Competency Mapping in An Organization

COMPETENCY MAPPING IN AN
ORGANIZATION
Introduction:
In today’s scenario, HR department job is not restricted to
hiring and firing it has undergone an immense growth, in today's competitive
world it is the job of the HR department to recruit the right and appropriate
individual for a particular position and then develop him further in order to
utilize his skills/capabilities in an efficient manner.
In simple words Human Resource department’s main function is to help
manager’s recruit, select, train and develop members for an organization.
In order to achieve the objectives of Human Resource department the
project of “Competency Mapping” is under taken.
Competencies are underlying characteristics of people and indicate “ways of
behaving or thinking, generalizing across situations and enduring for a
reasonably long period of time.” Through this the required traits are identified
for each position.
We have identified every managerial competency, which are needed for the
incumbent to hold the position.
The project was to identify each and every position and what is the work of
the individual at that position and to perform that job what kind of traits are
required by the incumbent.
The study of this project may also be used in order to downsize the manpower
in the organization.
In order to be more competent the organization needs to take bold steps,
which are easily possible with the study of this stature.
Competency Mapping is a process of identify key competencies for an
organization and/or a job and incorporating those competencies throughout
the various processes (i.e. job evaluation, training, recruitment) of the
organization. To ensure we are both on the same page, we would define a
competency as a behavior (i.e. communication, leadership) rather than a skill
or ability.
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. These kinds of skills can be
determined, when one is ready to do the work, by using numerous books on
the subject. One of the most popular ones is Now, Discover Your Strengths by
Marcus Buckingham and Donald Clifton, initially published in 2001.
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,
 Skill,
 Other characteristics of an individual includes:
 Motives
 Values
 Traits
 Self Concept etc.
Competency includes observable behavior as well as aptitudes, skill and

knowledge. It can be compared with an iceberg as shown in the figure
below:
The Behavioral Iceberg
Observable
Behavior
Aptitudes
C Attitudes / Traits
o
m
Skills
pe
te
nc Knowledge
ie
s
DEFINITION:
First popularized by BOYATZIS (1982) with Research result on clusters of

competencies:
“A capacity that exists in a person that leads to behavior that meets the job
demands within parameters of organizational environment, and that, in turn
brings about desired results”
 UNIDO (2002)-
A Competency is a set of skills, related knowledge and attributes that allow an
individual to successfully perform a task or an activity within a specific
function or job.
 RANKIN (2002):
“Competencies are definition of skills and behaviors that organizations expect
their staff to practice in work.”
 MANSFIELD (1997):
“Underlying characteristics of a person that results in effective a superior
performance
 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 performance.
HAYES(1979) :
Competencies are generic knowledge motive, trait, social role or a skill of a

person linked to superior performance on the job .
BEHAVIOUR INDICATOR:
A Competency is described in terms of key behaviors that enable
recognition of that competency at the work place.
These behaviors are demonstrated by excellent performers on-the-job much

more consistently than average or poor performers. These characteristics
generally follow the 80-20 rule in that they include the key behaviors that
primarily drive excellent performance.
FIGURE B:
KNOWLEDGE
Relates to information
Cognitive Domain
Set of SKILLS Attribute
Relates to
Relates to the
qualitative
ability to do,
aspects
Physical domain
COMPETENCY personal
Characteristics
or traits
Outstanding
Performance of
tasks or activities
COMPETENCY – BROAD CATEGORIES
• Generic Competencies
Competencies which are considered essential for all employees
regardless of their function or level. - Communication, initiative,
listening etc.These are basic competencies required to do the job, which
do not differentiate between high and low performers
• Managerial Competencies
Competencies which are considered essential for employees with
managerial or supervisory responsibility in any functional area
including directors and senior posts
 Threshold or Performance:
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.
Competencies in organization tend to fall in two categories
 General 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 .
MEANING AND CONCEPT OF COMPETENCY MAPPING
It is a process of identification of the competencies required to perform

successfully a give job or role or a set tasks at a given point of time. It consists
of breaking a given role or job into its constituent’s task or activities and
identifying the competencies (Technical, managerial, Behavioral, conceptual
knowledge and Attitude and skills etc) needed to perform the same
successfully.
 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.
 Competency profiling It is the process of identifying the knowledge,

skills, abilities, attitudes, and judgment required for effective
performance in a particular occupation or profession. Competency
profiling is business/company specific.
STEPS IN COMPETENCY MAPPING:
The Steps involved in competency mapping with an end result of job evaluation
include the following:
Step 1 : Identify departments for competency profiling:
Step 2: Identifying hierarchy within the organization and selection of levels:
Step 3: Obtain the job descriptions:
Step 4: Preparation of semi structured interview:
Step 5: Recording of interview details:

Step 6: Preparation of a list of Skills:.
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
Different types of competency:
Competency tools can be many things, including paper forms, software, or

electronics that help manage competency. These tools help streamline the
processes involved in getting a workforce up to speed on the skills and
characteristics needed to efficiently perform in a position. Generally,
competency tools help a worker by either defining, testing, or improving
competencies required in a job. They are usually used in a company's human
resources department. Competencies can be a variety of things, including
physical characteristics, skills, and milestones.
Forms that function as competency tools might include competency
frameworks, competency workshops, and competency tests. Competency
frameworks are lists that define the competencies required within a position.
Frameworks are vital competency tools because they are the basis upon
which the workers' competency levels are evaluated. Competency
assessments identify the competency levels of workers based on the
requirements specified within the competency framework. These assessments
are often compiled using competency tests.
Competency tests help determine whether a worker is meeting the necessary
competencies and identify areas in which he needs to improve. Usually,
competency workshops can be classes or seminars that teach worker
competencies or refresh competency levels for required skills. In some cases,
competency workshops can include competency tests that certify a worker
who has completed the required course.
One widely used type of competency tool is competency software.
Competency software can help a human resources worker manage or improve
the competencies of the various workers within an organization. This type of
software can assist in organizing competencies for each position and
categorizing competency test results so they are easier for the human
resources worker to use. Other types of competency software can offer
training to employees who need to improve common competencies needed in
the organization. Software competency tools can streamline competency
management by reducing or eliminating the need for hands-on training from a
human adviser.
Competency is a worker's proficiency in a designated skill needed in a
position. In competency management, competencies are defined
characteristics used to ensure that a worker meets the needs of a position.
These characteristics can be workable skills that the employee needs to
perform, but they can also be educational requirements or physical or
emotional characteristics. Milestones can include accomplishments like
education or experience. Educational milestones can be as simple as
completing a course that covers skills needed within the position.
A human resources department is the part of a company that deals with issues
pertaining to human employees. Generally, this department is responsible for
all aspects of human management, including hiring, employee termination,
and business communication. Business communications handled by a human
resources department include messages from upper management, training,
and requirements for employees.
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).
WHAT METHODOLOGY IS USED?
The following methods are used in combination for competency mapping:

