General Manager

Deputy General Manager

M5A

Assistant General Manager

M5B

Senior Manager

M4

Manager

M3

Deputy Manager

M2

10

Assistant Manager

M1

11

Executive

12

Senior Officer / Senior Engineer

O2

13

Officer / Engineer

O1

14

Operating Engineer

OE

15

Senior Supervisor

S4

16

Junior Supervisor

S3

17

Sr. Staff

S2

18

Jr. Staff

S1

19

Sub. Staff

SS

20

Workmen / Team Member

TM

Level

M8

M6

III

II

Table No.2
Employee Level / Grade
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TRAINING AND DEVELOPMENT

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INTRODUCTION OF TOPIC
What is Training?
Employee training attempts to improve skills, or add to the existing level of knowledge so
that the employee is better equipped to do his present job or to prepare him for a
higher position with increased responsibilities. Continuous growth and development of
employees makes are constantly creating the need for training-thus making it a continuous
process. Coping with the changes essentially involves increased emphasis on human
resources development. Development of human resources involves acquisition of new
abilities with changed skills, knowledge and attitude of the employee necessary for better
performance. Development includes both training to increase skill in performing a specific
job and education to increase general knowledge of the total environment.
Thus, training is concerned with the teaching/learning carried on for the basic purpose of
enabling the employees to acquire and apply the knowledge, skills, abilities and attitudes
needed by that organization.

What is Training Need Identification?


The first step in designing a training and development program is to conduct a needs
assessment. The assessment begins with a "need" which can be identified in several ways but
is generally described as a gap between what is currently in place and what is needed, now
and in the future. Gaps can include discrepancies/differences between:

What the organization expects to happen and what actually happens.


Current and desired job performance.
Existing and desired competencies and skills.
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A needs assessment can also be used to assist with:


Competencies and performance of work teams.
Problem solving or productivity issues.
The need to prepare for and respond to future changes in the organization or job duties.
The results of the needs assessment allows the training manager to set the training objectives
by answering two very basic questions: who, if anyone, needs training and what training is
needed. Sometimes training is not the solution. Some performance gaps can be reduced or
eliminated through other management solutions such as communicating expectations,
providing a supportive work environment, arranging consequences, removing obstacles and
checking job fit.
At ENDURANCE the training needs identification is done through conducting competency
mapping.
What Is Competency?

A competency is an underlying characteristic of a person which enables him/her to deliver


superior performance in a given job, role or a situation. Competencies are seen mainly as
inputs. They consist of clusters of knowledge, attitudes and skills that affect an individuals
ability to perform. Competencies comprise the knowledge, skills, values and attributes
demonstrated through behavior that results in competent and superior performance.
Competency describes what superior performers actually do on a job that produces superior
results. Armed with this information, selection, retention, training, succession planning and
performance management systems can be integrated and designed to attract, develop and
retain top performers.

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Types of competencies
1. Organizational competencies unique factors that make an organization competitive
2. Job/Role competenciesthings an individual must demonstrate to be effective in a job,
role, function, task, or duty, an organizational level,
or in the entire organization.
3. Personal competenciesaspects of an individual that imply a level of skill, achievement,
or output

COMPETENCY MAPPING
What is competency mapping?
Competency mapping is a process through which one assesses and determines ones strengths
as an individual worker and in some cases, as part of an organization. It generally examines
two areas: emotional intelligence or emotional quotient (EQ), and strengths of the individual
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in areas like team structure, leadership, and decision-making. 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.

GAP ANALYSIS

The competency gaps can be found out by comparing the desired skill levels with the actual
skill levels of the employees. A benchmarking system was used for each competency and
compared with actual rating of the employees.
The positive gaps between the desired skill level and the actual skill level indicate the areas
of improvement and the negative gaps indicate strengths. Each gap needs to be analyzed and
addressed for each grade in the organization. To bridge the gaps training programs are
recommended. Endurance Technologies uses competency mapping for identifying the need
of training and deciding the areas of improvements and opportunities.

TERMINOLOGIES USED
HARD SKILLS

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Hard skills are technical or administrative procedures related to organisation core business.
These skills are typically easy to observe, quantify and measure. They are also easy to train
because most of the time the skill sets are brand new to the learner.
Example: machine operation, safety standards, financial procedures etc.
SOFT SKILLS
Soft skills are also called people skills are typically hard to observe, quantify and measure.
People skills are needed for everyday life as much as they are needed for work. These skills
depend on the nature of the job.
Example:
Teambuilding, decision making, planning, observing, solving problems etc.

