Competency Mapping PDF

A STUDY ON THE ANALYSIS OF COMPETENCY MAPPING
IN PNB METLIFE INDIA INSURANCE LTD
(A Report submitted in partial fulfillment of the requirements for the award of

Degree of Master of Business Administration in Pondicherry University)
Submitted by
Ms.Lakshmi Priyanka. R
Enrollment No: 0217390285
MBA: HUMAN RESOURCE MANAGEMENT
Under the guidance of
Prof.A.Manohar
PULC
DIRECTORATE OF DISTANCE EDUCATION

PONDICHERRY UNIVERSITY
PONDICHERRY 605 014
CERTIFICATE OF THE GUIDE
This is to certify that the project work titled “A STUDY ON THE ANALYSIS
OF COMPETENCY MAPPING IN PNB METLIFE INDIA INSURANCE LTD”
is a bonafide work of Ms.Lakshmi Priyanka.R (Enrollment No: 0217390285)
carried out in partial fulfillment for the award of degree of MBA-HUMAN
RESOURCE MANAGEMENT of Pondicherry University under my guidance. This
project work is original and not submitted earlier for the award of any degree/diploma
or associateship of any other University/Institution.
Signature of the Guide
Place:
Date:
STUDENT’S DECLARATION
I, Ms. Lakshmi Priyanka.R hereby declare that, the project work titled “A
STUDY ON THE ANALYSIS OF COMPETENCY MAPPING IN PNB
METLIFE INDIA INSURANCE LTD” is the original work done by me and
submitted to the Pondicherry University in partial fulfillment of requirements for the
award of Master of Business Administration in Human Resource Management is a
record of original work done by me under the supervision of Mr.A.Manohar, a faculty
of PULC.
Enrolment No.: 0217390285

Date:
Signature of the Student

ACKNOWLEDGEMENT
I take this opportunity to thank Almighty who gave me the strength to finish
this Project & my heartfelt thanks to my beloved parents and friends for constantly
Encouraging & inspiring me to finish the project successfully.
My special thanks to Prof. Mr.A.Manohar,(Project guide) at Pondicherry

University for giving me the necessary guidance and valuable suggestions in
completing the project and preparing this project report effectively.
I express my gratitude to the management & all the employees of PNB Metlife
India Insurance Pvt Ltd, who have been co-operative during the project, which
enabled the successful completion of the project.
Finally, I thank the Principal, Director and the Coordinator, PULC, Loyolo
college, for providing us this great opportunity to work and understand the importance
of doing real-time project as part of our MBA Program.
R.LAKSHMI PRIYANKA
Enroll No:0217390285
i
EXECUTIVE SUMMARY
Competency mapping is such a process that helps in identifying and

mapping competencies required for successful performance in a particular role.
Competency mapping and assessment has gained paramount importance in
organizations for keeping people with development strategies and processes in sync
with organizational growth and objectives and maximizing the utilization of human
potential. The study was conducted with the sample of 200 respondents, using the
disproportionate probability sampling. The research was conducted among the
employees at PNB METLIFE INDIA INSURANCE LTD.
A descriptive type of research is used to study the Competency mapping on PNB

METLIFE. Both the primary and secondary data are used as data collection method.
A structural questionnaire is prepared to collect the primary data for analysis.
It is considered to be one of the important aspects in improving the performance of

individual at the work place.
This study is based on “A STUDY ON COMPETENCY MAPPING IN PNB

METLIFE INDIA INSURANCE LTD” to find out the various competency
technique used in “PNB METLIFE COMPANY” for this purpose statistical tools
like chi-square, percentage analysis, are used to find out Competency mapping,
findings, suggestions and recommendations are also obtained through the analysis of
above data.
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TABLE OF CONTENTS
Chapter No. Chapter Name Page No.
Acknowledgement i
Executive summary ii
Table of Contents iii
List of Figures vi
I Introduction 1
Definition of Competency 2
Competency – Meaning 3
Types of competencies 4
Uses of Competency Mapping 5
Measurement of Competencies 7
IA Company Profile 8
II Literature Review 16
III Research Methodology 23
Area of the Study 24
Objectives of the Study 24
Importance of the Study 24
Hypothesis 25
Types of Data 25
Tools for Data Collection 26
Sample Size 26
Research Design 26
iii
Limitations of the Study 26
Chapterization 26
IV Analysis and Interpretation 27
Tabulation and Interpretation of Results 28
Testing of Hypothesis 51
V Findings, Conclusions and Suggestions 53
Findings 54
Conclusions 57
Suggestions 58
Appendices 59
Questionnaire 60
Certificate from the Company 64
Bibliography 65
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LIST OF TABLES
Table
Title of the Table Page No.
No.
4.01 Gender 28
4.02 Education 29
4.03 Years of Experience 30
4.04 Knowledge on the competency management 31
4.05 Competency Gap 32
4.06 Recognition of competency mapping 33
4.07 Career development 34
4.08 Performance Appraisal 35
4.09 Rewards, Feedback and Recognition 36
4.10 Knowledge about their role 37
Competency Mapping provides the Importance of Performance
4.11 38
management system
Competency Mapping Increases the Self-reliance and the
4.12 39
initiatives
4.13 Competency matrices of training 40
4.14 Time Limit 41
4.15 Increases the team performance 42
4.16 Self Efficiency 43
4.17 Regular skill development 44
4.18 Creative Skills 45
4.19 Brings out the inner skills 46
4.20 Helpful at the time of challenging situation 47
4.21 Increases the self motivation 48
4.22 Develops the Work Ethic 49
4.23 Provides the job security 50
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LIST OF FIGURES
Figure
Title of the Figures Page No.
No.
1.01 Competency Models
4.01 Gender 28
4.02 Education 29
4.03 Years of Experience 30
4.04 Knowledge on the competency management 31
4.05 Competency Gap 32
4.06 Recognition of competency mapping 33
4.07 Career development 34
4.08 Performance Appraisal 35
4.09 Rewards, Feedback and Recognition 36
4.10 Knowledge about their role 37
Competency Mapping provides the Importance of Performance
4.11 38
management system
Competency Mapping Increases the Self-reliance and the
4.12 39
initiatives
4.13 Competency matrices of training 40
4.14 Time Limit 41
4.15 Increases the team performance 42
4.16 Self Efficiency 43
4.17 Regular skill development 44
4.18 Creative Skills 45
4.19 Brings out the inner skills 46
4.20 Helpful at the time of challenging situation 47
4.21 Increases the self motivation 48
4.22 Develops the Work Ethic 49
4.23 Provides the job security 50
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CHAPTER-I
INTRODUCTION
1
In today’s competitive market, companies are aware that their workforce must
be properly trained and fully competent over a range of tasks within any given work
discipline. Competency mapping is a process through which one assesses and
determines one’s 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. 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. Competency mapping can also be done for contract or
freelance workers, or for those seeking employment to emphasize the specific skills
which would make them valuable to a potential employer. Competency mapping also
requires some thought, time, and analysis, and some people simply may not want to
do the work involved to sufficiently map competencies. Competency mapping alone
may not produce accurate results unless one is able to detach from the results in
analyzing past successes and failures.
Definition of Competency
Richard Boyatzis (1982) – “A capacity that exists in a person that leads to behavior
that meets the job demands within parameters of organizational environment, and that,
in turn brings about desired results”
Spencer & Spencer (1993) defines competency as, “An underlying characteristic of
an individual that is causally related to criterion-referenced effective and/or superior
performance in a job or situation.”
Underlying Characteristic: Means the competency is fairly deep & enduring part of
a person’s personality and can predict behavior in a wide variety of situations and job
tasks.
Causally related means: A competency causes or predicts behavior & performance.
2
Criterion-referenced: Means that the competency actually predicts who does
something well or poorly, as measured on a specific criterion or standard. Examples of
criteria are the rupee volume of sales for salespeople or number of clients who stay
“dry” for Alcohol-abuse Counsellors.
What is Competency?
Thus, the above definitions shows, Competencies are a combination of

