You are on page 1of 122

A

PROJECT REPORT

ON

“COMPETENCY MAPPIMG – (For Team-mates)”

AT

Parle Biscuits Pvt Ltd, Nashik

SUBMITTED

BY

CHANDNI THAKKAR

MPM-II

UNDER THE GUIDANCE OF

PROF. P.B.RAYATE

MVPS’S
INSTITUTE OF MANAGEMENT RESEARCH & TECHNOLOGY,

NASHIK
2010-2011

1
Acknowledgement

First of all I would like to take this opportunity to thank the Pune
University for having project as a part of the MPM Curriculum.

I wish to express my heartfelt gratitude to the all peoples who have


played a crucial role in the research for this project, without their
active cooperation the preparation of this project could not have
been completed within the specified limit.

I am thankful to our respected Director, Dr. S.G.SRIVASTVA,


NDMVP SAMAJ’s, IMRT; Nasik for motivating me to complete
this project with completes focus and attention.

The next person I would like to acknowledge is my project guide


Mr. P.B.RAYATE who supported me throughout this project with
utmost cooperation and patience.

I express my profound sense of gratitude and sincere thanks to the


Management of PARLE BISCUITS PVT. LTD for offering me
this project and summer training in this organization.

Chandni Thakkar

MPM
N.D.M.V.P SAMAJ‘s
I.M.R.T

2
DECLARATION

I, CHANDNI THAKKAR, student of Institute of Management


Research and Technology, Nasik, solemnly declare that the project
titled “COMPETENCY MAPPING – AS HRD TOOLS” in
partial fulfillment of M.P.M program under University Of Pune
was undertaken as part of academic curriculum according to
university norms and with no commercial motives.

Date:
Place:

CHANDNI THAKKAR

MPM-II,

IMRT, NASHIK.

3
“Competency Mapping as HRD Tool”- NDMVP’s
IMRT college, Nasik-2

INDEX

Chapter Chapter Name Page No


No.

1 INTRODUCTION
1.1 Object of the project
1.2 Selection of the topic for study
1.3 Objective of the study
1.4 Research methodology
1.5 Scope of study
1.6 Limitation of study
1.7 Rationale of the study

2 PROFILE OF THE ORGANISATION


2.1 Background and history of the organization
2.2 Organizational flow chart
2.3 Products offered by organization
2.4 Interdepartmental relationship in organization

3 ANALYSIS & INTERPRETATION OF


INFORMATION / DATA
3.1 Topics under study- Definition, Need and Utility
3.2 Data collection
3.3 Presentation of data in table graph, diagram

4 CONCLUSION

5 RECOMMENDATION AND SEGGESSIONS

6 BIBLIOGRAPHY

4
5
INTRODUCTION

1.1 Object of the Project


As a part of MPM curriculum after completion of first year we
have to go under the job training for the period of two months after
which we have to submit our project report to the university. This
project is the first and the crucial step towards the development of
future managers.

The objective of this exercise is to get a first hand experience to


the realities of business world and gain an insight into the working
of the corporate world and develop our management skills.
6
●To implement the theoretical concepts of appraise rating into the
challenging atmosphere of manufacturing industry.

●To explore the possibilities of collecting the feedback of


employees in different ways.

●To ensure satisfaction of both the appraiser and appraise by fine


tuning the process as per the organizational requirement.

The project report is on effect to put in writing the information and


knowledge gained during the project study.

1.2 Selection of the Topic

As the environment is becoming competitive in nature, it is


providing various facilities for growth and development. Due to
this, there are various challenges faced by the employee and the
organization as whole.

For this to cope with the challenges and to be more competitive,


one of the latest concepts in HRM, Competency Mapping must be
adopted.

7
“Competency Mapping” is one of the latest concepts in Human
Resource Management. ‘Dynamic people for Dynamic
Organization’- Organization is fundamentally known by its
dynamic people working for it. Management always requires
efficient, prudent, self-motivated, and vibrant people to transform
organizational goals into actions.

For assessing the knowledge, skills and attitude a systematic


approach is very much from can be designed as a tool to develop
HR competencies. The focus of this form will be on identifying the
traits, abilities and behavior, which are decisive for success in the
assignment.

1.3 Objectives of the Study

● To understand the concept of competency mapping, its utility


and scope.

● To list the competencies against individual roles and


responsibilities in Parle Biscuits Ltd.

● To measure the knowledge, skill and attitude with the help of


ranking method.
8
● To identify the competence gap between the required
performance and actual performance.

● To suggest the best Competency based training and development


programs.

1.4 Research Methodology

Methodoly means a particular set of methods used for collecting


the information pertaining to the objectives of the project.

Research methodology is a way to systematically solve research


problem. It may be understood as a science of studying how
research problem. The study of research methodology gives us the
necessary training in gathering materials, arranging them,

9
participating in field when required and training in technique for
the collection of data appropriate for a particular problem.

The research methodology is the most practical way of obtaining


and analyzing data and it plays an important role in project work.

RESEARCH TYPE

This project is based on a descriptive type of research, which


includes structured interviews, and fact finding inquiries of
different kinds. The major purpose of descriptive research is
description of the state of affairs, as it exits at present.

RESEARCH DESIGN- DESCRIPTIVE RESEARCH


DESIGN:

A research design is a specification of methods and procedure for


acquiring the information. A research design is a master plan or
model for the conduct of formal investigation. Research design is
purely and simply the frame work or place for a study that guides
data. It is a blue print that is followed in completing a study.

DATA COLLECTIONS TECHNIQUES-

Data Collection:

The data and information is collected through following methods:

Primary Data:

10
A primary data is originated by the research worker himself that is
created by research worker systematically. Its not ready made or
readily available data.

Methods for collecting primary data:


●Interview
●Observation
●Survey

●Interview: It is a formal interaction and communication between


two or more people where in or by which the knowledge, skill, and
attitude is testing.
a. Telephone
b. Personal

●Personal interview: The relevant details were collected


through personal discussion with the project guides, Head of the
Department and managerial staff members.

For this project I have used the questionnaire and direct


interview method for my respondents. A questionnaire is a form
containing a set of questions, especially one addressed to a
statistically significance number of subjects as a way of
gathering information for a survey.

Secondary data:

It is ready made or readily available data. It is collected


previously for other purpose but can be used in the immediate
studies as a reference only.

●Employ records: The primary details of the job description,


responsibilities and performance review details are collected
through files available in organization.
11
●Performance and Potential Review form: The performance
appraisal form available in the company.

●Reference Books: The theoretical part of the project is taken


with the help of reference books on organizational behavior,
Human Resource management.

●Internet: the advance details, current trends are collected by


referring various websites.

Sampling:

Sampling refers to the selection of some parts of an aggregate or


totality on the basis of which a judgment or inference about
aggregate or totality is made. There are different types of
samples based on two factors viz; the representation basis and
the element selection technique. On the basis of representation,
the samples are further classified as probability and non-
probability samples. Probability sampling is also known as
Random sampling. Under this sampling design every item of the
population in totality has an equal chance of inclusion in the
sample.

The Methodology

The research methodologies used to collect relevant data& exact


information from operators were:

Sampling Method was used with the tools questionnaires and


personal interview.

12
Collection of Data

To study the changes, it was important to understand the


psychology of team-mates, their expectations from organization
and so on.

To study bottom level to top level management. Thus desired


data was collected mainly through primary sources including:

●Observation
●Interviews
●Informal interactions
●Feedback from co-operators/supervisors
●Company manuals

The questionnaires have been added in annexure.

Sampling Size

30 employees, who include employees from all department.

Hypotheses of the Project

Hypothesis simply means a mere assumption or some supposition


to be proved or disproved.
Hypothesis is a set of statements to be accepted and rejected at the
end of research on the basis of findings of the research.

13
 Effective competency mapping and organization
development are positively interrelated to each other.
Industrialenvironment in PARLE BUISCIUTS PVT. LTD is
suitable for improvement in organization development
through competency mapping.

 Competency based training is effective tools for individual


development in an organization.

 Competency Mapping helps organization to achieve its


objective in efficiently and effective way.

1.5 Scope of Study

Competency Mapping is the process of identifying key


competencies for organization and/or a job and incorporating those
14
competencies through out the various process (that is job
evaluation, training, recruitment) of organization. It is the “traits,
abilities and behavior” demonstrated by the leader, which are
decisive for success in the assignment.

Competency mapping is widely accepted measures for developing


dynamic work forces required for growth and development of both
the individuals and the organization.

The scope includes:


●To understand the interrelated set of skills, behavior, attitude and
knowledge needed by an individual to be effective in most
professional and managerial position.

●To understand the ability to assess your own strengths and


weakness; set and pursue professional and personal goals; balance
work and personal life; and engage a new learning- including new
or changed skills, behavior and attitude.

●To study the demonstration by the employee in the current job,


in comparison with the standard requirements of the job/
responsibility level.

●To understand various managerial competency fields in term of


Entrepreneurial mindset, Leadership Competence, Technical and
Methodological Competence.

●To study the potential evaluation i.e. assessment of employee’s


capability to succeed in next/ higher levels of responsibility within
a time frame, based on the performance rating.