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OBJECTIVES

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OBJECTIVES OF THE PROJECT

PRIMARY OBJECTIVE
1. To measure the competency of the employees
2. To identify the need of training / trainings for employees by competency mapping

SECONDARY OBJECTIVES
1. To study the competency mapping process in Endurance Technologies Ltd.

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RESEARCH METHODOLOGY

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Research is a scientific and systematic search for pertinent information on a specific topic. It
is a scientific investigation.

OBJECTIVE OF RESEARCH
The main aim of research is to find out the truth hidden and which has not been discovered at
yet. The objective of drafting competency is to find out training needs.

RESEARCH DESIGN
Research design is the conceptual structure within which research is conducted; it constitutes
the blueprint for the collection, measurement and analysis of data.
The study is about competency mapping in Endurance technologies Ltd., framing a
competency and mapping the competencies of employees by using a benchmarking system.
The study is being made to draft a competency by taking into consideration the core
competencies for a job. The core competency was extracted through data collected through
interview of consulting HODs.
A benchmark was used for each competency and it was compared with the actual skill level
and the gaps were found out so that a training program could be recommended for that
specific skill. The secondary data was collected through books, cites, company magazines.
The research was carried out for the period of two months.

DETERMINING THE SAMPLING DESIGN


A sample design is a definite plan for obtaining a sample from a given population. Sample
design was determined before data is collected. Sample design should be appropriate and
reliable. The sample design of my research study was cent percent sampling for the

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departments Finance, HR, IT, Stores and Production for senior officers, officers, Operating
Engineer, senior supervisor

SAMPLING UNIT
The researcher has to decide one or more of such units that he has to select for his study.
Sampling unit may be geographical one such as state, district, village or a construction unit
such as house, flat or a social unit such as family, club or it may be an individual. The
sampling unit was four grades of five departments that comes to 26 and the area I chosen was
endurance Technologies Ltd. Suspension Division

For stores & Production Department each:


Senior Officer: 1
Officer: 2
Operating Engineer: 3
Senior supervisor: 4

For IT, Finance & HR each:


Senior officer: 1
Officer: 1

METHOD OF DATA COLLECTION


Primary data:.
1. Interviews- The data was collected through interview method. Interviews of HOD
were taken to extract the core competencies for their departments so that a

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competency based job description can be made, to find out any training program they
would like to recommend.
Secondary data:
1. HR manual of Endurance Technologies Ltd.
2. Company records.
3. Reference books.

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DATA ANALYSIS /
INTERPRETATION

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The gap analysis was done to find out the gaps in the desired skill level and the actual skill
level of employees. These gaps need to be bridged to improve their performance.
Rating
Unsatisfactory

Average

Satisfactory

Highly Satisfactory

Table No.3
Rating
Gap Interpretation
Negative= Able to train others or lead them

0= Able to train others or lead them


1= Able to Do Job under Supervision and no need of training
2= Need of improvement and to be trained.

3= Incompetent and immediate training is necessary


4= Incompetent and immediate training is necessary

The gap analysis has done for the sampling unit of four grades of five departments that comes
to 26.

For stores & Production Department each:


Senior Officer: 1
Officer: 2
Operating Engineer: 3
Senior supervisor: 4
For IT, Finance & HR each:
Senior officer: 1, Officer: 1
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Department:Production
Q.1 What are the Required skill level and actual skill level for hard skills and soft skills
for Senior officer?
Competencies

Require

Actual

Skill

level

level

Gap

Buffing, Welding, Pressing

TS 16949 Record updation

Knowledge of SAP PP module

Drawing Reading Skill

Inspection mathod of front fork like


contamination DF value fitman parameter

TPM - JH & QM piller

TPM - OEE Calculation and improvement

7 QC Tools

Identification of 7 types waste

Functional / Technical Skill

Operation Knowledge - VMC Machine, SPMDrilling, Tapping, Boring, Milling, Slitting,

Soft/Behavioral Skills
1

Communication Skill

Presentation Skill

Inter Personal Relationship Development Skill

26

Analytical Ability

Problem solving & decision making

Table No.4
Skill level of Senior Officer-Production

Charts:

Soft Skills

Required skills

Actual Skills

Rating

Rating

Hard skills

Required
skills

Actual skills

123456789

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis.
There are considerable gap of 2 in hard skills-3 (Knowledge of SAP PP module).
There is gap in soft skill-2 (Presentation Skill) & skill-4 (Analytical Ability).