Knowledge, skills and attitudes required to do a job successfully.
 Competencies refer to skills and knowledge that leads to superior performance.

 Competencies provide a framework for distinguishing between poor
performances to exceptional performance.
 Competencies can apply at organizational, individual, team, occupational and
functional levels.
 Once the job requirements have been clarified, then competency interviewing
helps interviewer’s look for evidence of those requirements in each candidate.
For people already in jobs, competencies provide a way to help identify
opportunities for growth within their jobs.
 Competencies are not “fixed” they can usually be developed with effort and
support. Employees and their managers together can identify which
competencies would be most helpful to work on to improve the employee’s
effectiveness.
 Competencies are not a tool to be used for evaluating people for layoffs.
 Criterion reference as mention in Spencer & Spencer’s definition is very
critical to the concept of competence.
The criteria most frequently used in competency studies are:
Superior Performance: Statistically defined as one standard deviation above average

performance, it is roughly the level achieved by the top 1 person out of 10 in a given
working situation.
3
Effective Performance: This usually means “minimally acceptable” level of work,
the lower cut-off point below which an employee would not be considered competent
to do the job.
Types of competencies
Core Competencies:
1. Internal capability that is critical to the success of the business.
2. Core competencies define what an organization values most in its people.
3. e.g., an organization might want its people to possess Teamwork, flexibility
and communication skills.
4. Organizational competencies that all individuals are expected to possess.
5. Core competencies are not seen as being fixed, they must change in response to
changes in the company’s environment.
6. They are flexible & evolve over time, as a business adapts to ne circumstances
& opportunities, so its core competencies will have to adapt & change.
Professional / Functional Competencies:
1. These competencies are grouped for each job within the organization. e.g.,
Competencies for H.R. Manager or Competencies for an Operations Manager.
2. The goal is to optimize performance by having the technical skills to perform a
job.
Threshold Competencies:
The characteristics required by a job holder to perform a job effectively are

called threshold competencies. It represents the essential characteristics, that everyone
in a job needs to be at least minimally effective – e.g., ability to read, but that does not
distinguish between a superior performer & an average performer. E.g., Threshold
competency for a sales person is knowledge of the product or ability to fill invoices.
4
Behavioural Competencies:
Refer to competencies required in terms of behaviour for a particular role. e.g.,

Building & Maintaining relationships is an important behavioural competency for an
IT Manager as the job requires developing constructive, cooperative working
relationships with people at all levels.
Differentiating Competencies:
These competencies distinguish a superior performer from an average

performer. E.g., Achievement orientation expressed in a person’s setting goals higher
than those required by the organization, is a competency that differentiates a superior
sales performer from the other average sales persons in the organization.
A characteristic is not a competency unless it predicts something meaningful in

the real world.
As the famous psychologist William James said, the first rule for a scientist
should be that-
“A difference that makes no difference is no difference”. Similarly, a

characteristic or credential that makes no difference in performance is not a
competency and should not be used to evaluate people.
Uses of Competency Mapping
 Using competency mapping allows companies to „raise the bar‟ of

performance expectations.
 Teams and individuals align their behaviours with key organizational strategy.
 Each employee understands how to achieve stated expectations.
Competency based recruitment
 Competency based recruitment processes reduce the chances of a costly hiring

mistake
5
 Increase the likelihood of identifying and selecting the right person for the right
job.
Competency based Training.
 Opportunity to identify/ develop specific training programmers

 Focused Training enabling improvement in specific technical and managerial
competencies
 Better ROI on training
Competency based Performance Appraisal.
 Establishment of clear high performance standards

 Collection and proper analysis of factual data against the set standards
 Conduct of objective feedback meetings
 Direction with regard to specific areas of improvement
Competency based Career Planning & Development
 Enhances the understanding of „development‟ and the individual gets the

necessary tools to take responsibility for their own „development‟
 Give the managers a tool to empower them to develop people. Competency
based succession planning
 Helps assess employees readiness or potential to take on new challenges
 Determining the person’s job fit can be based on matching the competency
profile of an individual to the set of competencies required for excellence
within a certain position.
 Individuals would also know the competencies required for a particular
position and therefore would have an opportunity to decide if they have the
potential to pursue that position.
Competency based Pay

Provide an incentive for employees to grow and enhance their capabilities.
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Measurement of competencies
 Competencies can be measured using a Behavioural-Anchored Rating Scales