1.6 Limitation of the study

15
●The topic under study is very vast and the assignment time was
comparatively less.

●Link with only one organization.

●Sample size consider for this is limited.

●It has been observed that in their H.R. System, competency


mapping exercise has not been done so far.

1.7 Rationale of the Study

16
Rationale of study refers to the worth and utility of the study from
the future point of view. Following are the worth and utility of the
study from the future point of view:
 The study of the project has helped me in gaining practical
knowledge and insight into one of the significant Human
Resource concept called “Competency”.
 The project work will help me in my future job prospective,
as it will guide me to develop a competency-mapping tool
such as questionnaire, assessment center.
 Based on the competency mapping study we can identify the
gap between the objective/ goal and the actual performance
demonstrated by the employee, the various causes of these
gaps and the suitable training required to fill those gaps and
improve his competency.
 The recommendations and suggestions by this project work
will guide to know the various competency fields, the criteria
to map them and the appraisal of the ranking to the respective
employee.
 The project work will help to improve efficiency and
effectiveness of an organization and also will help to create
it’s goodwill in the market.
 It will help to minimize wastage and achievement in quality
objectives.
 It will help to minimize Production cost.

17
PROFILE
OF
THE ORGANIZATION

18
2.1 Background and History of the Organization

19
Company Profile:

Head Office Plant

Parle Products Pvt Ltd Parle Biscuits Pvt Ltd


V.S. Khandekar Marg, Gate No.464, Village- Gonde
Ville- Parle East, Mumbai Dhumal
400057, Maharashrta Tal- Igatpuri
Ph :(022) 66916911 to 15 Dist- Nashik
Fax :(022) 56916926 to 27 Ph: (0253) 304600
Website: www.parleproducts.biz Website: www.parleproducts.biz

Year Set Up Product


2007 Plant erection and commissioning Stix
(Stix line)
2007 Plant erection and Chips
commissioning( Chips)
2008 Stix Commercial production Stix
2008 Chips commercial production Chips
2010 C- Box manufacturing C-Box

20
ABOUT PARLE

A Parle Products has been India's largest manufacturer of biscuits


and confectionery, for almost 80 years. Makers of the world's
largest selling biscuit, Parle-G, and a host of other very popular
brands, the Parle name symbolizes quality, nutrition and great
taste. With a reach spanning even the remotest villages of India,
the company has definitely come a very long way since its
inception.

Many of the Parle products - biscuits or confectioneries, are market


leaders in their category and have won acclaim at the Monde
Selection, since 1971. With a 40% share of the total biscuit market
and a 15% share of the total confectionary market in India, Parle
has grown to become a multi-million dollar company. While to
consumers it's a beacon of faith and trust, competitors look upon
Parle as an example of marketing brilliance.

HISTORY

In 1929 a small company by the name of Parle products emerged


in British dominated India. The intent was to spread joy and cheer
to children and adults alike, all over the country with its sweets and
candies. The company knew that it wouldn’t be an easy task, but
they decided to take the brave step. A small factory was set up in
the suburbs of Mumbai, to manufacture sweets and toffees. A
decade later it was upgraded to manufacture biscuits as well. Since
then, the Parle name has grown in all directions, won international
fame and has been sweetening people's lives all over India and
abroad.

Apart from the factories in Mumbai and Bangalore Parle also have
factories in Bahadurgarh in Haryana and Neemrana in Rajasthan,
21
which are the largest biscuit and confectionery plants in the
country. Additionally, Parle Products also has 7 manufacturing
units and 51 manufacturing units on contract.

Vision and Mission

Vision:

 With the unfolding of IT age the emergence of borderless


world there is a quest in Parle to become the most admired
among the stakeholders alike customers, employees,
wholesalers, suppliers and society.
 Following ethical and fair business practices
 Maintaining respect of all human beings.

Mission:

 Achieve growth at higher rate


 Aim at zero defect products
 Expand distribution network in neighboring
 Countries

Impart training, motivation and respect to all employees

22
2.2 Organization Chart

23
2.3 Products and Services

List of Parle products


Biscuits
Parle - G Hide and Seek
Krackjack Hide & Seek Milano
Magix Digestive Marie
Monaco Parle Marie
Kreams Milk Shakti
Parle 20-20 Cookies Golden Arcs
Sweets

Melody Kismi Gold


Mango Bite Orange Candy
Kaccha Mango Bite Xhale
Poppins 2 in 1 Eclair
Kismi Toffee Golgappa
Kisme Toffee Bar Melody Softee

Mazelo Parle Lites


Snacks
Musst Bites Jeffs
Cheeslings Mussts stix & Musst Chips
Sixer Sixer Zeera

24
2.4 Interdepartmental Relationship
There are many departments in Parle Biscuits Pvt Ltd., Nashik and
all these are departments work in coordination with each other,
working together to achieve the end objective of the organization.

In Parle Biscuits Pvt Ltd., Purchase department’s function is to


arrange the supply of materials by the organization froe right
source, at right price, in right quantity, with desired quality and at
right time. Then the purchased materials stored at store department
in systematic way using codification and classification techniques.
Then the materials requisitions are arranged in store department
which in turns send to production department on regular basis.

The Quality control department measures and controls the quality


of the product. Account and costing department arranges for funds
and make the payment to the suppliers of the materials, wages,
salaries and other expenses. The costing department arrives at the
unit cost of the production and takes step in reducing the cost in all
areas of the production. Human Resource department also plays an
important role in maintaining the good employee relation. There
are many sub-department which plays important role in achieving
organization’s objectives.

25
ANALYSIS & INTEPRETATION
OF INFORMATION/ DATA

3.1 Introduction to Competency:


26
What is Competency?
Any underlying characteristic required performing a given task,
activity, or role successfully can be considered as competency.
Competency may take the following forms: Knowledge, Attitude,
Skills, and Other characteristics of an individual including:
Motives, Values, Self concept etc.

Competencies may be grouped in to various areas. In classic article


published a few decades ago in Harvard Business Review Daniel

27
Katz grouped those under three areas which were later expanded in
to the following four: Technical. Managerial, Human and
Conceptual. This is a convenience classification and a given
competency may fall into one or more areas and may include more
than one from. It is this combination that are labeled and promoted
by some firms as competency dictionaries. A competency
dictionary of a firm gives detailed descriptions of the competency
language used by that firm. It contains detailed explanations of the
combinations of competencies (technical, managerial, human and
conceptual knowledge, attitudes and skills) using their own
language. For example Team work or Team Management
competency can be defined in terms of organization specific and
level specific behaviors for a given origination. At top levels it
might mean in the case of one organization ability identify utilize
and synergize the contributions of a project team and at another
level it might mean ability to inspire and carry along the top
management team including diversity management. In competency
mapping all details of the behaviors (observable, specific,
measurable etc.) to be shown by the person occupying that role are
specified.

What is competence and competency?


There is difference between the words ‘competence’ and
‘competency.’

‘Competence’ means a skill and the standard of performance


reached while ‘competency’ refers to the behavior by which it is
achieved. In other words, one describes what people can do while
the other focuses on how they do it. Competences refer to the
range of skills, which are satisfactorily performed, while
competencies refer to the behavior adopted in competent
performance

28
Who Identifies competencies?
Competencies can be identified by one of more of the following
category of people: Experts, HR Specialists, Job analysts,
Psychologists, Industrial Engineers etc. in consultation with: Line
Managers, Current & Past Role holders, Supervising Seniors,
Reporting and Reviewing Officers, Internal Customers,
Subordinates of the role holders and Other role set members of the
role (those who have expectations from the role holder and who
interact with him/her).

Parry in 1996 has defined competency as “cluster of related


knowledge, skills and attitudes that affects a major part of one’s
job (a role or responsibility), that correlates with performance on
the job, that can be measured against well-accepted standards and
that can be improved via training and development.”

DEFINITION first popularized by Boyatzis (1982) with


Research result on clusters of competencies: “A capacity that
exists in a person that leads to behavior that meets the job demands
within parameters of organizational environment, and that, in turn
brings about desired results”

Hayes (1979) defines Competencies as generic knowledge,


motive, trait, social role or a skill of a person linked to superior
performance on the job.

29
Albanese (1989): Competencies are personal
characteristics that contribute to effective managerial
performance.

INTERNAL ACTION OUTCOME

PERppp
PERSONAL
hhhffggd JOB
CHARACTERISTI BEHAVIOR
C ●Skill
● Motive PERFORMANC
● Trait E
● Self-concept

Model Defining Competency

30
What is Competency Mapping?

Competencies is the collection of success factors necessary for


achieving important results in a specific job or work role in a
particular organization. Success factors are combinations of
knowledge, skills, and attributes that are described in terms of
specific behaviors, and are demonstrated by superior performers in
those jobs or work roles. Attributes include: personal
characteristics, traits, motives, values or ways of thinking that
impact an individual’s behavior.
Competencies in organizations tend to fall into two broad
categories:
- Personal Functioning Competencies. These competencies
include broad success factors not tied 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.
• 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

31
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.
Although the definition above for “competency mapping” refers to
individual employees, organizations also “map” competencies, but
from a different perspective. 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)

32
Goal Setting Continuous
Achievemen Personal - Improvemen
t Responsibility t
Motivation (Use of feedback) (Quality,
Productivity

●“Doing better”
Competence
With standard
Of excellence
● Unique Acco-
Mplishment Calculated risk Innovation
Taking

Competency Casual flow diagram

33
BENEFITS OF USING COMPETENCY APPROACH

There are some useful benefits of using competency approach for


the company, managers, and employees as well.