Q.2 (A) What are the Required skill level and actual skill level for hard skills and soft
skills for officers?

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Competencies

Require

Actual

Skill

level

level

Gap

Buffing, Welding, Pressing

3.5

0.5

TS 16949 Record updation

2.5

0.5

SAP Daily consumable issue and rejection note

Drawing Reading Skill

2.5

1.5

Inspection mathod of front fork like


contamination DF value fitman parameter

2.5

1.5

TPM - JH & QM piller

1.5

2.5

TPM - OEE Calculation and improvement

7 QC Tools

1.5

1.5

Identification of 7 types waste

2.5

1.5

10

Clear rework and rejection on shift basis

Functional / Technical Skill

Operation Knowledge - VMC Machine, SPMDrilling, Tapping, Boring, Milling, Slitting,

Soft/Behavioral Skills
1

Communication Skill

Presentation Skill

Inter Personal Relationship Development Skill

3.5

0.5

Analytical Ability

2.5

0.5

Problem solving & decision making

Table No.5
Skill level of Officers -Production

Note:
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The actual skills are the average of the actual skills of officers.
[It is calculated on the collected data of Q.2 (B)]
Charts:

Soft Skills

Hard skills
5

Rating

Rating

Required Skills

Actual Skills

1
0

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Required
Skills
Actual Skills

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There are
gap of 2 in hard skill-6 (TPM - JH & QM piller) and skill-7 (TPM - OEE Calculation and
improvement) but there is no gap in soft skills.

Q.2(B) What is the gap for officers?


Hard skills:
Functional skills

10

Employee
1. Officer-1

29

2. Officer-2

Table No.6(a)
Hard Skills Gap of Officers-Production
Soft skills:
1

1. Officer-1

2. Officer-2

Functional skills
Employee

Table No.6(b)
Soft Skills Gap of Officers-Production

Q.3(A) What are the Required skill level and actual skill level for hard skills and soft
skills for operating engineers?
Competencies

Functional / Technical Skill

30

Require

Actual

Skill

level

level

Gap

Operation Knowledge - VMC Machine, SPMDrilling, Tapping, Boring, Milling, Slitting,


Buffing, Welding, Pressing

TS 16949 Record updation

SAP Daily consumable issue and rejection note

Drawing Reading Skill

Inspection mathod of front fork like


contamination DF value fitman parameter

TPM - JH & QM piller

TPM - OEE Calculation and improvement

7 QC Tools

Identification of 7 types waste

10

Clear rework and rejection on shift basis

Soft/Behavioral Skills
1

Communication Skill

Presentation Skill

Inter Personal Relationship Development Skill

Analytical Ability

Problem solving & decision making

Table No.7
Skill level of Operating Engineers- Production

Note:
The actual skills are the average of the actual skills of Operating Engineers.

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[It is calculated on the collected data of Q.3(B)]

Chart:

Soft Skills

3
2

Required Skills

Actual Skills

Rating

Rating

Hard skills
3
2

Required
Skills

Actual Skills

0
1 2 3 4 5 6 7 8 9 10

1 2 3 4 5

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There are
considerable ga of 2 in hard skills 6 (TPM - JH & QM piller) but there is no gap in soft skills.

Q.3(B) What is the gap for Operating Engineers?


Hard skills:

32

10

1. OE-1

2. OE-2

-1

3.OE-3

Functional skills
Employee

Table No.8(a)
Hard Skills Gap of Operating Engineers -Production
Soft skills:
1

1. OE-1

2. OE-2

3.OE-3

Functional skills
Employee

Table No.8(b)
Soft Skills Gap of Operating Engineers -Production

33

Q.4 (A) What are the desired skill level and actual skill level for hard skills and soft
skills for Senior Supervisors?
Competencies