(BARS).
 In this system, all competencies are defined from levels in a competency
framework.
 Each definition typically expresses the behaviour expected of the associates if
he were to be rated at that level.
 The content of the BAR-scale is developed from a job analysis and is based on
responses to critical job incidents or situations.
 The scale used is usually a 3-Point, 4-Point or 5-Point scale but could also be
narrative if appropriate.
Figure 1.01 Competency Models
7
COMPANY PROFILE
PNB MetLife India Insurance Company Limited (PNB MetLife) is a joint venture
between MetLife International Holdings Inc. (MIHI), Punjab National Bank Limited
(PNB), Jammu & Kashmir Bank Limited (JKB), M. Pallonji and Company Private
Limited and other private investors, with MIHI and PNB being the majority
shareholders. PNB MetLife was previously known as MetLife India Insurance
Company Limited (MetLife India) and has been present in India since 2001.
PNB MetLife brings together the financial strength of a leading global life insurance
provider, MetLife, Inc., and the credibility and reliability of PNB, one of India's oldest
and leading nationalised banks. The vast distribution reach of PNB together with the
global insurance expertise and product range of MetLife makes PNB MetLife a strong
and trusted insurance provider.
PNB MetLife is present in over 120 locations across the country and serves customers
in more than 7,000 locations through its bank partnerships with PNB, JKB and
Karnataka Bank Limited.
PNB MetLife provides a wide range of protection and retirement products through its
Agency sales of over 15,000 financial advisors and multiple bank partners, and
provides access to Employee Benefit plans for over 800 corporate clients in India.
With its headquarters in Bangalore and Corporate Office in Gurgaon, PNB MetLife is
one of the fastest growing life insurance companies in the country. The company
continues to be consistently profitable and has declared profits for last four Financial
Years
8
METLIFE HISTORY
For 140 years, MetLife has been insuring the lives of the people who depend on us.
Our success is based on our long history of social responsibility, strong leadership,
sound investments, and innovative products and services.
OUR PURPOSE AND VALUES
Our purpose is why we are in business and reflects what we stand for and believe in.
Our purpose is to help people pursue more from life. Our values are how we achieve
that purpose, through an expression of who we are, what we stand for as a company
and how we conduct our business.
Put Customers First

Caring for and respecting customers is core to everything we do. It defines
our work and shapes the culture for our people, radiating out to our
shareholders and communities.
Be The Best
We are relentless in our search for new and better ways of doing things. As a
leader in our industry, we constantly raise the bar, take calculated risks and
learn quickly from our mistakes.
Make Things Easier

Products in our industry aren't always easy to understand. That's why we are
always looking for simpler ways to connect customers to the best solutions.
By doing this, we aim to exceed their expectations and build trust.
Succeed Together
United by our purpose, we live by a collective commitment to honesty,
integrity and diversity. We are open and inclusive, proudly taking and
applying the best ideas from every part of our company.
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CORPORATE CITIZENSHIP
ETHICS AND INTEGRITY
For more than a century, MetLife has built a reputation as a company that believes in
fair dealing, integrity, and trustworthiness. We firmly believe that adherence to the
highest standards of ethical conduct is the only acceptable way of doing business and
is the personal responsibility of every one of our associates. The company's well-
known name and good reputation are reinforced by our pledge to deliver value and
world class service to all who do business with us, always keeping in mind what is
best for our customers.
The importance of ethics and compliance to the Company is demonstrated by the

Company’s extensive efforts and resources directed to this area. We are committed to
our compliance vision of having MetLife be the world's most trusted company.
Supporting these efforts are the core values of integrity and honesty, the fundamental
building blocks of our long and successful history, that shape the way we do business.
These values are central to our efforts to build financial freedom for everyone and
emphasize our outward focus on customers and their needs. We recognize that our
ongoing success will spring from these values and, as we look to the future, we remain
committed to the highest standards of ethics, integrity and trustworthiness. This
defines who we are.
DIVERSITY AND INCLUSION
MetLife's Diversity and Inclusion vision is to foster an inclusive culture that leverages
the contributions of associates with many backgrounds and perspectives to drive
growth and profitability wherever we do business in the global marketplace.
At MetLife, this diversity is core to our business, embedded at all levels of our
company with clear accountability for success. Our commitment to diversity and
inclusion makes MetLife a more competitive company and allows us to better serve
our customers, attract and retain the best talent, and do business with the best
companies and suppliers around the world. It brings to MetLife fresh perspectives,
10
new ways of thinking and more innovative products. It helps build relationships in the
communities we serve and where we do business and helps enhance our brand. At
MetLife, diversity is a key driver of business performance and creates lasting
shareholder value.
MetLife is an Equal Opportunity Employer in the United States, and is committed to

creating an environment where all associates can contribute to the fullest of their
abilities with no unlawful discrimination, wherever we do business around the world.
METLIFE AND THE ENVIRONMENT
Our Position
As an industry leader and global enterprise, MetLife is committed to continually

driving efforts that address sustainability. Reducing our carbon footprint and investing
in ventures that have a positive impact on the environment are important to MetLife.
At MetLife, it is a priority to ensure our world remains a healthy and vibrant place for
many generations to come. Through our businesses, we can and will make a
difference by contributing to a growing global effort that will benefit our planet today
and into the future.
As a leading global provider of insurance, annuities and employee benefit programs

serving 90 million customers in more than 60 countries, we know that “green”
initiatives can potentially have a significant impact on the global environment.
MetLife is poised to address climate change, embracing the challenges that it and the
environment present. We are committed to adapting our business model in the face of
climate change by increasingly adapting to emerging technologies, green products and
environmentally-friendly services. MetLife prides itself on being a good corporate
citizen, and we are dedicated to increasing our use of renewable energy and
conserving energy throughout our facilities around the globe.
11
METLIFE FOUNDATION
The Foundation was established in 1976 to carry on MetLife's longstanding tradition

of corporate contributions and community involvement.
MetLife Foundation is committed to building a secure future for individuals and

communities worldwide, through a focus on empowering older adults, preparing
young people and building liveable communities. MetLife Foundation is proud of its
history of working closely with organizations meeting the many challenges facing
today's global society.
Since it was established, the Foundation has provided over $500 million in funding to
hundreds of global organizations and has been at the forefront on important issues. In
classrooms, playgrounds, community centers, research labs and concert halls across
the globe, the foundation’s grants improve the quality of life for millions.
CORPORATE SOCIAL RESPONSIBILITY
“PNB MetLife has taken the first step in giving back to the local communities and
launched its CSR initiative. The company has joined hands with bank partners,
Jammu & Kashmir Bank Limited (JKB) and Karnataka Bank Limited (KBL) to
support the cause of education and development of underprivileged children.”
WHAT WE DO
For Individuals
Around the world, the MetLife companies offer insurance, retirement and savings
products. We work directly with customers as well as offer our products through
agents, third party distributors, and brokers. We provide:
Flexible insurance options to protect you and your family
 Life Insurance – Maintain your family’s standard of living no matter what the
future holds. Our life insurance products help take care of what’s most
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important, from home mortgage payments and day-to-day expenses, to a
child’s education or a partner’s retirement
 Accident & Health Insurance – Our products give you one less thing to worry
about should the unthinkable happen. We protect against eventualities with
flexible levels of coverage, cash payouts, treatment expenses, etc.
 Disability Income Insurance – If you are unable to work due to sickness or