Interviews,
Group work, Task Forces, Task Analysis workshops, Questionnaire, Use of Job
Descriptions, Performance Appraisal Formats etc.
HOW ARE THEY IDENTIFIED?
The following steps may be followed in competency Mapping:

1) Decide the roles for which the competencies need to be mapped.
2) Identify the location of the roles in the organizational structure.
This needs the clarity of organizational structure, defining the role
relationships (reporting
Authority, subordinates, peers etc.). Identify the role set members of the role
Holder. The role set members of the role consists of all those who have
Expectations from the role holder, all those to whom the role holder has
Obligations to fulfill. For example the role set members of the General
Manager in
A company may consist of his boss the Vice President Commercial and
Marketing who is his boss, Four Regional Managers of Sales and Marketing
Who report to him, seven Managers in his office who are looking after various
Products and are reporting to him (Product Manager X, y, z etc.), some major
Dealers with whom the GM services, the General Manager production, GM
Quality, the GM Personnel, the GM finance, the MD who often asks for
Information directly from the GM, the advertising agency MD who deals with
Him etc.
3) Identify the objectives of the function or the department or the unit or
section
Where the role is located.
4) Identify the objectives of the role. Why does the role exist? What are the
main?
Purposes of the role etc. details.
5) Collect the Key Performance Areas (or KRAs, Tasks, etc.) of the role holder
for
the last two to three years from the performance appraisal records. If they are
not
Available get them written by the role holder or a sample of the role holders if
There is more than one role holder of the same role. Alternately collect the job
Descriptions if any of the role to make a list of all tasks and activities to be
Performed by that role holder.
6) Interview the role holder to list the Tasks and activities expected to be
performed
By the Individual. Or get the role holder to list all the activities he is expected
to
Perform in his role. Group them into a set of tasks. An activity is the
description
Of a specific action to be undertaken by the individual role holder as part of
the
Tasks he is expected to carry out by virtue of holding the role. Thus contacting
a
Dealer to collect outstanding or get his new requirements or get to know his
level
Of satisfaction with a particular product given to him etc. are all specific
Activities. They may all fall under the broad task of “Customer contacts” for a
Manager Sales. The tasks list may be as many as 15 to 20 for some roles and as
Few as five to six for other roles. There is no rigid rule about the number of
Tasks. It depends on how complex the role is. It is useful to start with as many
Tasks as possible.
7) Interview the role holder to list the actual knowledge, attitude, skills, and
other
Competencies required for performing the task effectively. The role holder
should
Be asked questions like: “If you are to recruit someone to perform this task
what
Qualities or competencies would you look for in him/her? What competencies
do
You think are required to perform this well? Whenever you had done a good
job
What qualities in you have helped you to do it well? Whenever you were not
able
To do a good job what are the competencies or qualities you lacked that you
felt
Were preventing you from doing good job? Etc. It may be a good idea to
prepare
The role holder to understand the difference between knowledge attitudes
and
Skills. These need to be listed for each task. The list of activities should be
used
In listing the competencies. The critical activities determine the competencies
Needed to perform the task well.
8) Repeat the process with the entire role set members. If the role set
members are too
Many take those who are very critical. The boss subordinates and internal
Customers should be represented.
9) consolidate the list of competencies from all the role holders’ by each task.
10) Edit and finalize. Present it to the supervisors of the role holder and the
role
Holder for approval and finalization.
WHAT LANGUAGE TO USE?
Use technical language for technical competencies. For example: Knowledge of

Hydraulics.
Use business language for business competencies. Example: Knowledge of
markets
For watch business or Strategic thinking.
Use your own language or standard terms for Behavior competencies.
Example:
Ability to Negotiate, Interpersonal sensitivity, Sales techniques. Too technical
and
Conceptual knowledge align to the organization and people may create more
problems
Than help.
WHO CAN DO IT?
Competency mapping is a task which can be done by many people. Now days
all Management schools and definitely those specializing in HR train the
students in Competency mapping. Recently when the author taught a course
on Management of Talent at the Indian School of Business with two hours or
introduction to the process Of competency mapping the students (all with
experience of more than two years) haveDone a great job of competency
mapping for a set of roles.
Any Masters in Management or Social Sciences or an Employee with
Equivalent Experience and Training can develop these competencies.
Conceptual Background and Understanding of the business is important.
Familiarity with Business, Organizations, Management and Behavioral
Sciences is useful. HR Managers, Management
Graduates, Applied Psychologists are quite qualified to do this. Most
institutions Specializing in HR train the candidates to do this.
SOME TIPS ON HOW TO DO IT?
The following are some of tips to do competency mapping at low cost:

 Pick up a job or a role that is relatively well understood by all
individuals in theCompany. Work out for this role and give it as an illustration.
For example.
Sales Executive, Production Supervisor, Assistant HR Manager,
Receptionist,
Transport Manager, PR Manager, etc. are known to all and easy to
profile.
 Work out competencies for this role if necessary with the help of job
analysis Specialist or an internal member who has knowledge of competency
mapping.
Prepare this as an illustration.