Require

Actual

Skill

level

level

Gap

Buffing, Welding, Pressing

TS 16949 Record updation

1.5

0.5

SAP Daily consumable issue and rejection note

Drawing Reading Skill

Inspection mathod of front fork like


contamination DF value fitman parameter

3.5

0.5

TPM - JH & QM piller

TPM - OEE Calculation and improvement

7 QC Tools

Identification of 7 types waste

2.5

0.5

10

Clear rework and rejection on shift basis

Functional / Technical Skill

Operation Knowledge - VMC Machine, SPMDrilling, Tapping, Boring, Milling, Slitting,

Soft/Behavioral Skills
1

Communication Skill

Presentation Skill

1.5

0.5

Inter Personal Relationship Development Skill

1.5

Analytical Ability

Problem solving & decision making

Table No.9
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0.5

Skill level of Senior Supervisor- Production


Note:
The actual skills are the average of the actual skills of Senior Supervisors.
[It is calculated on the collected data of Q.4 (B)]

Charts:

Hard skills

Soft Skills

3.5
3
2.5

Rating

Rating

Required Skills

Required
Skills

Actual Skills

2
1.5

Actual Skills

0.5

0
1

1 2 3 4 5

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
no considerable gaps in hard skills & in soft skills.

Q.4 (B) What is the gap for Senior Supervisors?


Hard skills:
Functional

4
35

10

skills
Employee
1. SS-1

2. SS-2

3. SS-3

4. SS-4

Table No.10(a)
Hard Skills Gap of Senior Supervisor -Production
Soft skills:
1

1. SS-1

2. SS-2

-1

3. SS-3

4. SS-4

-1

-1

Functional skills
Employee

Table No.10(b)
Soft Skills Gap of Senior Supervisor -Production

Department:Stores
Q.5 What are the required skill level and actual skill level for hard skills and soft skills
for Senior officer?
36

Comp

Functional / Technical Skill

etenci

Require

Actual

Skill

level

level

Gap

es
Sr.No.
1

General EOHS awareness on ISO 14001+18001

Logistics techniques

Hazards and aspects identification

Inventory management

Vendor development

EPRP

Knowledge of Different Hazardous Materials


4

storage

Knowledge of Layout Arranging

10

Information of Operation going on

11

Information of requirement of material

& storage
8

Knowledge of Hazardous Chemical handling &

Soft/Behavioral Skills
1

Communication Skill

Presentation Skill

Inter Personal Relationship Development Skill

Analytical Ability

Problem solving & decision making

37

Table No.11
Skill level of Senior Officer- Stores
Charts:

Soft Skills

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Required Skills

Rating

Rating

Hard skills

Actual Skills

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Required
Skills
Actual Skills

11

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
considerable gap of 2 in hard skill-2 (SCM, logistics techniques) & skill-6 (EPRP) in soft
skill 3 (Inter Personal Relationship Development Skill).

Q.6 (A) What are the required skill level and actual skill level for hard skills and soft
skills for officers?

Compe Functional / Technical Skill

Require

38

Actual

Skill

tencies

level

level

Gap

Sr.No.
1

General EOHS awareness on ISO 14001+18001

Logistics techniques

Hazards and aspects identification

3.5

0.5

Inventory management

2.5

1.5

Vendor development

EPRP

Knowledge of Different Hazardous Materials


4

3.5

0.5

storage

2.5

1.5

Knowledge of Layout Arranging

2.5

1.5

10

Information of Operation going on

11

Information of requirement of material

& storage
8

Knowledge of Hazardous Chemical handling &

Soft/Behavioral Skills
1

Communication Skill

Presentation Skill

2.5

0.5

Inter Personal Relationship Development Skill

Analytical Ability

Problem solving & decision making

Table No.12
Skill level of Officers-Stores
Note:
The actual skills are the average of the actual skills of officers.

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[It is calculated on the collected data of Q.6 (B)]

Charts:

Soft Skills

4
Rating

Rating

Hard skills
3
2

Required Skills

Actual Skills

3
2

Required
Skills

Actual Skills

0
1

9 11

1 2 3 4 5

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
gap of 2 in hard skill-1 (General EOHS awareness on ISO 14001+18001) & in soft skill-1
(Communication Skill).

Q.6 (B) What is the gap for officer?