injury, disability income insurance can help you meet expenses and maintain
your standard of living by providing financial security until you get back on
your feet.
 Credit Insurance – Our debt protection products can help take the strain off you
and your loved ones should you become unable to repay financial
commitments due to death or illness.
 Auto & Home Insurance – You can protect your car and residence as well as
the precious belongings inside with the right insurance policy.
Retirement and Savings plans to help you reach your financial goals.
 Retirement Planning - Our pension and savings products help you plan ahead
for a financially secure retirement and allow you to enjoy the best years of your
life.
 Savings - Our selection of savings products help you act today to achieve the
lifestyle you want tomorrow.
For Business
Our name is recognized and trusted by 90 million customers worldwide in more than
50 countries as well as by over 90 of the top 100 FORTUNE 500 companies. We offer
businesses:
 First class benefits packages to help attract and retain valuable employees. We
provide flexible, “best-in-class” solutions to help you meet the diverse needs of
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your employees in a cost-effective way. Core insurance products include: life,
disability, critical illness, hospitalization and involuntary loss of employment.
 Customized pension administration and benefits funding solutions for

employers. We have a long history of pension administration and benefits
funding for local and multinational corporations with a market-leading position
in many countries. We also offer executive benefits solutions such as
supplemental retirement plans and deferred compensation arrangements.
OUR APPROACH
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PARTNERS
15
CHAPTER-II
LITERATURE
REVIEW
16
COMPETENCY MAPPING
Competency mapping or competency modelling is the process of describing skills
traits. Knowledge and experience required for a person to be effective in a job. There
are models of competency mapping.
 The one-size-fits all competency model: in this model data from job
descriptions and job specification is used. Data relating to a class of jobs(e.g.,
sales representatives) are consolidated and key features are converted into
competency traits.
 The multiple job competency model: The competencies needed are identified
and classified function wise. Combination of competencies is grouped to draw
a particular role like sales manager.
 The single job competency model: This is a commonly used and time tested
method. A position that is most important and being performed well as
identified from a class of positions. Observation, discussion and other methods
are used to obtain data from the person performing the job. The data so
obtained is used to build competency model for the position.
Competencies in organizations tend to fall into two broad categories:
 Personal Functioning Competencies:

These competencies include broad success factors noticed to a specific
work function or industry (often focusing on leadership or emotional intelligence
behaviors).
 Functional/Technical Competencies:
These competencies include specific success factors within a given work
function or industry.
Three other definitions are needed:
Competency Map: A competency map is a list of an individual’s competencies that

represent the factors most critical to success in given jobs, departments, organizations,
or industries that are part of the individual’s current career plan.
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Competency Mapping: Competency mapping is a process an individual uses to
identify and describe competencies that are the most critical to success in a work
situation or work role.
Top Competencies: Top competencies are the vital few competencies (four to seven,
on average) that are the most important to an individual in their ongoing career
management process. “Importance to the individual” is an intuitive decision based
on a combination of three factors: past demonstrated excellence in using the
competency, inner passion for using the competency, and the current or likely future
demand for the competency in the individual’s current position or targeted career
field.
Organizations describe, or map, competencies using one or more of the following four
strategies:
1. Organization-Wide (often called “core competencies” or those required for

organization success)
2. Job Family or Business Unit Competency Sets
3. Position-Specific Competency Sets.
4. Competency Sets Defined Relative to the Level of Employee Contribution (i.e.
Individual Contributor, Manager, or Organizational Leader)
COMPETENCY MAPPING IS HR TOOL USED IN
 Recruitment /Selection-Training/Development
 Performance Management
 Career Planning/Development
 Succession Planning
 Manpower Planning
 Human Resource Development
 Human Resource Planning
 Human Resource Strategic Planning Etc
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COMPETENCY-MEANING
Any underlying characteristic required for performing a given task, activity or role
successfully can be considered as competency. Competency may take the following
forms:
 Knowledge,
 Attitude,
 Skill,
Other characteristics of an individual including
 Motives,
 Values,
 Traits,
 Self-Concept.
DEFINITIONS:
HOGG B (1989)
“Competencies are the characteristics of a manager that lead to the demonstration of
skills and abilities, which result in effective performance within an operational area.
Competency also embodies the capacity of transfer skills and abilities from one area
to another.”
UNIDO (2002)-
A Competency is a set of skills, related knowledge and attributes that allow an
individual to successfully perform a task or an activity within a specific function or
job
BOYATZIS (1982)
“A capacity that exists in a person that leads to behavior that meets the job demands
within parameters of organizational environment, and that, in turn brings about
desired results”
19
KLEMP (1980)
“An underlying characteristic of a person which results in effective and/or superior
performance on the job
RANKIN (2002):
“Competencies are definition of skills and behaviors that organizations expect their
staff to practice in work.”
MANSFIELD (1997):
“Underlying characteristics of a person that results in effective a superior
performance.”
\WOODRUFFE (1991):
Competency: A person- related concept that refers to the dimensions of behavior
lying behind competent performer.
Competence: A work- related concept that refers to areas of work at which the person
is competent.
Competencies: Often referred as the combination of the above two.
ALBANESE (1989) :
Competencies are personal characteristics that contribute to effective
managerial performance
HAYES (1979):
Competencies are generic knowledge motive, trait, social role or a skill of a person
linked to superior performance on the job.
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COMPETENCY – BROAD CATRGORIES
Generic Competencies
Competencies which are considered essential for all employees regardless of

their f u n c t i o n o r l e v e l . - C o m m u n i c a t i o n , i n i t i a t i v e , l i s t e n i n g e t c .
T h e s e a r e basic competencies required to do the job, which do not differentiate
between high and low performers
Managerial Competencies
Competencies which are considered essential for employees with managerial
or supervisory responsibility in any functional area including directors and
senior posts
Threshold or Performance:
Performance competencies are those that differentiate between high and
low performers.
Components of Competency:
 The competencies are observable or measurable knowledge, skills and abilities
(KSA).
 These KSA’s must distinguish between superior and other performers.
STEPS IN COMPETENCY MAPPING:

The Steps involved in competency mapping with an end result of job evaluation
include the following:
 Step 1: Identify departments for competency profiling.
 Step 2: Identifying hierarchy within the organization and selection of levels.
 Step 3: Obtain the job descriptions.
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 Step 4: Preparation of semi structured interview.
 Step 5: Recording of interview details.
 Step 6: Preparation of a list of Skills.
 Step 7: Indicate proficiency levels.
 Step 8: Validate identified competencies and proficiency levels with immediate superiors
and other heads of the concerned department.
 Step9: Preparation of competency dictionary.
 Step 10: Mapping of competencies
22
CHAPTER-III
RESEARCH
METHODOLOGY
23
Research methodology is a way to systematically solve the research problem. It may
be understood as a science of studying how research is done scientifically.
AREA OF THE STUDY
The area of study in the field of HUMAN RESOURCES with special

reference to Analysis of Competency Mapping in insurance sector.
AIM
To Study and analyze Competency Mapping in the insurance sector.
OBJECTIVES
 To study the existing skill matrix of the employees in the company.

 To study competencies required by the employees to perform the task/role
successfully in the given job.
 To assess the competency required for assigned role of employees.
IMPORTANCE OF THE STUDY
The reading and sample exercise on Competency Mapping helps the scholar to realize
how a competency based culture may benefit the organization;
Improves internal communication
 More professionalism in the organization and better role to individual fitment.
 More focused development of individuals by identifying and building their

competencies.
 Helps uplift competencies of critical groups of managers by providing them

insights into their competencies and developmental opportunities.
 Create a competency based culture in the organization.
 Assessment gets extended to Individuals, Teams and Organization and leads to

continuous development of the organization.
 Focuses attention of people on Job-specific behavior’s and competencies.
24
To make faster, more confident decisions about:
 Bid pipeline management
 Customer & product profitability
 Market pricing
 Other high-impact choices
 Product forecasts
 Response to competitors
HYPOTHESIS
Null Hypothesis:
There is no significant relationship between competency mapping and performance of
the employees.
Alternate Hypothesis
There is a significant relationship between competency mapping and performance of
the employees.
TYPES OF DATA:
The data are classified into two types.
1. Primary data and

2. Secondary data
PRIMARY DATA:
This data are the first hand and fresh data collected using the questionnaire. Since the
secondary information is not enough primary data is collected.
SECONDARY DATA
These are existing data which are collected from the company websites, books
literature are the source of secondary data.
25
TOOLS FOR DATA COLLECTION
The research instrument used in this study is a structured questionnaire. Structured

questionnaire in which there are definite, concrete and predetermined questionnaire
relating to the aspect for which the researcher collect data. The questions are prepared
with exactly the same order to all the employees.
SAMPLE SIZE:
Of the universe, a small sample is taken to represent the entire universe. Here, simple
random method has been adopted to collect the sample data. The data is collected
from 75 respondents of insurance sector.
RESEARCH DESIGN:
The study has been based on descriptive approach to collect the data about the
employee welfare measures in a insurance sector by distributing questionnaires to the
respondent to investigate and define clearly the scope of this enquiry and also to
collect the information about the employee welfare measures in their company.
LIMITATIONS OF THE STUDY
 Time is the important limitation.

 Due to time constraints only limited population is taken for the study.
 The data is applicable only to that particular company.
 The sample size is not proportionate to the universe.
CHAPTERISATION
Chapter 1: It contains introduction of the research study and the profile of the
company.
Chapter 2: It presents the literature review.
Chapter 3: It contains the research methodology of the study.
Chapter 4: It represents data analysis and interpretation.
Chapter 5: It contains findings, suggestion and conclusion.
26
CHAPTER-IV
ANALYSIS AND
INTERPRETATION
27
TABULATION AND INTERPRETATION OF RESULTS
Table 4.01 Gender
Response No. of respondents Percentage (%)
Male 42 56
Female 33 44
TG 0 0
Total 75 100
Figure 4.01 Gender
45
40
35
30
25
20
15
10
0
Male Female TG
Inference: From the survey, it is found that 56% of the respondents are male while
44% of the respondents are female.
28
Table 4.02 Education
Response No. of Respondents Percentage
Diploma/Degree 41 55
PG 29 39
Others 5 6
Total 75 100
Figure 4.02 Education
45
40
35
30
25
20
15
10
5
0
Diploma/Degree PG Others
Inference: From the survey, it is found that 55% of the respondents are
Diploma/Degree holder, 39% of the respondents are Post Graduated and while other
6% have completed the schools.
29
Table 4.03 Years of Experience
In the field of HR 40 53
Other Fields 35 47
Total 75 100
Figure 4.03 Years of Experience
40
39
38
37
36
35
34
33
32
In the field of HR Other Fields
Inference: From the survey, it is found that 53% of the respondents have the
experience in the field of HR and the rest 47% of the respondents have the
respondents in other fields.
30
Table 4.04 Knowledge on the Competency Management
Strongly Agree 16 21
Agree 31 41
Disagree 24 32
Strongly Disagree 4 6
Total 75 100
Figure 4.04 Knowledge on the Competency Management
35
30
25
20
15
10
0
Strongly Agree Agree Disagree Strongly
Disagree
Inference: From the survey, it is found that 21% of the respondents strongly agree
that they have knowledge on the competency management while 41% of them agree
and 32% of the respondents disagree and 6% of the respondent strongly disagree that
they don’t have knowledge on the competency management.
31
Table 4.05 Competency Gap
Agree 35 47
Disagree 21 28
Total 75 100
Figure 4.05 Competency Gap
35
30
25
20
15
10
0
Strongly Agree Agree Disagree Strongly
Disagree
that they have knowledge on the competency Gap while 47% of them agree and 32%
of the respondents disagree and 6% of the respondent strongly disagree that they don’t
have knowledge on the competency gap.
32
Table 4.06 Recognition of competency mapping
Agree 26 34
Disagree 14 19
Total 75 100
Figure 4.06 Recognition of competency mapping
Strongly Agree
Agree
Disagree
Strongly Disagree
that they got the recognition of competency mapping while 34% of them agree and
19% of the respondent disagree and 8% of the respondent strongly disagree that they
doesn’t have the recognition of competency mapping.
33
Table 4.07 Career development
Agree 36 48
Disagree 12 16
Total 75 100
Figure 4.07 Career Development
Strongly Agree
Agree
Disagree
Strongly Disagree
that they have career development with the competent training while 48% of them
agree and 16% of the respondents disagree and 13% of the respondent strongly
disagree that they don’t have career development.
34
Table 4.08 Performance Appraisal
Agree 26 35
Disagree 17 23
Total 75 100
Figure 4.08 Performance Appraisal
Strongly Agree
Agree
Disagree
Strongly Disagree
that they have performance appraisal while 35% of them agree and 23% of the
respondent disagree and 13% of the respondent strongly disagree that they don’t have
performance appraisal.
35
Table 4.09 Rewards, feedback and recognition
Agree 37 49
Disagree 18 24
Total 75 100
Figure 4.09 Rewards, feedback and recognition
Strongly Agree
Agree
Disagree
Strongly Disagree
that they get the rewards, feedback and recognition on the training of competency
training while 49% of them agree and 24% of the respondents disagree and 0 % of the
respondent strongly disagree that they don’t have rewards, feedback and recognition.
36
Table 4.10 Knowledge about their role
Agree 36 48
Disagree 16 21
Total 75 100
Figure 4.10 Knowledge about their role
Strongly Agree
Agree
Disagree
Strongly Disagree
that they have knowledge on their role of JOB while 48% of them agree and 21% of
the respondents disagree and 6% of the respondent strongly disagree that they don’t
have knowledge on their role of JOB.
37
Table 4.11 Competency Mapping provides the Importance of Performance
management system
Agree 46 61
Disagree 9 12
Total 75 100
Figure 4.11 Competency Mapping provides the Importance of Performance