 Circulate these others and ask various departments to do it on their
won.
 Circulate samples of competencies done by others.
 Illustrate knowledge, attitudes, skills, values etc.
 Choose a sample that does not use jargons.
 Explain the purpose.
 Interview of past successful job holders helps.
 Current incumbent who are doing a good job along with their Reporting
officers
Is a good enough team in most cases?
 Once prepared even on the basis of one or two individuals inputs
circulate to
Other role set members.
Competency mapping is important and is an essential exercise. Every
well managed
Firm should:
 Have a clear organizational structure
 Well defined roles in terms of the KPAs or tasks and activities associated
with
Each role
 Should have mapped the competencies required for each role
 Where appropriate or needed should have identified the generic
competencies for
Each set of roles or levels of management
 And should use them for recruitment, performance management,
promotion Decisions, placement and training needs identification.
Competency mapping is essentially an in-house job. Consultants can at best
give the
Methodology and train up the line managers and HR staff. Consultants
cannot do
Competency mapping all by themselves because no consultant can ever
have all the
Knowledge required to identify the technological, managerial, human
relations and
Other conceptual knowledge, attitudes and skills required for all jobs in
a firm. Where
Consultants are excessively relied upon the data generated are likely to
enrich the
Consultants and consulting forms much more than the commissioning
form it. The
Lower the consultant’s involvement more the work needs to be done
internally and
Higher the intellectual capital generation and retention within the
organization.
COMPETENCY MODEL:
The roots of competency modeling date as far back as the early 1900’s but
these models have become widely popular these days. A competency model is
an organizing framework that lists the competencies required for effective
performance in a specific job, job family (e.g., group of related jobs),
organization, function, or process. Individual competencies are organized into
competency models to enable people in an organization or profession to
understand, discuss, and apply the competencies to workforce performance.
The competencies in a model may be organized in a variety of formats. No one
approach is inherently best; organizational needs will determine the optimal
framework. A common approach is to identify several competencies that are
essential for all employees and then identify several additional categories of
competencies that apply only to specific subgroups. Some competency models
are organized according to the type of competency, such as leadership,
personal effectiveness, or technical capacity. Other models may employ a
framework based on job level, with a basic set of competencies for a given job
family and additional competencies added cumulatively for each higher job
level within the job family
Skills + Knowledge + Ability

=
Competency
=
Observable Behavior
=
Effective Outcomes [Performance on Job]
=
Strategic Success Modeling – A Competency Model
FIGURE C:
TRADITIONAL JOB ANALYSIS VS. COMPETENCY APPROACH
Job Analysis leads to
 long lists of tasks and the skills / knowledge required to

perform each of those tasks.
 Data generation from subject matter experts; job incumbents
 .Effective Performance
Competency model leads to
 A distilled set of underlying personal characteristics.

 Data generation from outstanding performers in addition to
subject matter experts and other job incumbents.
 Outstanding Performance
The approach allows executives and managers to make a distinction between

a person's ability to do specific tasks at the minimum acceptable level and
the ability to do the whole job in an outstanding fashion
USE OF COMPETENCY MAPPING
Competency mapping serves a number of purposes. It is done for the

following functions:
 Gap Analysis
 Role Clarity
 Selection, Potential Identification, Growth Plans.
 Succession Planning.
 Restructuring
 Inventory of competencies for future planning
 Competency based recruitment
Competency based interviews reduce the risk of making a costly hiring
mistake and increase the likelihood of identifying and selecting the right
person for the right job
 Competency based Performance Appraisal

Competencies Enable
1. Establishment of clear high performance standards.

2. Collection and proper analysis of factual data against the set
standards.
3. Conduct of objective feedback meetings.
4. Direction with regard to specific areas of improvement.
Competency based training:
1. Competency based appraisal process leading to effective

identification of training needs.
2. Opportunity to identify/ develop specific training programmes -
Focused training investment.
3. Focused Training enabling improvement in specific technical and
managerial competencies.
 Competency based Development
1.) Contribute to the understanding of what development really mean,
giving the individual the tools to take responsibility for their own
development.
2.) Give the line managers a tool to empower them to develop people..
 Competency based succession planning

Assessing employees’ readiness or potential to take on new challenges.
Determining the person job fit can be based on matching the competency
profile
Of an individual to the set of competencies required for excellence within
a
profession. Individuals would know the competencies required for a
particular position and therefore would have an opportunity to decide if
they
have the potential to pursue that position.
FIGURE D: AREA OF IMPLEMENTATION
TRAINING &
DEVELOPMENT
RECRUITMENT &
SELECTIONS
SUCCESSION
PLANNING
COMPETENCY
MODEL CAREER
PLANNING
RECOGNITION
REPLACEMENT
PLANNING PERFORMANCE
MANAGEMEN
ROLE OF COMPETENCY IN IDENTIFYING TRAINING NEEDS AND
SUCCESSION PLANNING.
The effectiveness of the training function is heavily dependent upon

effectiveness of processes used to identifying training needs. This is the first
critical step on the road to competence development and performance
enhancement.
An inadequacy at this stage cascades to all the subsequent training processes.
TRANINING LEADING TO SUCCESSION PLANNING:
DEFINITION:
As a general definition, “Succession Planning” is the process of preparing to

hand over control. Specifically, business succession planning is the process of
preparing to hand over control of the business to others in a way that is the
least disruptive to the business’s operations and value.
 Succession planning is traditionally defined as “a means of identifying

critical management positions, starting at the level of manager and
supervisor and extending up to the highest position in the organization.
 Succession planning and management is a deliberate and systematic
effort by an organization to ensure the continued long-term effective
performance of an organization, division, department or work group by:
 Identifying, developing, retaining and replacing talented individuals in

positions over time.
 Retaining and developing intellectual and knowledge capital for the
future
 Encouraging individual learning, growth and advancement
WHY IS IT IMPORTANT?
 Ensure business continuity

 Replace future vacancies and meet future skill and talent needs
 Have the right people in the right places at the right times to do the right
things
 Address skill shortages ahead of time
 Maximize competitiveness as an employer and ability to attract and
retain talented staff
 Enhance ability to promote from within
 Provide a supportive “growth” environment
 Focus learning and development efforts
SUCCESSION PLANNING is a process whereby an organization ensures that

employees are recruited and developed to fill each key role within the
company. The succession planning process, develop the knowledge, skills,
and abilities of superior employees and prepare them for advancement or
promotion into ever more challenging roles.
Methodology adopted :
Step 1 : Identify departments for competency profiling

Here we have to decide and select the departments within the organization which
we would like to include into our study. It is to be noted that departments should
be chosen based on their criticality and importance to the organization.
For this project all departments have been considered except the four support
functions namely being the information management department, human resource
department, engineering department and Purchase Department functions.
Step 2 :Identifying hierarchy within the organization and selection of levels
Study the organization hierarchy across each of the selected departments.
For the study we have selected the Retail dept. hierarchy starting from Sales
trainee to RSM.
Step 3 :Obtain the job descriptions.