FOR THE COMPANY

• Reinforce corporate strategy, culture, and vision.


• Establish expectations for performance excellence, resulting
in a systematic approach to professional development,
improved job satisfaction, and better employee retention.
• Increase the effectiveness of training and professional
development programs by linking them to the success criteria
(i.e., behavioral standards of excellence).
• Provide a common framework and language for discussing
how to implement and communicate key strategies.
• Provide a common understanding of the scope and
requirements of a specific role.
• Provide common, organization-wide standards for career
levels that enable employees to move across business
boundaries.

FOR MANAGERS:

• Identify performance criteria to improve the accuracy and


ease of the hiring and selection process.
• Provide more objective performance standards.
• Clarify standards of excellence for easier communication of
performance expectations to direct reports.
• Provide a clear foundation for dialogue to occur between the
manager and employee about performance, development, and
career-related issues.

34
FOR EMPLOYEES:

• Identify the success criteria (i.e., behavioral standards of


performance excellence) required to be successful in their
role.
• Support a more specific and objective assessment of their
strengths and specify targeted areas for professional
development.
• Provide development tools and methods for enhancing their
skills.
• Provide the basis for a more objective dialogue with their
manager or team about performance, development, and
career related issues.

Five types of competency characteristics

35
36
Motives- The thing a person consistently thinks about or wants
that cause action. Motives “Derive and Select.” Behavior towards
certain actions or goals and away from others.
Eg: Achievement-motivated people consistently set challenging
goals for themselves, take personal responsibility for
accomplishing them and use feedback to do better.

Trait-Physical character and consistent response to situation or


information.
Eg: Reaction time and good eyesight and physical trait
competencies of combating pilots.
Emotional self-control and initiative are more complex.
“Consistent responses to situations.” Some people don’t “blow up”
at other and do act “above and beyond the call of duty” to solve
under stress. These traits competencies are characteristics of
successful manager.
Motives and competencies are intrinsic operant or self-starting
“master traits” that predicts what people will do on their jobs long
term without close supervision.

Self-concept- A person’s attitude, values or self image.


Eg: Self confidence (a person’s belief that he or she can be
effective in almost any situation)
People’s values are respondent or reactive motives that predict
what he or she will do in the short term and in situation where
others are in charge. For e.g. some one who values being a leader
is more likely to exhibit leadership behavior if he or she is told a
task or job will be “a test of leadership ability” people who value
being, “in management” but do not intrinsically like or
spontaneously think about influencing others at the motive level
often attain management position but then fail.

Knowledge-Information a person has in specific content area.


Eg: A surgeon’s knowledge of nerves and muscles in the human
body.
37
Knowledge is a complex competency. Scores of knowledge tests
often fail to predict work performance because they fail to measure
knowledge and skills in the ways they are actually used on the job.
First many knowledge test measure rote memory. When what is
really important is the ability to find the information. Memory of
specific facts is less important then knowing which fact exists that
are relevant to a specific problem and where to find them when
needed. Second knowledge test are “respondent.” They measure
test takers ability to choose which of the several option the right
response is, but not whether a person can act on the bases of
knowledge. For e.g.- the ability to choose which of the five item is
an effective agreement is very different from the ability to stand up
in a conflict situation and argue persuasively. Finally knowledge at
best predicts what someone can do, not what he or she will do.

Skill-The ability to perform a certain physical or mental task.


Eg: A dentist’s physical skill to fill a tooth without damaging the
nerves, a computer programmer’s ability to organize 50000 lines of
code in logical sequential order.
Mental or cognitive skill competencies include analytical thinking
(processing, knowledge& data, determining cause and effect,
organizing data and plans) and conceptual thinking (recognizing
pattern in complex data)
Surface knowledge and skills competencies are relatively easy to
develop, training is the cost effective way to secure the employee
abilities. Core motive and trait competencies are most difficult to
assess and develop; it is most cost effective to select these
characteristics.

Scope of Competency Mapping


Creating job competency profiles provides the organization and its
employees with numerous benefits. In order to achieve optimal
organizational results, an organization must strive to develop an

38
integrated human resource management system. To do so,
competency approach serve as a foundation for human resource
management functions including recruitment, selection, and
performance management, training, and securing highly productive
workforce overtime.

Classification
Job descriptions are a basic tool in communicating to
organizational members the specific duties, responsibilities, and
competencies that are required for successful performance on the
job both at job-entry and at full-performance level. By being a
complete description including competencies, the job description is
a more useful tool for communicating job duties to candidates,
serving as a tangible guidepost for employees by providing greater
role clarity and a well defined level of performance expectation
based on competency proficiency levels made visible on the job
description.

Recruitment
Using competencies in recruitment can be as simple as including a
list and a brief description of the required competencies in the job
posting, providing important information to the candidates both in
terms of what the organization expects of its employees and for
candidates to self-select for jobs that match their set of
competencies based on self-assessment.

Selection&Testing
It is important to ensure that those selected for a job meet not just
the minimum technical requirements, but also have the essential
"soft skills" (e.g. relationship building, teamwork, communication,
etc...) that are vital to sustain successful performance on the job
overtime. Creating a competency-based interview question bank
39
and developing competency-based validated selection measures
will enable an organization to better predict the success of job
candidates on the job.

Training&Development
A conceptualization of a competency is that it is observable,
measurable, and can be learned to achieve desired performance
levels. Hence, an assessment and evaluation of competency
proficiency levels either during a selection interview or as part of
performance management process can be used to identify
appropriate developmental training opportunities necessary to
achieve desired competency proficiency levels.

Career&WorkforcePlanning
Job Competency Profiles are also critical in the workforce
planning initiatives for those organizations that anticipate future
vacancies and can subsequently strategically identify and train
individuals that can successfully fill the vacancies without a
noticeable disturbance in the organization's functioning. Also, on

40
the individual level, such profiles can be used to develop career
paths by making known the competency requirements and
expectations for different positions in the organizational hierarchy.

Following chart projecting the following aspects of


competency mapping is given below:

What affects competency


Mapping?
Management Philosophy

Customer Requirement
41 Business needs

Business process
What are the Applications
of competency mapping?
Recruitment
Why competency Placement
Mapping?
Right sizing Competenc Development
y Mapping
Quality manpower Performance

Management
Higher performance
Career planning
Organizational core
competence Reward

Job Redesign

What
Competency are the tools of competency mapping?
Identification
By superior Competency Assessment
Superior Assessment
By HR specialist
Psychometric Tests
Job expert
Interviews
Psychologist
Management Games
Industrial Engineers
Role Play
Questionnaire
Case Study
Interviews
LGD
Task force

A study of workplace gives the picture of level of performance and


tremendous opportunity for improvement. The key for competitive
advantage is better competence and competency management. In a
competence management workshops the participants offered the

42
following arguments in favor of effective competence
management.

» Only competent people can deliver


» Performance improvement-individual and organization
»Objective assessment of competence
»Effective training and development of employees
»Can establish objective reward and recognition system
»Develops new/ sharpens existing competence
»Prevents job obsolescence in Info age
»Competence as competitive advantage
»Competence subject creation and recreation

These needs keep changing from organization to organization,


market and strategies. Most of the concern is true for a vast
majority of organizations. To perform and achieve acceptable
results, improvements and required. High task performers invent
competencies and reinvent them in no time (to suit the customer’s
expectation) and use it as weapon.

The scarce resource is time. The compulsion is to reach the market


with products and services with speed that exceeds the
competition. The compulsion is to remain in a state of waking
consciousness and stretch oneself. It is to stretch beyond the
boundaries of structure and our own styles. There is no better tool
than a well conceived and effectively managed competence
system.

3.2 Data Collection

Competency Mapping at Parle

43
Major tasks of the company

The major task of the company is to identify the competent


employees and finding the competence gap to achieve the
organizational goals.

Job description:

Possible competencies can be readily determined from well written


job description. Job description is a written statement of what a
jobholder does, how it does, and why it is done.

Components of job description:

● Job title: it defines and designates the job properly. The


department, division, etc. indicates the name of the department.
From the job title we can easily identified the basic competencies
needed for the job. For e.g. the designation computer operator we
can identify that here a basic computer knowledge is the
competency which a person must required.

● Responsibilities: it gives a comprehensive listing of the duties


together with some indication of the frequency of occurrence or
percentage of time devoted to each major duty. It is regarded as the
heart of the job.

● Authorities: it includes which are the authorities within the


employee and how and why he has to use for the betterment and
development of the organization.

● Abilities: abilities refer to an individual’s capacity to perform


various tasks in the job. It may be physical or intellectual. Both
abilities are required for adequate job performance depends on the
ability requirement of the job.
44
● Job knowledge and skills: knowledge and skills are the basic
necessity of any job.