Management System
Strongly Agree
Agree
Disagree
Strongly Disagree
that competency mapping provides the importance of performance management
system while 67% of them agree and 12% of the respondents disagree and 4% of the
respondent strongly disagree that competency mapping provides the importance of
performance management system.
38
Table 4.12 Competency Mapping Increases Self-reliance and the initiatives
Agree 24 32
Disagree 22 29
Total 75 100
Figure 4.12 Competency Mapping increases self-reliance and the initiatives
Strongly Disagree
Disagree
Agree
Strongly Agree
0 5 10 15 20 25 30
that competency mapping increases the self reliance and the initiatives while 32% of
them agree and 29% of the respondent disagree and 11% of the respondent strongly
disagree that the competency mapping increase the self-reliance and the initiatives.
39
Table 4.13 Competency matrices of Training
Agree 26 35
Disagree 29 38
Total 75 100
Figure 4.13 Competency matrices of Training
Strongly Disagree
Disagree
Agree
Strongly Agree
0 5 10 15 20 25 30
that they have competency matrices of training while 35% of them agree and 38% of
the respondents disagree and 8% of the respondents strongly disagree that they don’t
have competency matrices of training.
40
Table 4.14 Time limit
Agree 42 56
Disagree 6 8
Total 75 100
Figure 4.14 Time Limit
Strongly Disagree
Disagree
Agree
Strongly Agree
0 10 20 30 40 50
that they have completed their job on the stipulated time period while 56% of them
agree and 8% of the respondents disagree and 5% of the respondent strongly disagree
that they don’t have completed their job on the stipulated period.
41
Table 4.15 Increases the team performance
Agree 48 64
Disagree 8 11
Total 75 100
Figure 4.15 Increases the team performance
Strongly Disagree
Disagree
Agree
Strongly Agree
0 10 20 30 40 50
that it increases the team performance while 64% of them agree and 11% of the
respondent disagrees and 6% of the respondent strongly disagree that it increases the
team performance.
42
Table 4.16 Self Efficiency
Agree 45 60
Disagree 10 13
Total 75 100
Figure 4.16 Self Efficiency
Strongly Disagree
Disagree
Agree
Strongly Agree
0 10 20 30 40 50
that competency mapping increases the self efficiency while 60% of them agree and
13% of the respondents disagree and 11% of the respondent strongly disagree that the
competency mapping increases the self efficiency.
43
Table 4.17 Regular Skill Development
Agree 43 57
Disagree 4 5
Total 75 100
Figure 4.17 Regular Skill Development
Strongly Agree
Agree
Disagree
Strongly Disagree
that there is regular skill development while 45% of them agree and 5% of the
respondents disagree and 3% of the respondent strongly disagree that there won’t
regular sill development.
44
Table 4.18 Creative Skills
Agree 45 60
Disagree 10 13
Total 75 100
Figure 4.18 Creative Skills
Strongly Agree
Agree
Disagree
Strongly Disagree
that there is creative skill development while 60% of them agree and 13% of the
respondents disagree and 0% of the respondent strongly disagree that there is no
creative skills.
45
Table 4.19 Brings Out the Inner Skills
Agree 36 48
Disagree 15 20
Total 75 100
Figure 4.19 Brings out the Inner skills
40
30
20
10
0
Strongly Agree
Agree
Disagree
Strongly
Disagree
that competency mapping brings out the inner skills while 48% of them agree and
20% of the respondents disagree and 8% of the respondent strongly disagree that
competency mapping brings out the inner skills.
46
Table 4.20 Helpful at the time of Challenging situation
Agree 33 44
Disagree 9 12
Total 75 100
Figure 4.20 Helpful at the time of Challenging situation
40
30
20
10
0
Strongly Agree
Agree
Disagree
Strongly
Disagree
that competency mapping is helpful at the time of challenging situation while 44% of
them agree and 12% of the respondents disagree and 7% of the respondent strongly
disagree that competency mapping helpful at the time of challenging situation.
47
Table 4.21 Increases the Self Motivation
Agree 41 55
Disagree 11 15
Total 75 100
Figure 4.21 Increases the Self-Motivation
60
40
20
0
Strongly Agree
Agree
Disagree
Strongly
Disagree
that competency mapping increases the self motivation while 55% of them agree and
15% of the respondents disagree and 9% of the respondent strongly disagree that
competency mapping increases the self motivation.
48
Table 4.22 Develops the Work Ethics
Agree 31 41
Disagree 10 13
Total 75 100
Figure 4.22 Develops the Work Ethics
40
30
20
10
0
Strongly Agree
Agree
Disagree
Strongly
Disagree
that competency mapping develops the work ethic while 41% of them agree and 13%
of the respondents disagree and 11% of the respondents strongly disagree that
competency mapping develops the work ethic.
49
Table 4.23 Provides the Job Security
Agree 28 37
Disagree 14 19
Total 75 100
Figure 4.23 Provides the Job Security
Strongly Agree
Agree
Disagree
Strongly Disagree
that competency mapping provides the job security while 37% of them agree and 19%
of the respondents disagree and 3% of the respondents strongly disagree that
competency mapping provides the job security.
50
TESTING OF HYPOTHESIS
Chi square test is a statistical tool to test the hypothesis by comparing the observed
and expected frequencies of two quantitative variables.
Observed Frequencies
Performance of the Employees (in ‘00s)