For all levels at every department we obtained each role’s job description and in
cases where they were not available we conducted a detailed interview to derive a
job description.
Step 4 Preparation of semi structured interview

As on of the tools for collecting information we prepared a list of questions that
would make up a semi structured interview. These questions would be put forth
employees at all management levels .
Step 5: Scheduling of interviews

Obtain a list of employees from respective department heads and accordingly
schedule interviews. A minimum of 5 candidates are to be interviewed at each level
in each department.
Step 6: Conducting of interviews

We would have to arrange for the semi structured interviews to be carried out at a
convenient time and comfortable location as per the candidate’s convenience.
Step 7 Recording of interview details

The candidate’s answers and opinions have to be recorded in as much detail as
possible for further reference during the project.
Step 8: Preparation of a list of Skills

As per the interview and the details that were generated from the candidate, we
will generate a list of skills observed for the job. Thereon from which a list of
identified competencies should be drawn for each interviewed candidate.
Step 9: Repeat for next levels and functions.

The interviews and appropriate recording of answers should be done at all
remaining levels and other departments.
Step 10: Make the list of the competencies required for the department for each
level and each function giving behavioral indicators.
For each position at each department a list of competencies observed from both the
job description and the semi structured interview (list of skills) should be drawn up.
Each competency should be given a name and an appropriate definition that clearly
indicates its meaning and essence.
Step 11: Indicate proficiency levels

Take one competency at a time and indicate different proficiency levels. For the
project five levels of proficiency had to be defined for every competency. Each
proficiency level was defined in term of behavioral indicators.
Step 12 Validate identified competencies and proficiency levels with Head of

Departments.
Confirm competency definitions with respective Head Of Department’s and obtain
from the required proficiency levels of each competency that is ideal for each role.
Also locate any missing competencies.
Step 13 Preparation of competency matrix

Prepare a matrix defining competencies required and corresponding proficiency
levels for each level across all departments.
Step 14 Mapping of competencies

Mapping of competencies of selected employees against the competency matrix as
per their employee level and department. Here an employee’s actual proficiency
level of a particular competency would be mapped against the target proficiency
level.
COMPETENCY BASED SUCCESSION PLANNING AT MMTC.
Through the succession planning process, MMTC try to retain superior

employees because they appreciate the time, attention, and development that
the organization is investing in them. To effectively do succession planning in
the organization, one must identify the skills, knowledge and abilities of
employees at various levels. After identifying it is mapped by the process
called Competency Mapping. In this process the gaps are determined between
the existing and required performance of the employees. After identifying the
the gaps the superior employees are identified. These are the ones who are
further trained for higher job positions.
K. K. ELECTRICAL ENGINEERS
TOTAL ELECTRICAL SOLUTION
COMPANY PROFILE
We are engaged in the field of Erection, Testing & Commissioning of H.T., L.T.
& L.V. System for more than 3 years. We with our Office at Navi Mumbai,
undertake all type of Electrical Work throughout Mumbai & Pune. We are a
closely knit Unit of professional with wide experience in all facts of Electrical
Engineering, especially in the following key areas
a) Underground Cable Installation upto 22Kv.

b) Industrial Installation upto 22 Kv.
c) Erection, Testing & Commissioning of H.T. & L.T. Power/Distribution
System.
d) Erection, Commissioning, Testing of Electrical Equipments upto 22 Kv.
e) Electrical Illumination System.
g) Erection, Testing & Commissioning Fire Alarm, P.A. & Security Systems.
Our customers covers a wide range of Industrial Houses as detailed below :

1. Power Generation & Distribution :
a) Kanoria Chemicals Ltd., Renukoot, U.P.
b) Tata Sponge Iron Ltd., Joda, Orissa.
2. Steel Industries :
a) Rashtriya Ispat Nigam Ltd., Vizag, A.P.

3. Petroleum :
a) Chennai Petroleum Corp. Ltd., Manali, Chennai
4. Commercial :
a) TSEC, Bandra, Mumbai.
b) Infovision Software Pvt. Ltd., Navi Mumbai.
c) Reliance Corporate Park, Navi Mumbai.
d) CDKD Hospital, Mumbai.

e) Umrao Hospital, Mumbai.
5. Sports :
a) Rudby Ground at Vaidya Stadium, Ahmednagar

b) Nerul Gymkhana, Nerul, Navi Mumbai
6. Pharma :
a) Dr. Reddy’s Formulation Unit V, Verna, Goa.

Apart from this we have also a fully organised and well equipped Testing
Department to carry out Pre-commissioning Tests and Fault Finding Tests on
Electrical Equipments and Distribution System.
We have tie up with M/s Ghansyam Industries, having Workshop at Goregaon,

Mumbai where we manufacture L.T. Power Distribution Boards/Motor Control
Centres/Busducts etc.
REVIEW OF RELATED LITERATURE:
2.1 THE ROOTS OF COMPETENCY APPROACH:
Michael Crozier shocked the management community by defining the

organization as imperfect social compromises .Far from being scientific constructs
he depicted a complex organization as a reflection of its actual degree of
competency.
Despite a growing interest of competency among mangers and human resource

professionals in recent years, the modern competency movement in industrial-
organizational psychology actually dates from the mid1950’s and early 1970’s.
In that regard, John Flanagan’s work (1954) and Dave McClelland’s studies (1970)
might be cited as two landmark efforts that originally invented the concept of
competency. Concept maps were invented by Joseph Novak in the 1960s for use
as a teaching tool. Later in 1986 William Trochim developed the concept map into
a strategic planning tool for use in the design of organizational components.
Trochim's technique differs significantly from Novak's original school of thought.
While Novak's maps are generated for an individual, Trochim's are generated by a
group.
2.2 HISTORY OF COMPETENCIES:

John Flanagan (1954)
A seminal article published by John Flanagan in 1954 established Critical Incidents