Hard skills:
Functional

skills
40

10

11

Employee
1. Officer-

1
2. Officer2
Table No.13(a)
Hard Skills Gap of Officers-Stores
Soft skills:
1

1. Officer-1

2. Officer-2

Functional skills
Employee

Table No.13(b)
Soft Skills Gap of Officers-Stores

Q.7 (A) What are the desired skill level and actual skill level for hard skills and soft
skills for operating engineers?
Compe

Functional / Technical Skill

Require
41

Actual

Skill

tencies

level

level

Gap

Logistics techniques

Hazards and aspects identification

Inventory management

Vendor development

EPRP

Knowledge of Different Hazardous Materials


3

storage

Knowledge of Layout Arranging

Information of Operation going on

10

Information of requirement of material

& storage
7

Knowledge of Hazardous Chemical handling &

Soft/Behavioral Skills
1

Communication Skill

Presentation Skill

Inter Personal Relationship Development Skill

Analytical Ability

Table No.14
Skill level of Operating Engineers-Stores

Note:
The actual skills are the average of the actual skills of Operating Engineers.
[It is calculated on the collected data of Q.7 (B)]

42

Charts:

Hard skills

Soft Skills

3.5

3
Rating

Rating

2.5
3

Required
Skills

2
1

Actual Skills

Required
Skills

1.5

Actual
Skills

0.5

0
1

1 2 3 4

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
considerable gap of 2 in hard skill-3 (Inventory management) & no gaps in soft skill.

Q.7 (B) What is the gap analysis for Operating Engineers?


Hard skills:
Functional

skills
43

10

Employee
1. OE-1

2. OE-2

3. OE-3

-1

Table No.15(a)
Hard Skills Gap of Operating Engineers-Stores

Soft skills:
1

1. OE-1

2. OE-2

3. OE-3

Functional skills
Employee

Table No.15(b)
Soft Skills Gap of Operating Engineers-Stores

Q.8 (A) What are the desired skill level and actual skill level for hard skills and soft
skills for Senior supervisors?
Compe

Functional / Technical Skill

tencies

44

Require

Actual

Skill

level

level

Gap

Logistics techniques

2.5

Hazards and aspects identification

Inventory management

Vendor development

EPRP

2.5

0.5

Knowledge of Different Hazardous Materials


3

2.5

0.5

storage

Knowledge of Layout Arranging

2.5

0.5

Information of Operation going on

1.5

0.5

10

Information of requirement of material

& storage
7

0.5

Knowledge of Hazardous Chemical handling &

Soft/Behavioral Skills
1

Communication Skill

Presentation Skill

Inter Personal Relationship Development Skill

Analytical Ability

Table No.16
Skill level of Senior Supervisor- Stores
Note:
The actual skills are the average of the actual skills of Senior supervisor.
[It is calculated on the collected data of Q.8 (B)]

Charts:

45

Hard skills

Soft Skills

3.5

Rating

Rating

2.5
Required
skills

1.5
1

Actual Skills

Required
Skills

Actual Skills

0.5
0

0
1

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
considerable gap of 2 in hard skill-4 (Vendor development) & no gaps in soft skill..

Q.8 (B) What is the gap for Senior supervisors?


Hard skills:
Functional skills

4
46

10

Employee
1. SS-1

2. SS-2

3. SS-3

4. SS-4

Table No.17(b)
Hard Skills Gap of Senior Supervisor- Stores

Soft skills:
1

1. SS-1

-1

2. SS-2

-1

3. SS-3

4. SS-4

Functional skills
Employee

Table No.17(b)
Soft Skills Gap of Senior Supervisor- Stores

Department:HR
Q.9 What are the required skill level and actual skill level for hard skills and soft skills
for Senior officer?
47

Competencies

Require

Actual

Skill

level

level

Gap

14001+18001

Knowledge of EOHS legal requirements

Grievance Redressal

EPRP

Administration of wages

First Aid

Maintaining Industrial Relation

Functional / Technical Skill

General EOHS Awareness on ISO

Soft/Behavioral Skills
1

Communication Skill

Presentation Skill

Inter Personal Relationship Development Skill

Analytical Ability

Problem solving & decision making

Table No.18
Skill level of Senior Officer-HR

Charts:

48

Soft Skills

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Rating

Rating

Hard skills

Required Skills
Actual Skills

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Required skills
Actual skills

1 2 3 4 5 6 7

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. Gap of 2 in
hard skill-1(General EOHS Awareness on ISO 14001+18001) & skill -7 (Maintaining
Industrial Relation) is there and no gaps in soft skill..