Year Total
Before Competency Mapping After Competency Mapping
I 12 14 26
II 14 19 33
III 8 23 31
Total 34 56 90
𝐑𝐱𝐂
Expected Frequencies (E =
𝐍
)

Year Total
Before Competency Mapping After Competency Mapping
I 9.8 16.2 26
II 12.5 20.5 33
III 11.7 19.3 31
Total 34 56 90
Calculation of Chi-Square test
Chi-Square can be calculated with the help of the following equation:
where, Oi – Observed Frequency

Ei – Expected Frequency
51
Year Before Competency Mapping After Competency Mapping Total
Ob Exp χ2 Ob Exp χ2
I 12 9.8 0.49 14 16.2 0.30 0.79
II 14 12.5 0.18 19 20.5 0.11 0.29
III 8 11.7 1.17 23 19.3 0.71 1.88
Total 34 34 56 56 2.96
The degree of freedom is (c-1)(r-1) = (2-1)(3-1) = 2, where c is the number of

columns and r is the number of rows in the table.
The critical value or the table value at 5% level of significance (conventional) is 5.991
Here, the calculated value (2.96) is less than the table value (5.991) at 5% level of
significance and hence, by the rule of hypothesis testing, we accept the null
hypothesis.
The Null Hypothesis is proven true by the results of chi-square test. There is no
significant relationship between competency mapping and the performance of the
employees in the organization. It is to be noted that the opinion of the respondents
may not reflect the reality at times.
52
CHAPTER-V
CONCLUSIONS &
SUGGESTIONS
53
FINDINGS
 From the survey, it is found that 56% of the respondents are male while 44% of
the respondents are female.

 From the survey, it is found that 55% of the respondents are Diploma/Degree
holder, 39% of the respondents are Post Graduated and while other 6% are
have completed the schools
 From the survey, it is found that 53% of the respondents have the experience in
the field of HR and the rest 47% of the respondents have the respondents in
other fields.
 From the survey, it is found that 21% of the respondents strongly agree that
they have knowledge on the competency management while 41% of them

disagree that they don’t have knowledge on the competency management.
they have knowledge on the competency Gap while 47% of them agree and
32% of the respondents disagree and 6% of the respondent strongly disagree
that they don’t have knowledge on the competency gap.
they got the recognition of competency mapping while 34% of them agree and
19% of the respondent disagree and 8% of the respondent strongly disagree that
they doesn’t have the recognition of competency mapping.
they have career development with the competent training while 48% of them
disagree that they don’t have career development.
they have performance appraisal while 35% of them agree and 23% of the
respondent disagree and 13% of the respondent strongly disagree that they
don’t have performance appraisal.
they get the rewards, feedback and recognition on the training of competency
54
training while 49% of them agree and 24% of the respondents disagree and 0%
of the respondent strongly disagree that they don’t have rewards, feedback and
recognition.
they have knowledge on their role of JOB while 48% of them agree and 21% of
the respondents disagree and 6% of the respondent strongly disagree that they
don’t have knowledge on their role of JOB.
competency mapping provides the importance of performance management

system while 67% of them agree and 12% of the respondents disagree and 4%
of the respondent strongly disagree that competency mapping provides the
importance of performance management system.
competency mapping increases the self reliance and the initiatives while 32%
of them agree and 29% of the respondents disagree and 11% of the respondent
strongly disagree the same.
they have competency matrices of training while 35% of them agree and 38%
of the respondents disagree and 8% of the respondent strongly disagree that
they don’t have competency matrices of training.
they have completed their job on the stipulated time period while 56% of them
disagree that they don’t have completed their job on the stipulated period.
 From the survey, it is found that 19% of the respondents strongly agree that it
increases the team performance while 64% of them agree and 11% of the
respondent disagrees and 6% of the respondent strongly disagree that it
increases the team performance.
competency mapping increases the self efficiency while 60% of them agree and
55
that the competency mapping increases the self efficiency.
there is regular skill development while 45% of them agree and 5% of the
respondents disagree and 3% of the respondent strongly disagree that there
won’t regular sill development.
there is creative skill development while 60% of them agree and 13% of the
respondents disagree and 0% of the respondent strongly disagree that there is
no creative skills.
competency mapping brings out the inner skills while 48% of them agree and
that competency mapping brings out the inner skills.
competency mapping is helpful at the time of challenging situation while 44%

of them agree and 12% and 7% of them agree and strongly disagree
respectively.
competency mapping increases the self motivation while 55% of them agree
and 15% of the respondents disagree and 9% of the respondent strongly
disagree that competency mapping increases the self motivation.
competency mapping develops the work ethic while 41% of them agree and
that competency mapping develops the work ethic.
competency mapping provides the job security while 37% of them agree and
that competency mapping provides the job security.
56
CONCLUSION
The success of any company lies mainly in the hands of the employee. They
are like the back bone to any company / industry. Though the company is very sound,
have good infrastructure, excellent rules and regulations. And if the employees are not
satisfied or not aware of the organizational needs and goals, it will be very difficult to
any industry to be successful. There will be a huge gap between the both. Competency
mapping integrates the organizational needs with the employee needs and creates a
transparency among them. It helps the employee to identify their inherent strengths
and weaknesses and helps them to be expertise in their fields.
The study shows that competency based practices are gaining momentum in the
field and the profession. The contradictions in certain areas of the findings depict the
dynamics of the evolving models of competency mapping. For example, the
acceptance of the competency based appraisal is very low, but the overall contribution
is the highest in the performance appraisal.
57
SUGGESTIONS
The researcher has put forward the ideas that can be applied in order to increase
the contribution of competency mapping among employees. Some of the key
suggestions that have been recommended are as follow.
 The organization can structure a model for competency by which the

employees would understand about competency mapping.
 The organization and the employees have to follow the competency mapping
on a regular base so that it brings development in the system.
 Training on competency should be given to the employees and provide the

employees in their career development.
 The organization should make the employees to understand to know about the
competencies that are required for the job.
 The organization can encourage and motivate to develop the competency of

the employees to perform effectively.
58
APPENDICES
59
QUESTIONNAIRE
DISCLAIMER: Thanks for participating in the research taken for the purpose of “A
STUDY ON COMPETENCY MAPPING IN THE FIELD OF INSURANCE
SECTOR”.
The information provided by you is highly valued for the research and will be
used for purely research purpose only and it will be kept confidential and won’t be
misused.
Personal Information:
Name : _______________
Gender : Male
Female
Transgender
Age Limit : 20 yrs – 25 yrs