Technique as a precursor to the key methodology used in rigorous competency
studies. Based on studies of US Air Force pilot performance, Flanagan concluded
that “the principle objective of job analysis procedures should be the determination
of critical requirements. These requirements include those which have been
demonstrated to have made the difference between success and failure in carrying
out an important part of the job assigned in a significant number of instances”.
From here, critical incidents technique was originally discovered.
Critical incidents itself can be defined as a set of procedures for systematically

identifying behaviors that contribute to success or failure of individuals or
organizations in specific situations.
Flanagan’s work, while not strictly about competencies, was important because it
laid the foundation for a new approach to examining what people do. In a later
form, the critical incidents technique would resurface to focus around significant
behavioral events that distinguish between exemplary and fully-successful
performers.
It is Flanagan’s critical incidents technique that sixteen years later inspires David
McClelland to discover and develop the term of “competency”.
Benjamin Bloom (USA)
In mid fifties BENJAMIN laid the foundation for identifying educational

objectives by defining KSA, s needed to be developed in education. The
educational objectives developed by them were grouped under the cognitive
domain.
David McClelland (Harvard Psychologist)
He pioneered the Competency Movement across the world and made it a global
concept. His classic books on Talent and Society, Achievement motive, The
Achieving Society, Motivating economic achievement and power the inner
experience brought out several new dimensions of the competency. These
competencies exposed by Mc .Cleland dealt with effective domain in Bloom’s
terminology.
Richard Boyatzis.
Richard Boyatzis wrote the first empirically-based and fully-researched book on
competency model developments. It was with Boyatzis that job competency came
to widely understood to mean an underlying characteristic of a person that leads or
causes superior or effective performance. Boyatzis was explicit in describing the
importance of clearly-defined competency as reflected in specific behavior and
clearly defined performance outcomes when he wrote that “the important points is
that specific actions cause, or lead to, the specified results. Certain characteristics
or abilities of the person enable him or her to demonstrate the appropriate specific
actions”(Boyatzis, 1982, p. 12).
As founding developer of competency modeling in the United States, Boyatzis

grounded competency interventions on documented behavioral indicators that
caused or influenced effective job performance. Boyatzis, like Flanagan, stressed
the importance of systematic analysis in collecting and analyzing examples of the
actual performance of individuals doing the work. The method for documenting
the actual performance was collected through the behavioral event interview (BEI),
an intensive face-to-face interview that involves soliciting critical incidents from
performers and documenting what the performers thinking and doing during the
incidents (BEI technique will be explained further in Appendix section).
CHAPTER 3
INTRODUCTION OF MMTC LIMITED:
ABOUT THE COMPANY:
Established in 1963, MMTC, one of the two highest foreign exchange earners for
India, is a leading international trading company with a turnover of over US$ 5
billion.
It is the largest international trading company of India and the first Public Sector
Enterprise to be accorded the status of "FIVE STAR EXPORT HOUSE" by Govt.Of
India for long standing contribution to exports. MMTC is the largest non-oil
importer in India.
MMTC's diverse trade activities encompass Third Country Trade, Joint Ventures,
and Link Deals - all modern day tools of international trading.
Its vast international trade network, which includes a wholly owned international
subsidiary in Singapore, spans almost in all countries in Asia, Europe, Africa,
Oceania and Americas, giving MMTC global market coverage.
CORPORATE MISSION:
As the largest trading company of India and a major trading company of Asia,
MMTC aims at improving its position further by achieving sustainable and viable
growth rate through excellence in all its activities, generating optimum profits
through total satisfaction of shareholders, customers, suppliers, employees and
society..
CORPORATE OBJECTIVES:
1.) To be a leading International Trading House in India operating in the

competitive global trading environment, with focus on “bulk” as core
competency and to improve returns on capital employed.
2.) To retain the position of single largest trader in the country for product lines
like minerals, metals and precious metals.
3.) To promote development of trade-related infrastructure.
4.) To support services to the medium and small scale sectors.
5.) To render high quality of services to all categories of customers with

professionalism and efficiency.
6.) To streamline system within the company for settlement of commercial

disputes.
7.) To upgrade employee skills for achieving higher productivity.
BUSINESS OF MMTC:
India’s leading exporter of Minerals:
MMTC is major global player in the minerals trade and is the single largest
exporter of minerals from India. With its comprehensive infrastructural expertise
to handle minerals, the company provides full logistic support from procurement,
quality control to guaranteed timely deliveries of minerals from different ports,
through a wide network of regional and port offices in India, as well as
international subsidiary.
MMTC has won the top export award from Chemicals and Allied Products Export
Promotion Council (CAPEXIL) as the largest exporter of minerals from India for
the sixteenth year in a row.
One of the world’s largest buyers of Fertilizers:
As a leading player in fertilizers and fertilizer raw material, MMTC has become a
major fertilizer marketing company in India, through planned forward integration
of its import activities with the direct marketing of Urea, DAP, MOP Sulphur, Rock
Phosphate, SSP and other farming and agricultural inputs.
The single largest bullion trader in the Indian subcontinent:
MMTC is the largest importer of gold and silver in the Indian sub continent,
handling about 100 MT of gold and 500 MT of silver annually. MMTC has opened
a retail jewellery showroom at Maker Bhawan in Mumbai. MMTC supplies
branded hallmarked gold and studded jewellery. MMTC has also opened a DUTY
FREE jewellery store in the Departure Lounge at Sahara International Airport,
Mumbai, India. An assay and hallmarking unit has been set up at New Delhi for
testing the purity of gold and gold articles in accordance with the internationally
accepted fire assay method.
Besides organizing major jeweler exhibitions abroad, exclusively, MMTC is keen to

set up manufacturing & joint ventures for modern jeweler in association with
leading names in the international jeweler trade as well as marketing.
The biggest importer of non ferrous metals and industrial raw material to India:
MMTC is India's largest seller of imported non-ferrous metals viz. copper,

aluminum, zinc, lead, tin and nickel. It also sells imported minor metals like
magnesium, antimony, silicon and mercury, as also industrial raw materials like
asbestos and also steel and its products.
Major institutional customers of MMTC in India are accredited with ISO-9002

status. MMTC sources its metals from empanelled suppliers including producers
and traders throughout the world.
MMTC is a proud winner of gold trophy for exports of Engineering and

Metallurgical product in non-SSI Sector.
Growing interest in Agro Products world wide:
MMTC is amongst the leading Indian exporters and importers of agro products.
The company's bulk exports include commodities such as rice, wheat, wheat flour,
soy meal, pulses, sugar, processed foods and plantation products like tea, coffee,
jute etc.
MMTC also undertakes extensive operations in oilseed extraction, from the

procurement of seeds to the production of de-oiled cakes for export, as well as
the production of edible oil for domestic consumption. It also imports edible oils.
MMTC has won the gold trophy from FIEO for highest exports in agriculture &
plantation product in non-SSI Sector.
General Trading:
MMTC also handles items like textiles, Mulberry raw silk, building materials,
marine products, chemicals, drugs and pharmaceuticals, processed foods, hydro
carbons, coal and coke.
An Integrated global trader with bulk handling capabilities:
Its comprehensive infrastructure for bulk cargo handling, with well developed
arrangements for rail and road transportation, warehousing, port and shipping,
operations, gives MMTC complete control over trade logistics, both for exports
and imports.
The company's countrywide domestic network is spread over 75 regional, sub-