All the jobs are defined in the form of Job Description which
includes Job Responsibility and authorities required to perform that
particular job. We analyzed the following basic information the
Job Description:

▪ What level of knowledge do employees need to know and how is


that skill acquired?
▪ How should the employees process that knowledge and skill?
▪ What is the scope of the responsibilities as far as decisions are
concerned?
▪ What is the flow of interpersonal communication?
▪ What is the impact on results when employees make an error?
▪ What are the control mechanism to prevent error?
▪ What is environmental level of stress and exposure on job?
▪ How does the employees direct supervision?

Following Process of competency mapping was practiced me:

› Listing down the departments.


› Listing down the positions of sectional heads.
› Understanding functions of departments.
› Understanding process of departments.
› Understanding job responsibilities and authorities of employees.

45
› Understanding the competencies skills required to individual
employees.
› Identifying the gap between the competence required and actual
competence of the employee.
› Training plan and training calendar prepared.
› Evaluating training effectiveness to determine to achieve the
required competence.

Methods of competency identification used in


identifying competence skills:

Job description:

46
The merits and demerits of job description are given below:

Advantage of job description:

● Produces very complete job description useful for job design,


compensation analysis, and by inference, some competency
analysis. For e.g. specification of the technical tasks required in a
job can be used to deduce cognitive skills needed for the job.
● Provides data to meet uniform guidelines on employee selection
procedure regulation which some interpret to require survey
information on the frequency and importance job tasks.

Questionnaire:

It is valuable instrument for gathering data about competencies.


Which are vital or relevant to successful performance of a job or a
group of jobs?

It is written form of interview. The questions can be framed in


advance and protested later on the questions can be printed and
information can be obtained on a group of persons at the same
time.

Advantages of Questionnaire:

●If there is no of jobs with the same title across the organization, a
questionnaire can be used to gather a large amount of data in a
standard format from many people both quickly and inexpensive.
●The answer to the question is written down.
●Thus it is less time consuming than the interview.
47
Observation: Employees are observed as they perform a job and
information is collected. By observing the employees during the
job the observer can come to know about the competencies of
employees. By observing, how employees do their work, how he
interact or communicates with others, how much he takes interest
in his work, and do it properly or not? Is he doing his work on the
Job Description
time given by his supervision or not, etc.
Approved By- Unit Head Department-Production

Position- Production Executive Reports to- Unit Head

Responsibility:

- Overseeing the production process, drawing up a production schedule.

- Ensuring that planned efficiency and performance are met.

- Ensuring that the production is cost effective.

- Develop and track improvement.

- Coordinate, set up and implement standard operating procedure for all production
operations.

- Making sure that the products are produced on time and are of good quality.

- Manage the adherence to prescribed procedures to ensure first pass quality meets or
exceeds planned goals.

JOBoutDESCRIPTION
- Working the human and material resources needed.
Department: Production
- Ensure prescribed lineProduction
Designation: parameters are completed timely.
Executive/Head
- Ensure complete compliance to prescribed PQS, HACCP and 5S processes.
Job Description
- Drafting a timescale for the job.
Approved By- Unit Head Department-Production
- Estimating costs and setting the quality standards.
48
- Track competencies of subordinates and provide leadership and development as
required to achieve the objectives.
Position- Production Executive Report to- Unit Head

Responsibility:

- Overseeing the production process, drawing up a production schedule.

- Ensuring that planned efficiency and performance are met.

- Ensuring that the production is cost effective.

- Develop and track improvement.

- Coordinate, set up and implement standard operating procedure for all


production operations.

- Making sure that the products are produced on time and are of good
quality.

- Manage the adherence to prescribed procedures to ensure first pass quality


meets or exceeds planned goals.

- Working out the human and material resources needed.

- Ensure prescribed line parameters are completed timely.

- Ensure complete compliance to prescribed PQS, HACCP and 5S processes.

-Drafting a timescale for the job.

- Estimating costs and setting the quality standards

Production:

Name:
Role:

49
Sr Behavioral Indicators Ranking
No
Job Description
1 2 3
1 By:
Approved Machine Operation
Unit Head Department: Production
2 General Maintenance
Position:
3 Production Officer
Safety knowledge Reports to: Production Head
4 Component Knowledge
Responsibility:
5 Instruments Knowledge
6 Communication skills
- Supervises employees at different stages of product to ensure safety, quality and
7
productivity. Commercial Judgment
8 Material Handling
- Planning – including developing /maintaining a viable plan incorporating hiring, training,
capacity-modeling, efficiency/yield assumptions etc.

- Implements existing production recipes and makes adjustments as necessary to produce


products within specifications.

- Liaising with ware-housing, quality assurance, packaging areas to ensure prompt shipment
of product.

- Fills in process sheets containing instructions for all employees.

- Maintaining / Housekeeping at a high level within the department through the


involvement of all team members.

- Monitors quality of incoming raw materials and finished products by reviewing lab data.

- Cross-functional management of QA, materials and HR support for the team.

- Interacting and liaising with the other manufacturing teams and Logistics to prioritize
backorders.
Department: Production
Designation:
- Develops Production
and recommends Officerof facilities, equipment, or procedures to
improvements
improve safety, quality, and efficiency.

- Managing
Job process and material flows, space management, and working with the
Engineering group to maximize utilization of space designated for specific operations area.

- Oversees and or conducts training of new or existing employees.

50
JOB DESCRIPTION
Department: Production
Approved By: UnitAss.
Designation: HeadProduction Officer
Department: Production

Position: Ass. Production Officer Reports To: Production Head

Responsibility:

- Schedules and coordinates flow of work within or between departments of


manufacturing plant to expedite production.

- Coordinate schedules and other activities.

- Coordinate the scheduling of meetings, and the assigning of responsibility for


specific tasks.

- Reviews master production schedule and work orders

- Assist in day-to-day department operations.

- Reschedules identical processes to eliminate duplicate machine setups.

- Distributes work orders to departments, denoting number, type, and proposed


completion date of units to be produced.

- Maintain digital and paper file systems.

- Confers with department supervisors to determine progress of work and to provide


information on changes in processing methods received from methods or engineering
departments.

- Maintaining attendance records of team-mates.

- Produce detailed reports, meeting notes, and notifications.

- Examine documents for completeness and latest version.

- Maintains
51 inventory of materials and parts needed to complete production.

- Coordinate with production head and production officers.


JOB DESCRIPTION

Approved By: Unit Head Department: Quality Assurance

Position: Quality Head


Department: Quality AssuranceReports To: Unit Head
Designation: Quality Head/ Executive
Responsibilities:
-Inspection of raw materials (potatoes & masala, oil) and finished product inspection
i.e. (chips& sticks)
-Ensuring that manufactured goods is as per standards to maintain the product quality
-Guiding production personnel about quality standard
- Preparing of quality manual which comprises of inspection of raw materials,
inspection of component brought from vendor inspection in process, inspection of
end product.
-Providing training to supervisors in order to maintain quality and avoid wastage.
-Suggesting improving the quality at all stages.
- Maintaining records of inspection tools & equipments.

52
Quality Assurance Department

Name:
Role:
53
Sr Behavioral Indicators Ranking
No
1 2 3
1 Job Knowledge
2 Teamwork
3 Communication skills
4 Analytical Skills
5 Interpersonal Relationship
6 Presentation skills
7 Computer skills
8 Inspection Skills
9 Decision Making
10 Work Determination

JOB DESCRIPTION

Approved By: Unit Head Department: Quality Assurance


Department: Quality Assurance
Position: QualityQuality
Designation: coordinator
coordinatorReport To: Quality head
Responsibility:
- In house testing of the production.
- Preparing daily report of inspection.
- Inspection handling and preparing inspection reports.
- Inspection of samples of incoming raw material.
- Maintaining records of lab equipments.
54- Assisting QA Head.
Department: Commercial
Designation: Logistic Officer

JOB DESCRIPTION

Approved By: Unit Head Department: Logistic


55
Position: Logistic Officer Reports to: Commercial Head

Responsibilities:
- Manpower Handling & Accounting day to day expenses.
- Negotiation- vender identification and development.
- Scheduling critical and high value items.
- Maintaining optimum inventory.
- Maintaining database of prices.
- Import sourcing- selection, negotiation and finalizing freight.
- Follow up and coordination with suppliers.
- Handling import procedure.
- Verification of important documents.
- Assisting commercial head in custom duty.
Calculation
- Transportation- Reducing cost of transportation.
- Sourcing, selecting &finalizing the service
Provider.
- Follow up with accounts department
- Supervise work of subordinators.