Q.10 What are the required skill level and actual skill level for hard skills and soft skills
for officer?
49

Compete

Functional / Technical Skill

Require

Actual

Skill

level

level

Gap

14001+18001

Knowledge of EOHS legal requirements

Grievance Redressal

EPRP

Administration of wages

First Aid

Maintaining Industrial Relation

ncies
1

General EOHS Awareness on ISO

Soft/Behavioral Skills
1
Communication Skill
2
Presentation Skill
3
Inter Personal Relationship Development Skill
4
Analytical Ability
5
Problem solving & decision making

Table No.19
Skill level of Officer-HR

Charts:
50

Soft Skills

3
2

Required
Skills

Actual Skills

Rating

Rating

Hard skills

3
2

Required
Skills

Actual Skills

0
1 2 3 4 5 6 7

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
considerable gap of 2 in hard skill-2 (Knowledge of EOHS legal requirements) & skill-7
(Maintaining Industrial Relation). While there is gap in soft skill-2 (Presentation Skill).

Department:Finance

51

Q.11 What are the required skill level and actual skill level for hard skills and soft skills
for Senior officer?

Competencies

Require

Actual

Skill

level

level

Gap

14001+18001

Knowledge of Taxes

Coordination of financial transactions

Compliance with statutory statements

Development of internal control system

Coordination with excise officials and sales tax


4

Functional / Technical Skill

General EOHS Awareness on ISO

activities
Soft/Behavioral Skills
1

Communication Skill

Presentation Skill

Inter Personal Relationship Development Skill

Analytical Ability

Problem solving & decision making

Table No.20
Skill level of Officer-HR

Charts:
52

Soft Skills

Hard skills
5

Ratining

Rating

4
3
Required Skills

Actual Skills

1
0

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Required
Skills
Actual Skills

1 2 3 4 5 6

1 2 3 4 5

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
considerable gap of 2 in hard skill-6 (Coordination with excise officials and sales tax
activities). While there is gap in soft skill-2 (Presentation Skill) & Skill-5(Problem solving &
decision making)

Q.12 What are the required skill level and actual skill level for hard skills and soft skills
for officer?

Compete

Functional / Technical Skill

ncies

53

Require

Actual

Skill

level

level

Gap

General EOHS Awareness on ISO


14001+18001

Knowledge of Taxes

Coordination of financial transactions

Compliance with statutory statements

Development of internal control system

Coordination with excise officials and sales tax


3

activities
Soft/Behavioral Skills
1

Communication Skill

Presentation Skill

Inter Personal Relationship Development Skill

Analytical Ability

Problem solving & decision making

Table No.21
Skill level of Officer-Finance

Charts

54

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Soft Skills

Ratining

Rating

Hard skills

Required Skills
Actual Skills

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Required
Skills
Actual Skills

1 2 3 4 5 6

1 2 3 4 5

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
no considerable gap in hard skills as well as in soft skills.

Department:IT

55

Q.13 What are the required skill level and actual skill level for hard skills and soft skills
for Senior officer?

Competen

Functional / Technical Skill

Require

Actual

Skill

level

level

Gap

Administration

Knowledge of Windows Administration

Knowledge of Office Automation Packages (eg


MS Office, MS Project etc)

Knowledge of UNIX System Administration

Knowledge of high / mid range server &


desktop PC hardware

Knowledge of Internet / Intranet setup.

Maintaining Security of IT resources

cies
1

Knowldege of Network Administration

Knowledge of Mfg Pro - a) Database


Administration

b) Progress Programming

Lotus Domino - a) Server Administration b)


Lotus Workflow Automation Development

Knowledge of Citric Client Server

10

Soft/Behavioral Skills
1

Communication Skill

Presentation Skill

Inter Personal Relationship Development Skill

56

Analytical Ability

Problem solving & decision making

Table No.22
Skill level of Senior Officer-IT
Charts:

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Soft Skills

Ratining

Rating

Hard skills

Required
Skills
Actual Skills

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Required
Skills
Actual Skills

1 2 3 4 5

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. It shows
gap of 2 in hard skill-4(Knowledge of Citric Client Server Administration) & hard skill-9
(Knowledge of Internet / Intranet setup) as well as in soft skill- 2 (Presentation Skill).

57

Q.14 What are the required skill level and actual skill level for hard skills and soft skills
for officer?