regional, port and field offices, warehouses and procurement centers.
Social and welfare activities:
MMTC's social and welfare activities promote welfare of the employees through
various schemes like sports activities, liberal loan facilities like house building
advance, conveyance loan, house hold loan, marriage advance, etc. MMTC also
provides subsidized canteen facilities, medical treatment, and residential
accommodation in some of the major cities for its employees. MMTC also takes
care of employees' families through merit scholarship, tuition fee reimbursement,
etc.
MMTC is committed towards environmental upkeepment through a forestation in
the mining areas, development of tribal areas and infrastructure development
through rail links, port facilities, etc.
HR POLICIES AT MMTC
MMTC focuses on fashioning HR policies towards providing more non-monetary

incentives stemming from job satisfaction, diverse learning opportunities and
wider exposure to ever-changing global business environment. MMTC Ltd., which
is a global trading organization and one of Asia's leading trading companies, has
been the first corporate in the public sector to realize the vital role which online
trading has come to occupy in today's global business.
HR mantra in MMTC is to provide more and more job enrichment opportunities to

all so as to ensure that employees remain motivated to realize their full potential
for organizational goals and self-development. Opportunities are also provided to
all to enrich their knowledge base and technical skills through in-house training
programmes and through trainings/seminars organized by reputed outside agencies.
Human resource development in MMTC, therefore, is a continuous exercise
compatible with the change in business patterns and technological innovations in
an era of diversification and search for new business opportunities.
Notwithstanding the culture of a public sector organization, we in MMTC realize
that our most important asset is the employee. We design our HR policies to meet
the above objective. Following are some of the HR policies followed in MMTC.
i. In an IT driven culture, computer literacy is imparted to all employees

ii. Non-graduate employees are encouraged through various incentive
schemes to become graduates. Likewise, post-graduate qualifications are
encouraged through incentives for promotion to higher levels.
iii. Graduate employees are encouraged to obtain professional qualifications

through corporate sponsorships.
iv. Through job rotation employees are constantly motivated to acquire

knowledge and operational skills in different areas of company's
operations. This exercise obviously prepares employees for managing
higher positions more competently.
v. As an incentive to better performers, merit based promotions are

considered.
vi. Regular training programmes for upgrading employee skills, knowledge and
attitudes, in areas like IT, ERP, e-commerce, international trading practices,
general management techniques etc. are organized in an effort to keep
employee morale and commitment high.
vii. Specialization is encouraged in higher management positions through

specialized management development programmes arranged within India
and outside India. LME training, hedging in metals, global bullion pricing,
third country trading, offshore trading, counter-trade mechanism are some
of such specialized trainings.
viii. General management training programmes for all categories of managers

are periodically organized through reputed institutions like IIM, ASCI, IIFT,
MDI etc.
ix. Periodical training programmes are also organized for the development of
SC/ST/OBC employees and women employees.
In short, corporate philosophy at MMTC towards HR is to ensure continuous

development of human resource for fast changing global business through
individual freedom and flexibility.
The locations:
Its vast international network includes:A fully owned international subsidiary in

Singapore- MMTC Transnational Pt. Ltd. (MTPL)
13 regional offices:
East zone: Kolkata, Bhubaneshwar
West zone: Mumbai, Ahemdabad, Goa
North zone: Delhi, Jhandewalan (Delhi), Jaipur
South zone: Bangalore, Bellary, Chennai, Hyderabad, Vizag

MMTC --- MAJOR DEPARTMENTS:
HUMAN RESOURCE DEVELOPMENT
HR mantra in MMTC is to provide more and more job enrichment opportunities to

all so as to ensure that employees remain motivated to realize their full potential
for organizational goals and self-development. Opportunities are also provided to
all to enrich their knowledge base and technical skills through in-house training
programmes and through trainings/seminars organized by reputed outside
agencies. Human resource development in MMTC, therefore, is a continuous
exercise compatible with the change in business patterns and technological
innovations in an era of diversification and search for new business opportunities
Department structure
Deputy General Manager → Manager → Deputy Manager
Functions
The human resource department at MMTC LIMITED chiefly conducts the training
and development programme for employees. Its chief functions are:
 Developmental Activities.
 Looking for avenues for developing and imparting training to employees.
 Being at par with the Commodity Dept. in matters related to latest matters.
 Actively involved in approaching BBA and MBA colleges for taking
students as Interns as a part of CSR.
 Proactive in nature to understand the requirements of various Departments.
 Calling external Trainers to train the employees on various.
 To undertake various HR initiatives in Accordance with an Annual Business
Plan.
 To organize Training inputs for officers/Staff of MMTC.
 To prepare Annual Business Plan for the various HR activities.
 To prepare Annual Training Calendar.
 To implement the Annual Business Plan.
 To undertake Training Need Analysis.
 To organize Training in Accordance with Annual Training Calendar
PERSONNEL DEPARTMENT
The personnel department is one of the most important departments of MMTC

LIMITED. It handles multivariate tasks like recruitment, corporate social
responsibility, industrial relation, promotions etc
Deputy General Manager → Senior Manager → Manager → Deputy Manager
Functions
 Managing the terminal benefits, welfare and creating viable policies in tune
with the company Goals.
 Managing the process of separation of employees and ensuring their
terminal benefits are settled and paid to them in time.
 Ensuring Healthy implementation of all welfare schemes for the benefit of
employees.
 Reviewing the made plans.
 Recruitment, SC/ST matters.
 Recruitment at all levels in MMTC.
 Recruitment at senior levels in NINL.
 Maintenance of SC/ST/OBC reservations details.
 Appointment of Consultants.
 Organizational discipline.
 Framing of Memorandum, Charge Sheets show Cause Notice.
 Issuance of Penalty letters and maintaining discipline within the
organization with the help of appropriate rules in nullifying the acts of
misconduct.
ADMINISTRATION DEPARTMENT:
The administration department at MMTC is the largest .It has various other sub-
divisions.
Deputy General Manager → Manager
The names of the subdivisions of various departments are as follows:
1.) Care Taking Cell
2.) Purchase and supply of Stationary Departments
3.) Printing of Stationary Items
3.) Maintenance of office equipments
4.) Security
5.) Medical
6.) Record Room
ESTATE DEPARTMENT
MMTC has real estate all over India .e.g.: Core1, Jhandewala etc.
MMTC has one corporate office, twelve regional offices.
Deputy General manager → Manager → Deputy Manager
OFFICE STRUCTURE
Field Office → State regional Office → Regional Office → Corporate Office
Every regional office need not have field office.
MMTC has 65 offices including field office, regional office etc.
Most offices are rented premises .In Vishakhapatnam, Mumbai and Delhi Estate
department has its own premises.
FUNCTIONS
The chief function of the estate department is maintenance of real assets of the
organization. Its most important functions:
 Annual maintenance.
 Timely payment of taxes.
 Framing rules and regulations for accommodation.
 Housekeeping work for the housing colony.(MMTC has its housing colony in
Mehrauli road.
 Periodical services to external and internal buildings.
 Annual budgeting for the department. In 2007 Rs.4 crore was allotted to
the department. This year Rs. 12 crore has been proposed.
 Monitors the expenditure on the asset utilization.
CHAPTER 4
OBJECTIVE AND RATIONALE OF THE PROJECT
RATIONALE OF THE PROJECT
Competency mapping has been done by many organizations. The process