Logistics
Name:
Role:

Sr Behavioral Indicators Ranking


no
1 2 3

56
1 Interpersonal Relationship Skills
2 Presentation & Communication
Skills
3 Order booking & Invoicing
4 Sales Return
5 Packing & Storage
6 Manner of Dispatch
7 Imports& Export
8 Work Determination
9 Commercial Judgment
10 Decision Making
11 Computer Literacy

JOB DESCRIPTION

Approved By: Unit Head Department: Commercial

Position: Purchase Officer Reports To: Commercial Head

Responsibilities:
- forecasting procurement needs
- Monitor trends of suppliers and contractors
- Building relationship with key suppliers and contractors
- Order materials and services as negotiated and approved
- Review quotations
- Approve and issue purchase order
- Maintaining purchase record
- Discuss the issue of defected goods and services with vendor and
unit headCommercial
Department:
- Help in lowering
Designation: Purchasecost and secure agreement
Officer
- Assure timely and accurate payment of invoices necessary for
business with suppliers

57
Purchase
Name:
Role:

58
Sr. Behavioral Indicators Ranking
no
1 2 3
1 Job Knowledge
2 Maintaining procurement file
3 Vendor relation
4 Material handling
5 Communication Skills
6 Commercial Skills
7 Work Determination
8 Decision Making

Department: Commercial
Designation: BSR Officer

59
JOB DESCRIPTION

Approved By: Unit Head Department: Commercial

Position: BSR Officer Reports To: Commercial Head

Responsibilities:
- PTN fill with zero mistake
- Daily stock detail
- Prepare STN/ Invoice
- Registering daily updates
- Arranging vehicles for dispatching
- Daily communication with head office
- Daily report to CSG/PCS/Products
- Noting Complains from Depot

BSR
Name:
Role:

Sr Behavioral Indicators Ranking


60
no
1 2 3
1 Daily stock details
2 Preparing Invoice
3 Arranging Vehicles for dispatching
4 Daily reports to CSG/PCS
5 Complaints from depot
6 Communication & presentation
skills
7 Computer literacy
8 Decision making
9 Work determination

JOB DESCRIPTION

Approved By: Unit Head Department: Stores

Position: Stores Officer Reports To: Commercial Head

Responsibilities:
- Unloading raw materials
- Maintaining the number of Potatoes stock
- Issuing raw materials to production
- Preparing GRN / NCI
- Maintaining manual of receiving materials
- Next day planning of raw materials
- Maintaining clean area for raw materials
- Maintain/ develop eng stores
- Follow up
Department: with production department
Stores
- PhysicalStores
Designation: verification of raw materials
Officer
- Providing fuel consumption record to collector office & tahsildar
- Maintain man power

61
Stores
Name:
Role:

62
Sr Behavioral Indicators Ranking
no
1 2 3
1 Job Knowledge
2 Record Keeping
3 House Keeping
4 Knowledge of excise tax
5 Computer Knowledge
6 Communication skills
7 Decision Making
8 Commercial Judgment
9 Work determination

JOB DESCRIPTION

Approved By: Unit head Department: IT

Position: IT Officer Reports To: Unit Head

Responsibilities:
- Hardware maintenance.
- Maintaining confidentiality with regards to information being processed.
- Installation, setup & maintaining antivirus.
- Record and maintain hardware and software inventories& securities.
- Ensuring security back up H/w & S/w.
- Assist person of other department.
Department:
- Help establishITand built relationship with venders to ensure cost
effectiveness. IT Officer
Designation:
- Installation & maintain of LAN & WAN.
- Local database for web bridge maintenance &backup record.
- Installation of DMS and Maintenance.

63
IT (Systems)
Name:
Role:

Sr Behavioral Indicators Ranking


64
no
1 2 3
1 Hardware & Software Knowledge
2 Installation and maintenance
knowledge
3 Implementation of IT solution
4 Interpersonal Relationship
5 Presentation Skills
6 Communication Skills
7 Commercial Knowledge
8 Decision Making
9 Work determination

JOB DESCRIPTION

Approved By: Unit Head Department: HR

Position: HR Executive Reports To: HR Head

Responsibilities:
- Recruitment
- Coordinate and negotiates with employees
- Advertisement for recruitment and interview schedules
- Conduct interview up to Senior Executive level
- Arrange interview for management level
- Evaluate the effectiveness of training programme by containing
feedback from employees
- Updating organization chart
- Attend employees
Department: HR grievances and complains
- OrganizeHR
Designation: company events
executive
- Planning and preparing annual head count
- Updating organization chart
- Manpower planning and expansion
- Manage and appraise subordinate performance and carrier
advancement

65
JOB DESCRIPTION

Approved By: Unit Head Department: HR

Position: School coordinator Reports To: HR Head

Responsibilities:
- Conducting HR activities like CSR activities, school trips,
naturopathy, family visits, tree plantation, conducting sports
etc.
- Maintaining records of appraisals, KRA, absenteeism, salary
- Drafting letters
- Maintaining auditorium, and conference room
- Helping in HR auditing
- Weekly progress report
- Hotel room booking
- KRA submissions
- Maintaining records of telephone bills, hotel bills, purchase
bills etc
- Maintaining library

Position: Time Officer Reports To: HR Head


Designation: School coordinator
Responsibilities:
- Maintaining daily attendance and leave record
- Cross verification of data entries
- Maintaining miss punching data record
- Calculating monthly salary and maintaining salary record
- Maintaining record books of new and old employees
- Maintaining labour contract records
66 - Maintaining record of terminated and employees who have left the job
JOB DESCRIPTION

Approved by: Unit Head Department: HR

Position: HR Head Reports To: Unit Head

Responsibilities:
- Administer compensation benefits and performance management
system and safety programs
- Recreation programs and activities
- Identify staff vacancies
- Allocating Human Recourse
- Providing current and Prospective employees with information and
policies, job duties, working condition, wages , promotion and
employee benefits
- Plan and conduct new employees orientation
- Analyze training needs and employment development programs
- MaintainingHR
Department: records and statistical reports of performance appraisal
& absenteeism
Designation: HRrates
Head
- Investigate and report on industrial accident for insurance
- Handle legal procedures, agreements and interpretation of labour
contracts
- Contract with vendor to provide employee services such as food
67
service, transportation, or relocation services
HR
Name:
Role:

68
Sr. Behavioral Indicators Ranking
No
1 2 3
1 Salary and Wages
2 Labour Law
3 DESCRIPTION
JOB Govt liaison
4 Statuary Complains
5 Record
Approved By: keeping
Unit Head Department: commercial
6 Implementing HR Policies
7 Interpersonal
Position: Commercial Relationship
Head Reports To: Unit Head
8 Communication & presentation
skills
Responsibilities:
9 - Monitoring
Decision & Making
interpreting cash flow.
10- Monthly
Computercosting.
Knowledge
- Deposit of monthly
11 Work determination return.
- Payment of statutory dues.
- Reconciliation of debit balance.
- Timely payment to suppliers.
- Monitoring stock position as per planning.
- Daily dispatch records of finish goods as per planning.
- Control over debit balance of suppliers.
- Developing second line by giving motivational hand and knowledge.
- Liasoning with government, depths like sales tax, income tax, central excise
and service tax.
- Bank, insurance and other deposit.
- Monitoring of funds with banks.
- Developing good contacts or external good relationship with auditors,
solicitors, bankers and statutory organization.
Department: Accounts
Designation: Commercial Officer

69
Accounts
Name:
Role:
70
Sr Behavioral Indicators Ranking
No
1 2 3
1 Accounts concept
2 Statuary requirements
3 Finalization of Accounts
4 Taxation Laws
5 Co-operate and other laws
JOB
6 DESCRIPTION
Ledger scrutiny& reconciliation
7 Cash Handling
Approved
8 By: Unit
Costing Head
& Budgeting Department: Accounts
9 Inter branch reconciliation
Position: Accounts Executive
10 Communication Reports To: commercial Head
& Presentation
skills
Responsibilities:
11 Computer literacy
- Audit & General Work- Schedule of expenses and capital
12 Decision making
Expenses
13 Work determination
-Wet details
-Stock transport and RG detail
-GRN entries and bill entries
- Purchase Order - purchase order preparation
- Purchase order dispatch to suppliers
- Bill entries of coded items and GRN booking
- Payment to suppliers
- Bill passing of purchase/ materials/ labour charges and their
verification
Department:
- Tracking Accounts
of pending bills
Designation: Accounts Executive

71
JOB DESCRIPTION

Approved: Unit Head Department: Accounts

Position: Accounts Officer Reports To: Commercial Head

Responsibilities:
- All payments of vendors & contractors, import payments and their data
entries.
- Import documents for custom clearance.
- TDS calculation.
- Maintaing bank reconciliation.
Department: Accounts
- Maintaining daily cash and bank reports.
Designation:
- Creditor’s Accounts Officer
scrutinity.
- Maintaining P&L account and Balance sheet.
- Maintaining books of accounts.
- Maintaining journals and vouchers with respective data entries.
- Tracking of insurance records.