26 yrs – 35 yrs
36 yrs and above
Marital Status : Single

Married
Divorced
Widowed
Designation :
Education : Diploma/Degree
Post Graduate
Others
Years of Experience : In HR Department - _____ years

Other Departments - _____ years
60
Monthly Income : <Rs.20,000.00
Rs.20,001.00 – Rs.35,000.00
Rs.35,001.00 – Rs.50,000.00
>Rs.50,000.00
Current Job Level : Non-Managerial

Lower level Management
Middle Level Management
Upper Level Management
Name and Address of the

Organization recruited in : _________________________
_________________________
_________________________
PH: _______________________
SURVEY ON COMPETENCY MAPPING

1. Have you come across the term “Competency Mapping”?
Yes No
2. Is competency mapping practised in your organisation?

Yes No
3. Competency mapping is conducted at the time of Joining.

Yes No
4. Competency mapping brings out the competencies of each and every employee in
your organisation.
Strongly Agree Agree Disagree Strongly Disagree
5. Job placement in your organisation is based on competency mapping.

6. Interview and recruiting is based on the competency mapping.

61
7. Competency based performance is followed in your organisation.
8. Competency mapping provided rewards, feedback and recognition.

9. Competencies relate to individual career development.

10. Competency mapping is different from traditional job analysis.

11. Competency mapping useful on your career development.

12. Competency mapping and competency performance management is important in

your career development.
13. Competency prevails in all the levels of Job in your organisation.

14. Competency based job appraisal leads to effective identification of training needs.
15. Competency mapping is used for succession planning.

16. Are you aware of your competency gap in your work?

17. Have you ever compare the work skills with your colleagues.
18. Do you understand your role in your organization?

19. Competency mapping increases your self-reliance and the initiatives you take.
62
20. Conducting competency based training will sharpen your skills.
21. Competency mapping helps to complete your job within stipulated time period.
22. Your skills complement and support your team performance.

23. Competency mapping improves knowledge and skills.

24. Have you analysed your skills……?

25. Innovation plays an important role in building the competency and bridge the skill
gap.
26. Competency training helps you to know your abilities.

27. Competency helps you and your team’s performance development.

28. Competency training helps you to focus on your goals and objectives in a
challenging environment.
29. You think that behaviour plays an important role in competency mapping.
30. You think competency mapping provides job security in your organisation.
63
BIBLIOGRAPHY
BOOKS REFERRED:
 C.R.KOTHARI, Research Methodology , New age international publishers,

2012
 Dr. Sraban Mukherjeee, Competency Mapping for Superior Results, Tata
McGrawhill,2011
 Ganesh Shermon, competency based HRM: a strategic resource for
competency mapping, Tata McGrawhill,2008
 Kodwani, Amitabh Deo (2009) “Competency Mapping”. Paradiagm (Institute
of Management
 Pravin Durai, Human Resource Management, pearson publication, 2013.
 R.K. Sahu , Competency Mapping, excel books,2009
 R.Palan,Ph.D, Competency Management-A practitioner’s guide, Specialist
management resource,2003.
MAGAZINES REFERRED:
 HR Magazine: New Competencies for HR, 6/1/2007

 Business line, Doc 15, 2008
 Harvard business review may - June 1990
WEBSITES:
 www.whatishumanresource.com/competency-mapping
 www.thecompetencygroup.com/selection/competency
 www.tvrls.com/content.php?id=22
65

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A STUDY ON THE ANALYSIS OF COMPETENCY MAPPING

IN PNB METLIFE INDIA INSURANCE LTD

(A Report submitted in partial fulfillment of the requirements for the award of

Under the guidance of

DIRECTORATE OF DISTANCE EDUCATION

Signature of the Guide

Enrolment No.: 0217390285

Signature of the Student

My special thanks to Prof. Mr.A.Manohar,(Project guide) at Pondicherry

Competency mapping is such a process that helps in identifying and

A descriptive type of research is used to study the Competency mapping on PNB

It is considered to be one of the important aspects in improving the performance of

This study is based on “A STUDY ON COMPETENCY MAPPING IN PNB

Chapter No. Chapter Name Page No.

Table of Contents iii

Uses of Competency Mapping 5

III Research Methodology 23

Area of the Study 24

Objectives of the Study 24

Importance of the Study 24

Tools for Data Collection 26

IV Analysis and Interpretation 27

Tabulation and Interpretation of Results 28

V Findings, Conclusions and Suggestions 53

Certificate from the Company 64

Causally related means: A competency causes or predicts behavior & performance.

Thus, the above definitions shows, Competencies are a combination of

 Competencies refer to skills and knowledge that leads to superior performance.

The criteria most frequently used in competency studies are:

Superior Performance: Statistically defined as one standard deviation above average

Professional / Functional Competencies:

The characteristics required by a job holder to perform a job effectively are

Refer to competencies required in terms of behaviour for a particular role. e.g.,

These competencies distinguish a superior performer from an average

A characteristic is not a competency unless it predicts something meaningful in

“A difference that makes no difference is no difference”. Similarly, a

Uses of Competency Mapping

 Using competency mapping allows companies to „raise the bar‟ of

Competency based recruitment

 Competency based recruitment processes reduce the chances of a costly hiring

Competency based Training.

 Opportunity to identify/ develop specific training programmers

Competency based Performance Appraisal.

 Establishment of clear high performance standards

Competency based Career Planning & Development

 Enhances the understanding of „development‟ and the individual gets the

Competency based Pay

 Competencies can be measured using a Behavioural-Anchored Rating Scales

OUR PURPOSE AND VALUES

Put Customers First

Make Things Easier

ETHICS AND INTEGRITY

The importance of ethics and compliance to the Company is demonstrated by the

DIVERSITY AND INCLUSION

MetLife is an Equal Opportunity Employer in the United States, and is committed to

METLIFE AND THE ENVIRONMENT

As an industry leader and global enterprise, MetLife is committed to continually

As a leading global provider of insurance, annuities and employee benefit programs

The Foundation was established in 1976 to carry on MetLife's longstanding tradition

MetLife Foundation is committed to building a secure future for individuals and

CORPORATE SOCIAL RESPONSIBILITY

Flexible insurance options to protect you and your family