Compete

F`unctional / Technical Skill

Require

Actual

Skill

level

level

Gap

Administration

Knowledge of Windows Administration

Knowledge of Office Automation Packages (eg


MS Office, MS Project etc)

Knowledge of UNIX System Administration

Knowledge of high / mid range server &


desktop PC hardware

Knowledge of Internet / Intranet setup.

10

Maintaining Security & Confediality of IT


4

ncies
1

Knowldege of Network Administration

Knowledge of Mfg Pro - a) Database


Administration

b) Progress Programming

Lotus Domino - a) Server Administration b)


`Lotus Workflow Automation Development

Knowledge of Citric Client Server

resources
Soft/Behavioral Skills
1

Communication Skill

Presentation Skill

Inter Personal Relationship Development Skill

58

Analytical Ability

Problem solving & decision making

Table No.23
Skill level of Officer-IT
Charts:

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Soft Skills

Ratining

Rating

Hard skills

Required
Skills
Actual Skills

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

Required
Skills
Actual Skills

1 2 3 4 5

Skills

Skills

Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. The gap
in hard skill-9 (Knowledge of Internet / Intranet setup.) & as well as in soft skill- 2
(Presentation Skill).

59

LEARNINGS DURING PROJECT

60

GAP ANALYSIS
The gap analysis was done through benchmarking system. Every competency was
benchmarked depending upon the need of the skills in that grade and actual rating of the
employee was compared with it i.e. the desired skill level was compared with the actual skill
level and the gaps that were resulted were given corrective action.

PRODUCTION DEPARTMENT
1.It is found that the senior officer is lacking in SAP-PP Module & has gap in gap in soft
skill-Presentation Skill & Analytical Ability. [Ref Q. 1]
2. Officers have gap in TPM - JH & QM piller & TPM - OEE Calculation and improvement.
[Ref Q. 2(A) & Q.2 (B)]
3. Operating Engineers lacking in TPM - JH & QM piller. Also the gap found in the areas
Drawing Reading Skill & 7 QC Tools. .

[Ref Q. 3(A) & Q.3 (B)]

4. Senior Supervisors does not possess the considerable gap.

[Ref Q.4 (A) & Q.4 (B)]

STORES DEPARTMENT:
1. It was observed that Senior Officer has gap in SCM, logistics techniques & EPRP
And soft skills like Inter Personal Relationship Development Skill. [Ref Q. 5]
2. Officers have gap in EOHS Awareness on ISO 14001+18001 and Communication skills.
[Ref Q. 6(A) & Q.6 (B)]
2. Operating Engineers are lacking in Inventory Management as well as in area of EPRP and
they dont possesses soft skills gap.

[Ref Q. 7 (A) & Q.7 (B)]

3. Senior supervisors has no gap in soft skills but in Vendor Development.


[Ref Q. 8(A) & Q.8 (B)]

61

HR DEPARTMENT
1. It is found that Senior Officer as well as Officer has a gap in the Maintaining
Industrial Relation. [Ref Q. 9]
2. Also Senior Officer & Officer have gap in EOHS Awareness & no gap found in soft
skills. [Ref Q. 10]

FINANCE DEPARTMENT
1. It is observed in this department that Senior Officer has a gap in Coordination with
excise officials and sales tax activities and has gap in Presentation Skills & Problem
Solving & Decision making. [Ref Q. 11]
2. Officer does not possess any gap.

[Ref Q. 12]

IT DEPARTMENT
1. It is found that Senior Officer of IT Department has a gap in Knowledge of Citric Client
Server Administration, Knowledge of Internet / Intranet setup and

soft skill like

Presentation Skill. [Ref Q. 13]


2. Officer is lacking in Knowledge of Internet / Intranet setup and soft skill like
Presentation skill. [Ref Q. 14]

62

FINDINGS FOR COMPETENCY MAPPING PRECESS AT ENDURANCE


TECHNOLOGIES

1.

A competency is crafted by the HODs taking into consideration the core competencies

and presented to the personnel department for their agreement and additions if any.

2.

Having agreed on the job requirements and the skills and attitudes needed to progress

within it and become more productive; one starts mapping the capability of the employees to
the benchmarks (considering that employees have different competencies, the setting up of
standards should vary.)
3. The Competency Mapping is done to find out the Training needs

FLAWS
1. Soft Skills for every department are almost same
2. In Hard Skills it is observed that core hard Skills as well as some unnecessary skills are
included.