72
JOB DESCRIPTION

Approved By: Unit Head Department: Eng/ Maintenance

Position: Eng Head Reports To: Unit Head

Responsibilities

- Representing the manufacturing department at customer and product


development liaison meetings and ensuring effective implementation
of design practices to meet the needs

- Establishing productive working relationships with engineering,


planning, design teams to maintain customary liaison

- Planning and coordinating various procedures concerning in an


organization

- Delivering quality engineering production solutions in learned response


to development, hardware, manufacturing, and operational needs

- Planning, determining, coordinating, and controlling the processes


concerning to production

- Ensuring that strong and efficient teamwork culture exists within the
production team
Department: Eng/Maintenance
Designation: Eng Head
- Implementing project schedules and plans in a timely effective manner

- Taking initiation and directing various procedures to increase final


outcome of the organization

- Directing the production team members and introducing efficient


methods of production line
73
- Identifying risk mitigation actions and risks

- Mentoring and developing engineers


JOB DESCRIPTION

Approved By: Unit head Department: Eng/Maintenance

Position: Eng Officer Reports To: Eng head

Responsibilities:
- Keeping a track on electricity consumption
- Installation of totalizes
- Fabrication & installation of 5s
- Extruding slurry
- Extruding & installation of MS tank for oil scrap
- Extruding & installation Of MS pipelines from chips fryers to oil tanks
- Installation of jumbo filters in water filtration plant
Department: Eng/ Maintenance
- Electrical wiring and tube lights
Designation:
- MaintainingEng Officer - fuel consumption
& recording
- DG generating units
- Power generating units
- Water generating units

74
Engg
Name:
Role:

Sr. Behavioral Indicators Ranking


no
75
1 2 3
1 Job Knowledge
2 Knowledge of machine &
maintenance
3 Safety Knowledge
4 Instruments knowledge
5 Material handling
6 Component knowledge
7 Communication Skills
8 Commercial Skills
9 Work Determination
10 Decision Making

Questionnaires

Name: Designation:
Department: Length of service:

1. How do you feel working in the Organization?

76
2. What is your role in the organization?

3. What are the main contributing factors for your


current happiness?

4. What are the main highlights of your employment


till date?

5. What are the techniques used to bring about the


best performance?

6. What are the things that you would do for the


organization?

7. Recently which trainings you have attended?

8. What are the up gradations that you need in the


training sessions?

9. Is the training session effective?

10. How is your organization placed in the market?

11. How are the goals set and communicated in the


organization?

12. How are the employees appraised in the


organization?

13. What are the regular meetings that are conducted


in the organization?

14. How do you structure your time in the


organization?
77
15. What are your biggest achievements?

16. Are you achieving recognition and growth?

17. According to you what you could achieve?

18. What are the possible barriers you foresee in


achieving those goals?

19. What changes you need in the organization


working method?

20. Any suggestions and recommendations:

Employees Details

Code no Staff Name Depart.


1. Santosh Anandrao Tayade Prod
2. Kiran Jadav Prod
3. Pramod Pathare Prod
4. Abhay Kadam Prod
78
5. Murlidhar katare Prod
6. Pravin Shelekar Engg
7. Ragesh Nikam Engg
8. Matin Shaikh Engg
9. Amol Chavan Engg
10. Rajeevkumar Pundir IT
11. Pankaj Pathak Logistic
12. Vidyanand Pillay Purchase
13. Anil Borse BSR
14. Chanrashekhar Gupta A/C
15. Sachin Khairnar A/C
16. Jitendra Gurav A/C
17. Santosh Velamkar A/C
18. Tanaji Dhongade Stores
19. Suresh Warungase Stores
20. Balasaheb khairnar QA
21. Prasant Tat QA
22. Deepanjali Rane QA
23. Anil Nadawder QA
24. Santaram Kajle HR
25. Rashmi Sinha HR
26. Anagha Mahale HR
27. Sashikant Patil HR
28. Ramkrushna Aware HR
29. Jaya Kale HR
30. Rajkumar Naddaf Security

Assessment

Department: Production No of Employee: 5

Sr. Behavior Ranking Employee No./Actual ranking


No Indicators out of 3
1 2 3 4 5
79
1 Machine 3 3 2 3 2 2
Operation
2 General 3 1 1 2 1 1
Maintenance
3 Safety 3 2 2 2 2 2
knowledge
4 Component 3 2 2 2 1 1
Knowledge
5 Instruments 3 2 2 2 1 1
Knowledge
6 Communication 3 2 2 2 2 2
skills
7 Commercial 3 3 2 3 2 2
Judgment
8 Material 3 3 3 3 2 2
Handling

Ranking Criteria: 1=Basic appreciation, 2= Proficiency level,


3= Competent; the highlighted column under the heading of “Skill
requirement Vs available” Shows the gaps in skills that may be
required to be bridged. Note- ASSIGNMENT OF WEITAGE
POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks

Department: Commercial (Commercial & A/C employees)


No of Employees: 4

Sr. Behavior Ranking Employee No./ Actual skill


No Indicators out of 3 14 15 16 17
1 Accounts 3 3 3 3 3
concept

80
2 Statuary 3 2 2 2 2
requirements
3 Finalization of 3 2 2 3 2
Accounts
4 Taxation Laws 3 2 2 2 3
5 Co-operate and 3 2 3 2 2
other laws
6 Ledger 3 3 2 2 3
scrutiny&
reconciliation
7 Cash Handling 3 3 2 3 2
8 Costing & 3 1 1 1 2
Budgeting
9 Inter branch 3 1 2 3 3
reconciliation
10 Communication 3 3 2 2 3
& Presentation
skills
11 Computer 3 3 2 3 2
literacy
12 Decision 3 3 2 1 2
making
13 Work 3 3 2 2 3
determination

Ranking Criteria: 1=Basic appreciation, 2= Proficiency level,


3= Competent; the highlighted column under the heading of “Skill
requirement Vs available” Shows the gaps in skills that may be
required to be bridged. Note- ASSIGNMENT OF WEITAGE
POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks

81
Department: Commercial (Purchase)
No of Employees: 1
Sr. Behavioral Indicators Ranking Employe
no out of 3 e
no/actual
ranking
12
1 Job Knowledge 3 3
2 Maintaining procurement file 3 2
3 Vendor relation 3 2
4 Material handling 3 2
5 Communication Skills 3 2
6 Commercial Skills 3 2
7 Work Determination 3 2
8 Decision Making 3 2

Ranking Criteria: 1=Basic appreciation, 2= Proficiency level,


3= Competent; the highlighted column under the heading of “Skill
requirement Vs available” Shows the gaps in skills that may be
required to be bridged. Note- ASSIGNMENT OF WEITAGE
POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks

Department: Logistic No of Employee: 1

Sr Behavioral Indicators Ranking Employee


No out of 3 & actual
Ranking

11

82
1 Interpersonal Relationship Skills 3 3
2 Presentation & Communication 3 2
Skills
3 Order booking & Invoicing 3 3
4 Sales Return 3 2
5 Packing & Storage 3 2
6 Manner of Dispatch 3 2
7 Imports& Export 3 2
8 Work Determination 3 1
9 Commercial Judgment 3 2
10 Decision Making 3 2
11 Computer Literacy 3 2

Ranking Criteria: 1=Basic appreciation, 2= Proficiency level,


3= Competent; the highlighted column under the heading of “Skill
requirement Vs available” Shows the gaps in skills that may be
required to be bridged. Note- ASSIGNMENT OF WEITAGE
POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks

Department: Stores No of Employees: 2

Sr. Behavioral Indicators Ranking Employee


No out of 3 No/ actual
ranking
18 19

83
1 Job Knowledge 3 3 2
2 Record Keeping 3 3 3
3 House Keeping 3 2 2
4 Knowledge of excise tax 3 2 2
5 Computer Literacy 3 2 2
6 Communication skills 3 2 1
7 Decision Making 3 3 2
8 Commercial Judgment 3 2 2
9 Work determination 3 3 2

Ranking Criteria: 1=Basic appreciation, 2= Proficiency level,


3= Competent; the highlighted column under the heading of “Skill
requirement Vs available” Shows the gaps in skills that may be
required to be bridged. Note- ASSIGNMENT OF WEITAGE
POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks

Department: QA No of Employees: 4

Sr. Behavioral Indicators Ranking Employee No/


No out of 3 actual ranking
20 21 22 23
1 Job Knowledge 3 3 3 2 2
2 Teamwork 3 3 2 3 2

84
3 Communication skills 3 2 2 2 2
4 Analytical Skills 3 3 2 2 1
5 Interpersonal Relationship 3 3 2 2 2
6 Presentation skills 3 2 2 2 2
7 Computer literacy 3 2 2 2 2
8 Inspection Skills 3 3 2 2 2
9 Decision Making 3 2 2 2 2
10 Work Determination 3 3 2 2 2

Ranking Criteria: 1=Basic appreciation, 2= Proficiency level,


3= Competent; the highlighted column under the heading of “Skill
requirement Vs available” Shows the gaps in skills that may be
required to be bridged. Note- ASSIGNMENT OF WEITAGE
POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks

Department: Engg No of Employees: 4

Sr. Behavioral Indicators Ranking Employee No/


no out of 3 actual ranking
6 7 8 9
1 Job Knowledge 3 3 2 3 2
2 Knowledge of machine & 3 3 2 3 2
maintenance

85
3 Safety Knowledge 3 3 3 3 2
4 Instruments knowledge 3 3 3 2 3
5 Material handling 3 3 3 2 2
6 Component knowledge 3 3 2 2 2
7 Communication Skills 3 2 2 3 1
8 Commercial Skills 3 2 2 2 2
9 Work Determination 3 3 2 2 2
10 Decision Making 3 3 2 2 2

Ranking Criteria: 1=Basic appreciation, 2= Proficiency level,


3= Competent; the highlighted column under the heading of “Skill
requirement Vs available” Shows the gaps in skills that may be
required to be bridged. Note- ASSIGNMENT OF WEITAGE
POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks

Department: IT No of Employees: 1

Sr. Behavioral Indicators Ranking Actual


No out of 3 ranking
10
1 Hardware & Software Knowledge 3 3

86
2 Installation and maintenance 3 2
knowledge
3 Implementation of IT solution 3 2
4 Interpersonal Relationship 3 1
5 Presentation Skills 3 2
6 Communication Skills 3 1
7 Commercial Knowledge 3 2
8 Decision Making 3 2
9 Work determination 3 3

Ranking Criteria: 1=Basic appreciation, 2= Proficiency level,


3= Competent; the highlighted column under the heading of “Skill
requirement Vs available” Shows the gaps in skills that may be
required to be bridged. Note- ASSIGNMENT OF WEITAGE
POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks

HR HEAD/ HR EXECUTIVE
Department: HR Employee: 2

Sr. Behavioral Indicators Ranking Actual


No out of 3 ranking
24 25
1 Salary and Wages 3 2 2
2 Labour Law 3 3 2

87
3 Govt liasion 3 3 2
4 Statuary Complains 3 2 2
5 Record keeping 3 3 3
6 Implementing HR Policies 3 3 2
7 Interpersonal Relationship 3 2 2
8 Communication & presentation 3 2 3
skills
9 Decision Making 3 2 2
10 Computer Literacy 3 2 2
11 Work determination 3 2 2

Ranking Criteria: 1=Basic appreciation, 2= Proficiency level,


3= Competent; The highlighted column under the heading of
“Skill requirement Vs available” Shows the gaps in skills that may
be required to be bridged. Note- ASSIGNMENT OF WEITAGE
POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks

Department: HR No of Employee: 5

Sr. No Behavioral Indicators Ranking Employee No/ Actual


out of 3 ranking
26 27 28 29 30
1 Job Knowledge 3 2 2 2 2 3

88
2 Maintenance of record 3 3 3 3 2 2
3 Communication skills 3 2 2 3 1 2
4 Interpersonal Relationship 3 2 2 2 2 2
5 IT skills 3 2 3 2 2 2
6 Administration work 3 2 3 2 2 2
7 Submission of office 3 3 2 2 2 2
documents

Ranking Criteria: 1=Basic appreciation, 2= Proficiency level,


3= Competent; the highlighted column under the heading of “Skill
requirement Vs available” Shows the gaps in skills that may be
required to be bridged. Note- ASSIGNMENT OF WEITAGE
POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks

Department: Commercial (BSR)


No of Employees: 1

Sr. Behavioral Indicators Ranking Employ


No out of 3 ee no/
actual
ranking

89
13
1 Daily stock details 3 3
2 Preparing Invoice 3 2
3 Maintaining Daily reports to 3 2
CSG/PCS
4 Communication & presentation 3 1
skills
5 Computer literacy 3 2
6 Decision making 3 2
7 Work determination 3 2

Ranking Criteria: 1=Basic appreciation, 2= Proficiency level,


3= Competent; the highlighted column under the heading of “Skill
requirement Vs available” Shows the gaps in skills that may be
required to be bridged. Note- ASSIGNMENT OF WEITAGE
POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks

3.3 PRESENTATION OF DATA IN TABLE

PRODUCTION No Of Employees-5

Sr Behavioral Indicators Ranking in %

90
No.
1 2 3
1 Machine Operation 80 20
2 General Maintenance 20 80
3 Safety knowledge 40 60
4 Component Knowledge 20 80
5 Instruments Knowledge 100
6 Communication skills 100
7 Commercial Judgment 60 40
8 Material Handling 40 60
9 Work Determination 100
10 Computer literacy 40 60
11 Decision making 80 20
Machine Operation
100
90 General Maintenance
80
70 Safety knowledge
60
Component
50
Knowledge
40
Instruments
30 Knowledge
20 Communication skills
10
0 Commercial Judgment

Material Handling

Work Determination

ACCOUNTS No Of Employees- 4

Sr Behavioral Indicators Ranking


91
No
1 2 3
1 Accounts concept 100
2 Statuary requirements 50 50
3 Finalization of Accounts 50 50
4 Taxation Laws 50 50
5 Co-operate and other laws 75 25
6 Ledger scrutiny& reconciliation 50 50
7 Cash Handling 75 25
8 Costing & Budgeting 100
9 Inter branch reconciliation 75 25
10 Communication & Presentation 50 50
skills
11 Computer literacy 50 50
12 Decision making 20 60 20
13 Work determination 50 50

92
93
No of Employees

0
20
40
60
80
100

Accounts concept
Stat. Requirements
Finalization of accounts
Taxation Law
Co-operate laws
Ledger scrutinity
Cash Handling

PURCHASE OFFICER
Costing & Bugeting
Reconcilation
Behavioural indicators Comm & Presentation
Comp literacy
Decision making
Work determination
Competent
Proficiency level
Basic appreciation

No Of Empyoee-1
Sr. Behavioral Indicators Rank
no

1 Job Knowledge 3
2 Maintaining procurement file 2
3 Vendor relation 2
4 Material handling 2
5 Communication Skills 2
6 Commercial Skills 2
7 Work Determination 2
8 Decision Making 2

2.5

Rank 1.5
Rank
1

0.5

0
Mat. Handling

Comm. Skill

Comr. Skill

Decision making
Job knowledge

Vendor relation

Work determination
Mant. Procurement file

Behavioural Indicators

LOGISTIC OFFICER No Of Employee-1

94
Sr Behavioral Indicators Rank
no

1 Interpersonal Relationship Skills 3


2 Presentation & Communication 2
Skills
3 Order booking & Invoicing 3
4 Sales Return 2
5 Packing & Storage 2
6 Manner of Dispatch 2
7 Imports& Export 2
8 Work Determination 1
9 Commercial Judgment 2
10 Decision Making 2
11 Computer Literacy 2

95
3

2.5

2
Rank

Rank 1.5

0.5

Dispatching
Packing&
Relationship

Decision
Import&

Comm judg

Comp literacy
Order booking

Sales Return
Int.Personal

determination
Pres& Comm

Export

making
storage
&Invoicing
skills

Work
Behavioural Indicators

STORES No Of Emplyoees-2

Sr Behavioral Indicators Ranking


no
Asst Clerk
1 Job Knowledge 3 2
2 Record Keeping 3 3
3 House Keeping 2 2
4 Knowledge of excise tax 2 2
5 Computer Knowledge 2 2
6 Communication skills 2 1
7 Decision Making 3 2
8 Commercial Judgment 2 2
9 Work determination 3 2

96
97
0
1
2
3

0.5
Rank 1.5
2.5

Job
Knowledge
Record
keeping
House
Keeping
Knowledge of
excise
Comp

QUALITY ASSURANCE
knowledge

Comm skill
Decision
Behavioural Indicators

making

Comm judmt
Work
deternination
Pe rson 2
Pe rson 1

No Of Employees-4
Sr Behavioral Indicators Ranking
No
1 2 3
1 Job Knowledge 50 50
2 Teamwork 50 50
3 Communication skills 100
4 Analytical Skills 20 60 20
5 Interpersonal Relationship 80 20
6 Presentation skills 100
7 Computer skills 100
8 Inspection Skills 80 20
9 Decision Making 100
10 Work Determination 80 20

98
99
0
10
20
30
40
Ranking in % 50
60
70
80
90
100

Job
knowledge
Teamwork

Comm.skills

Analyticalskills
Interpersonal
relationship
Presentation
skills
Comp literacy
Inspection
Behavioural Indicators

Skills
Decision
making
Work
determination
Competent
Proficiency level
Basic Appreciation
ENGINNERING No Of Employees-4

Sr. Behavioral Indicators Ranking


no
1 2 3
1 Job Knowledge 50 50
2 Knowledge of machine & 50 50
maintenance
3 Safety Knowledge 20 80
4 Instruments knowledge 20 80
5 Material handling 50 50
6 Component knowledge 80 20
7 Communication Skills 20 60 20
8 Commercial Skills 100
9 Work Determination 80 20
10 Decision Making 80 20

100
100
90
80
70
Basic Appreciation
60
Proficiency level
Ranking in % 50
Com petent
40
30
20
10
0
Mat. Handling
Knowledge
knowledge

Comm. Skills

determination
Safety
Job

Work
Behavioural Indicators

IT No Of Emplyoee-1
101
Sr Behavioral Indicators Rank
no

1 Hardware & Software Knowledge 3


2 Installation and maintenance 2
knowledge
3 Implementation of IT solution 2
4 Interpersonal Relationship 1
5 Presentation Skills 2
6 Communication Skills 1
7 Commercial Knowledge 2
8 Decision Making 2
9 Work determination 3

102
103
0
0.5
1
Rank 1.5
2
2.5
3

Hardware
&software
Inst& maint
Knowledge
Implementation
of IT
Presentation
skills

Comm. Skills

Commercial
skills

Behavioural Indicators
Decision
making
Work
knowledge
Rank
HR DEPARTMENT (For Head & Executive)

Sr. Behavioral Indicators Ranking


No

1 Salary and Wages 2 2


2 Labour Law 3 2
3 Govt liasion 3 2
4 Statuary Complains 2 2
5 Record keeping 3 3
6 Implementing HR Policies 3 2
7 Interpersonal Relationship 2 2
8 Communication & presentation 2 3
skills
9 Decision Making 2 2
10 Computer Literacy 2 2
11 Work determination 2 2