63

CONCLUSIONS

64

Competency Mapping is the process of identifying key competencies for organization or for
job and incorporating these competencies through various processes of the organization. This
is the process in which a gap between existing knowledge and

the knowledge needed is

mapped. An Employee with Experience and Training can develop these competencies.
Familiarity with Business, Organizations, Management and Behavioral Sciences is useful.
HR Managers, Management Graduates, Applied Psychologists are qualified to do this.

This project has helped to solve the purpose of:


1.Role clarity.
2.Weak areas of employees
The Role clarity & Weak areas of employees played vital rale in
1.Training needs identification
2.Preparing training calender

65

RECOMMENDATION

66

The following training programs are suggested for gaps in competencies of hard skills and
soft skills. These programs would bridge the gaps in their desired and actual skills and
improve the performance of the employee.

1. PRODUCTION DEPARTMENT
For this department it is suggested that the training programme like seminars on SAP-PP
Module, TPM - OEE Calculation and improvement, on, TPM - JH & QM piller & QC-Tool
For Senior Officers, Officers & Operating Engineers to be arranged.
For the senior supervisor there is need to supervision of higher authority in the area of
Drawing Reading Skill, TPM - JH & QM pillar, Problem solving & decision making.
Ref. [Q.1, Q.2(A), Q.2 (B), Q.3 (A), Q.3 (B), Q.4 (A) & Q.4 (B)]

2. STORES DEPARTMENT
Training program on inventory management and SCM for Senior Officers & Officeres since
its the important task of their job.
Training programme for Operating Engineers like Hazardous Chemical Handling & storage,
Layouts Arrangement, Vendor Development, Hazards and aspects identification should be
arranged.
Though Senior Supervisor doesnt possess considerable gap, they need the supervision to
improve their efficiency.
Ref. [Q.5, Q.6 (A), Q.6 (B), Q.7 (A), Q.7 (B), Q.8 (A) & Q.8 (B)]

3. HR DEPARTMENT

67

Since it is found that the Officers have a gap in Industrial Relations it is recommended that
they should provided a distance learning course.
Sessions on EOHS Awareness are also held. As well as a programe of Competency Mapping
need to be given.
Ref. [Q.9, & Q.10]

4. FINANCE DEPARTMENT
Training program like seminars are need to be conducted on Coordination with excise
officials and sales tax activities . Distance learning courses are also provided based on
Taxation & Industrial Laws, as these programmes will help to improve their performance.
Ref. [Q.11, & Q.12]

5. IT DEPARTMENT
Instructive sessions should be held on Citric Client Server Administration & Internet /
Intranet setup.
Ref. [Q.13, & Q.14]

It is suggested that for soft skills development some games and activities should be held,
which will be interesting and improve the soft skills of employees.

68

BIBLIOGRAPHY
Internet Sites

http://www.google.co.in/search?hl=en&q=COMPETENCY+MAPPING&meta=
(On 15th June 2013, 1st July 2013)

http;//www.enduancetechnology.com/
(On 16th July 2013, 20th & 21th Aug 2013 )

http://www.citehr.com/
(On 7th, 8th & 9th July 2013, and 11th , 20th Aug 2013 )

http://www.managementparadise.com/
(On 11th Aug 2013, 20th Aug, 2nd & 3rd Sep. 2013 )
Books

Aswathappa K ;Human Resource And Personnel Management: Fifth Edition.

HR Manual of Endurance Technologies.

69

ANNEXURE
The questionnaire for Production and Stores was same :
Q.1 What are the Required skill level and actual skill level for hard skills and soft skills for
Senior officer?
Q.2 (A) What are the Required skill level and actual skill level for hard skills and soft skills
for officer?
Q.2 (B) What is the gap for officer?
Q.3 (A) What are the Required skill level and actual skill level for hard skills and soft skills
for operating engineers?
Q.3 (B) What is the gap analysis for Operating Engineer?
Q.4 (A) What are the desired skill level and actual skill level for hard skills and soft skills for
Senior Supervisor?
Q.4 (B) What is the gap analysis for Senior Supervisor?
The questionnaire for HR, Finance and IT was same :
Q.1 What are the Required skill level and actual skill level for hard skills and soft skills for
Senior officer?
Q.2 What are the Required skill level and actual skill level for hard skills and soft skills for
officer?

70