104
105
HR
0
0.5
1
Rank 1.5
2
2.5
3

Salary & Wages

Labour Law

Govt liasion
Statuary
complains

record keeping
Implemantation
of HR policies
Interpersonal
relationship
communication
skills
Behavioural Indicators

Decision
making
Comp
knowledge
Work
determination
Person 2
Person 1

No Of Employees-5
Sr. No Behavioral Indicators Ranking

1 Job Knowledge 80 20
2 Maintenance of record 60 40
3 Communication skills 20 60 20
4 Interpersonal Relationship 100
5 IT skills 80 20
6 Administration work 80 20
7 Submission of office 80 20
documents

106
100
90
80
70
60
Ranking in % 50
40
30 Basic Appreciation
20 Proficiency level
10
0 competent

IT skills

Admin work
Job knowledge

Comm skills
Maintenance of record

Submission of docements in
Interpersonal relationship

time
Behavioural Indicators

BSR No Of Employee-1

Sr Behavioral Indicators Rank


no

1 Daily stock details 3


2 Preparing Invoice 2
3 Daily reports to CSG/PCS 2
4 Communication & presentation 1
skills
5 Computer literacy 2
6 Decision making 2
7 Work determination 2

107
108
0
1
2
3

0.5
Rank 1.5
2.5

Daily stock
record

Preparing
Invoice

Analysis & Interpretation


Maintaining
daily reports
Communication
skills
Computer
literacy
Decision
Behavioural Indicators

making

Work
determination
Rank
After identifying gap between actual and expected competency
level, following programs are suggested to employees on the
basis of their score

Sr. No Suggested Training

General Assessment
1 Communication & presentation skills
2 Intellectual improvement training
3 Leadership and motivational program
4 ISO Awareness
Production Department
1 PST
2 FSSC
3 Material handling
4 Advance Knowledge & New
techniques
Engg / Maintenance Department
1 Technical training
2 TPM
3 Troubleshooting
Quality Department
1 PST
2 Inspection skills
3 Quality assurance
4 Analytical skills
Purchase (commercial Department)
1 Negotiation skills
2 Inventory control
3 Order booking and invoicing
Stores (Commercial Department)

109
1 Inventory control
2 Excise tax
3 Advanced storage system
Logistic/ BSR (Commercial Department)
1 Excise tax
2 Import & Export procedures
IT Department
1 Oracle
2 Enterprise recourse Planning
3 Implementation of IT solutions
Accounts Department
1 Taxation
2 Advanced finance
3 MIS
4 Statutory requirements
HR Department
1 Awareness of different Law and Acts
2 Motivational Programs
3 Personal Procedure
4 Time Management

RATING DETAILS

110
GAP REMARK

0-30 Excellent
30-50 Very good
50-70 Good
70-90 Average
90 &above Poor

Department: Production

Employee Ranking Actual Gap Suggested


No. ranking Training
1 400 290 110 GA-1,2
PRO-1,2,3
2 400 300 100 GA-2,3
PROD-3,4
3 400 300 100 GA-1,2,3
PRO-1,2,3
4 400 210 190 GA-1,2,3
PRO-2,3,4
5 400 210 190 GA-1,2
PRO-1,2,3

111
Department: Commercial (Commercial & Accounts
Employees)

Employee Ranking Actual Gap Suggested


No. ranking Training
14 650 520 130 GA-1,4
15 650 430 220 ACC-1,2,3
16 650 470 180 ACC-1,2,3
17 650 510 140 ACC-1,2,4

Department: Commercial (Purchase)

Employee Ranking Actual Gap Suggested


No. ranking Training
12 400 260 140 PUR-
1,2,3

Department: Commercial (Logistic)

Employee Ranking Actual Gap Suggested


No. ranking Training
11 550 360 190 LOG-1,2

Department: Commercial (Stores)

112
Employee Ranking Actual Gap Suggested
No. ranking Training
18 450 350 100 STO-1,2,3
19 450 280 170 STO-1,2,3

Department: QA

Employee Ranking Actual Gap Suggested


No. ranking Training
20 500 420 80 GA-1,4
QA-1,2,3,4
21 500 320 180 GA-1,2,3
QA-1,2,3,4
22 500 320 180 GA-1,3
QA-3,4
23 500 290 210 GA-2,3,4
QA-1,2,3,4

Department: Engg

Employee Ranking Actual Gap Suggested


No. ranking Training
6 500 460 40 GA-1,2,4
ENG-1,2,3
7 500 360 140 GA-2,3,4
ENG1,2,3
8 500 380 120 GA-1,3,4
ENG-2,3
9 500 310 190 GA-3,4
ENG-3,4

113
Department: IT

Employee Ranking Actual Gap Suggested


No. ranking Training
10 450 290 160 GA-1,2
IT-1,2,3

Department: HR

Employee Ranking Actual Gap Sugesseted


No. ranking Training
24 550 410 140 GA-1,2,3
HR-1,2,3
25 550 370 180 GA-1,2,3
HR- 3,4
26 350 250 100 GA-1,4 HR-
2,4
27 350 270 80 GA-1,2,3
HR-1,2,3,4
28 350 250 100 GA-1,2,3
HR-3,4
29 350 200 150 GA-1,2,3
HR-1,2
30 350 230 120 GA-1,2,3,4
HR-2,3,4

Department: Commercial (BSR)


114
Employee Ranking Actual Gap Suggested
No. ranking Training
13 350 220 130 GA-1,2,3
BSR-1,2

ANALYSIS & INTERPRETATION OF DATA

115
1. From the data it is found that HR department has taken
initiative in introducing competency.

2. HR department is committed to competency for their


Employees to provide them adequate training.

3. Competency model is aligned with vision, mission, and


Strategies of the organization.

4. With the help of competency new changes can be introduced.

5. Competency helps in identifying gap of employees, but there


Is need for making it more effective?

6. Competency provides inputs for training& development.

7. HR department should practice competency mapping as it


Helps employees to know their competence level and areas of
Improvement.

8. HR department has to emphasize more on departmental


Performance.

9. Here, HR department has to emphasize more on competent for


Decision making and problem solving.

10. Employees of the organization are enough competent and they


support organization to develop and survive in the
organization.

11. HR department has to develop systematic competency


mapping process which helps organization to understand and
satisfying the need of employees.

12. There is need to make effective competency model which set


116
the goals of the organization.

13. It provides guidelines for identifying training needs.

14. Here it is found that there is a need of practicing competency


mapping process to determine new training methods.

15. More emphasize should be given on identifying gaps.

16. HR department has to develop criteria for reward system


which gives employees satisfaction.

17. Lastly it can be said that competency mapping program helps


in developing core competencies, hence should be practiced.

In general it can be said that:


- Competency mapping helps in identifying the gap
Required and actual competencies
- It helps in identifying training needs of employees
- It helps in deciding retention policies of the company
- Competency mapping also contributes in improving
Performance of the employees

CONCLUSION

117
118
Competency mapping is something that describes how a job might
be done excellent; Competency describes what has to be done not
how.
Competency mapping is a continuous process. It differs from
organization to organization and individual to individual. Futurist
competency requires lot of observation.
In competency mapping the competency was mapped for various
officers, executives from each department. It was done with the
help of all employees. The difference between required and actual
was found with the help of interaction, questionnaires, past records
etc.
On the basis of questionnaires and interaction with all employees
the actual criteria was studied. After the survey the actual gap was
found. As per the gap the training needs can be identified and
allocated to employees.
Competency mapping is very beneficial to the organization
because the organization has to get overall information about their
employees knowledge, skills etc in the organization and also to
improve the overall performance of their employees. This concept
is new one and as far as the organization is concerned efforts
should be made to prompt competency mapping.

5.0 Recommendation and Suggestions


119
120
“Nobody can be a better judge than his experience and himself”.
Every Individual should have the ability to assess his own
strengths and weaknesses, set and pursue professional and personal
goals, balance work and personal life and engage in new learning-
including new and changed skills, behavior.

A person can be develop his competency only after understanding


his own perception about his abilities, knowledge level and his
goals in life. Today’s successful professionals and managers
known that self-awareness is a crucial vantage point from which to
improve individuals and organizational effectiveness.

Competency fields should be selected taking future prospects into


consideration. “Benchmarking” is also another effective way to
check your organizations competency level provided that, it should
consider the generic competencies.

Assessor should always keep one thing in mind, that perfection is


very difficult to achieve but he can make the assesses competent
enough to handle the task efficiently.

Competency Mapping is continuous process so in order get more


effectiveness of this process organization should go it for time to
time.

Bibliography

121
 “Essentials of Human Resource Management and
Industrial Relations”
By, P. Shubba Rao
 “Human Resource Management”
By, Ashwathapa
 “The Handbook of competency Mapping”
By, Seema Sanghi
 “Competency Assessment Instrument “
By, Sunrise management consultancy service
 “Materials and Logistic Management”
By, L. C. Jhamb

WebSites
 www.Google.com

 www.Answers.com

 www.Parle Products.biz

122