becomes challenging in the absence of job descriptions .As MMTC doesn’t have
job descriptions
so the major emphasis was to frame the job descriptions and then map
competencies accordingly. Hence following objectives were taken-
OBJECTIVE:
1.) Understand the concept of competency mapping in today’s business

environment and its relevance at MMTC
2.) To develop job descriptions for the various functions (designation wise) to
gain deeper understanding of the requirements at different position.
3.) Establish proficiency levels required for each competency identified for a
particular position.
4.) Develop a competency dictionary.
5.) To develop a competency model as applicable for the various managerial

positions
at MMTC.
CHAPTER 5
COMPETENCY MAPPING AT MMTC LIMITED
5.1 CONCEPT OF COMPETENCY IN MMTC
Competency is a very new concept in MMTC .There was no job descriptions and
specifications in the company. So this project acts as a foundation for the
company in its venture into competency based practices.
5.2JOB DESCRIPTIONS AND JOB SPECIFICATIONS
What is a job?
A job is a collection of tasks and responsibilities that an employee is responsible

to conduct.
What is a job description?
Job descriptions are lists of the general tasks, or functions, and responsibilities of
a position. Typically, they also include to whom the position reports,
specifications such as the qualifications needed by the person in the job, salary
range for the position, etc. Job descriptions are usually developed by conducting a
job analysis.
 Components of job description:

 Job
 Job title
 Job summary
 Duties and responsonsibility
 Working hours
 Work orientation
 Job specifications
 Why job descriptions?

Job descriptions are used especially for advertising to fill an open position,
determining compensation and as a basis for performance reviews.
 How to frame job descriptions?
Job descriptions are framed by conducting job analysis.
 Job analysis:
Job Analysis is a process to identify and determine in detail the particular job
duties and requirements and the relative importance of these duties for
a given job. Job Analysis is a process where judgments are made about data
collected on a job.
The Job; not the person An important concept of Job Analysis is that the analysis
is conducted of the Job, not the person. While Job Analysis data may be collected
from incumbents through interviews or questionnaires, the product of the analysis
is a description or specifications of the job, not a description of the person.
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the 'job relatedness' of
employment procedures such as training, selection, compensation, and
performance appraisal.
Determining training needs
Job Analysis can be used in training/"needs assessment" to identify or develop:
 training content
 assessment tests to measure effectiveness of training
 equipment to be used in delivering the training.
 methods of training (i.e., small group, computer-based, video, classroom...)
Compensation
Job Analysis can be used in compensation to identify or determine:
 skill levels
 compensable job factors
 work environment (e.g., hazards; attention; physical effort)
 responsibilities (e.g., fiscal; supervisory)
 required level of education (indirectly related to salary level)
Selection’
Job Analysis can be used in selection procedures to identify or develop:
 job duties that should be included in advertisements of vacant positions;

 appropriate salary level for the position to help determine what salary
should be offered to a candidate;
 minimum requirements (education and/or experience) for screening
applicants;
 interview questions;
 selection tests/instruments (e.g., written tests; oral tests; job simulations);
 applicant appraisal/evaluation forms;
 orientation materials for applicants/new hires
Performance review
Job Analysis can be used in performance review to identify or develop:
 goals and objectives

 performance standards
 evaluation criteria
 length of probationary periods
 duties to be evaluated
A typical method of Job Analysis would be to give the incumbent a simple

questionnaire to identify job duties, responsibilities, equipment used, work
relationships, and work environment. The completed questionnaire would then be
used to assist the Job Analyst who would then conduct an interview of the
incumbent(s). A draft of the identified job duties, responsibilities, equipment,
relationships, and work environment would be reviewed with the supervisor for
accuracy. The Job Analyst would then prepare a job description and/or job
specifications.
The method that you may use in Job Analysis will depend on practical concerns
such as type of job, number of jobs, number of incumbents, and location of jobs.
What Aspects of a Job Are Analyzed?
Job Analysis should collect information on the following areas:

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

4.) Conducting the study
5.) Framing of job descriptions
1.) Interview:
A face to face interview of the DGM ’s of the HUMAN RESOURCE,

ADMINISTRATION ,ESTATE AND PERSONNEL department was taken to
gain an insight into the working of the departments and to also know about the
responsibility and duties of the DGM’ s.
2.) Pilot study:
On the basis of the interview a job description evaluation form was prepared
.The form was filled by the DGM’s. The feedback on the form was not able to
give the relevant information. It had a number of shortcomings and more over
the lengthy nature of the form made it monotonous. It failed to give the desired
response.
3.) Framing of job evaluation form:
So a modified form was prepared which was easy and simple in nature
4.) Conducting the final study:
Then the study was conducted for the following job positions at human
resource, administration, personnel and estate:-Deputy General Manager,
Senior Manager, Manager and Deputy Manager
5.4 STEPS FOR CONDUCTING COMPETENCY MAPPING AT MMTC

Limited
The Steps involved in competency mapping with an end result of job evaluation
include the following:
Step 1 : Identify departments for competency profiling:

Here we have to decide and select the departments within the organization which
we would like to include into our study. It is to be noted that departments should
be chosen based on their criticality and importance to the organization .At MMTC
LIMITED there are number departments. For this project four departments have
been considered namely being human resource department, personnel
department, administration department and estate department.
Step 2: Identifying hierarchy within the organization and selection of levels:
Study the organization hierarchy across each of the selected departments. For
MMTC LIMITED hierarchy. For the purpose of the study here we have selected
Junior Management (Deputy Manager and Manager) and Middle Management
(Sr. Manager and Deputy General Manager.)
Step 3: Obtain the job descriptions:
For the two levels at every department we obtained each role’s job description
and in cases where they were not available we conducted a detailed interview to
derive a job description.
Step 4: Preparation of semi structured interview:
As one of the tools for collecting information we prepared a list of questions that
would make up a semi structured interview. These questions were put forth
employees at the two levels.
Step 5: Recording of interview details:

The candidate’s answers and opinions were recorded in as much detail as possible
for further reference during the project.
Step 6: Preparation of a list of Skills:

As per the interview and the details that were generated from the candidate,
were used to generate a list of skills observed for the job. Thereon a list of
identified competencies was drawn for each interviewed candidate.
Step 7: Indicate proficiency levels:
Taking one competency level at a time different proficiency levels were indicated.
For the project five levels of proficiency were defined for every competency. Each
proficiency level was defined in term of behavioral indicators.
Step 8: Validate identified competencies and proficiency levels with immediate

superiors and other heads of the concerned department:
Competency definitions were confirmed with respective Head Of Department’s

and the required proficiency levels of each competency that is ideal for each role
was obtained from them. Missing competencies were located
Step9: Preparation of competency dictionary:

A competency dictionary defining competencies and corresponding proficiency
levels for each level across all departments was prepared.
Step 10: Mapping of competencies:

Mapping of competencies of selected employees against the competency
dictionary as per their employee level and department was done. Here an
employee’s actual proficiency level of a particular competency was mapped
against the target proficiency level.
5.5 COMPETENCY DICTIONARY
1.) BUSINESS AWARENESS:
Definition: Understanding and utilizing economic, financial, and industry data to

accurately diagnose business strengths and weaknesses, identifying key issues,
and developing strategies and plans.
LEVELS:
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
Able to Financial Knowledge Overview of Understanding

continually acumen.(accurate of company business. the Industry
identify and knowledge about products.
explore the financial
business resources.)
opportunities
and needs.
2.) BUDGET MANAGEMENT:
Definition: Understanding of the available resources and utilizing them in the

best possible manner by remaining within the amount allotted to do a particular
task.
LEVELS:
Has the basic Ability to Capable of Ability to Ability of

understanding assess the framing utilize the utilize the
of necessary budgets. amount limited
expenditures expenditures. allotted to resources in
and revenues the an optimum
of the department manner.
department. as planned.
3.) CHANGE ORIENTATION:
Definition: The ability to manage and accept changes.
LEVELS:

Demonstrates Involves Reshapes the Generates Ability to
capacity to employee in team to deal innovations support
identify initiating and with and creative innovation
changes. implementing challenges ideas which and creativity
changes. created by assist in by
changes. progressing. encouraging
The change staff to
process. accept and
resolve
changes.
4.) COMMUNICATION:
Definition: Clearly conveying information and ideas through a variety of media to

individuals or groups in a manner that engages the audience and helps them
understand and retain the message.
LEVELS:
Listening and Speak Is able to Is able to Understands

Interpretation, confidently,gives provide read, write, the reasons
establishing clear direct and information speak and behind other
rapport, specific in desired follow people’s
understanding message. manner. Is instructions thoughts and
needs. able to in order to concerns.
communicate perform his Uses this
ideas. role. understanding
to predict and
prepare for
others'
reactions.
5.) COORDINATION:
Definition: The process of facilitating the flow of work for a purpose or

procedure and the ability to monitor or regulate those procedures and
activities.
LEVELS:
Builds Encourages Develops Creates team Able to

effectively and supports information- effectiveness facilitate the
team within colleagues to sharing using people flow of work
a function/ achieve networks skills. for a process.
country. goals.
6.) CONTROLLING:
Definition: Control is the process through which standards for performance

of people and processes are set and applied.
LEVELS:
Ability to Keep a check Ability to Ability to Ability to

exercise on the allocate exercise convince
powers. working decision control others on a
system. making without particular
authority or compelling course of
task employees action.
responsibility thus avoiding
to others employee
dissent.
7.) DECISION MAKING:
Definition: The capacity to make sound and practical decisions which deal
effectively with the issues and are based on thorough analysis and diagnosis.
LEVELS:
Knowledge Is capable of Takes Is able to Takes

of and understanding proactive give opinions decisions
ability to of various decisions and when mutually
use scenarios for calculate risk collective based on the
effective effective involved. Is decisions are facts.
approaches decision committed required. Accepts
for choosing decision to decisions. delegated
a course of making. authority and
action or acts with
developing span of
appropriate control.
solutions.
8.) DEVELOPING OTHERS:
Definition: To plan and support the development of others through a

competency based system.
LEVELS:
The desire Is able to Assess Implement Has the

and capacity make an employee development knowledge of
to foster and objective training programs to development
development assessment needs support procedures.
of members of against set staffs in
of his or her individual’s goals. achieving
team. performance performance
goals.
9.) INITIATIVE:
Definition: The capacity to take action independently and to assume

responsibility for one’s action.
LEVELS:
LEVELS 1 LEVELS 2 LEVEL 3 LEVEL 4 LEVEL 5
Takes Challenges Voice ideas Able to take Continuously

initiative to the status on business prompt suggests
try out new quo and issues action to innovative
ideas at his suggest new without accomplish changes and
work place to ways to prompting, objectives. can translate
improve improve the adopts the
process. current changes in innovative
system. work place. ideas into
concrete
changes.
10.) INTERPERSONAL SKILLS:
Definition: Develop effective relationships with others.
LEVELS:
Ability to Open and Can establish Shares Cooperates

develop and honest in his a rapport expertise in with the
maintain communication. wide range achieving team, get
effective .Coaches and team goals. along with
relationships support Can bring the people.
with others in team. people in
order to achieving
encourage and team and
support resolving
communication conflict
and teamwork. arising
within.
11.) INFORMATION MANAGEMENT:
Definition: It is the collection and management of information from one or

more sources and the distribution of that information to one or more audiences.
LEVELS:

Knows what Uses a wide Use existing Develop Collect the
information variety of information systems to right
is needed networks to and organize and information
and whom to collect resources to improve the for the right
approach. information its maximum quality of time.
on key advantage. information
issues. and data
collection.
12.) LEADERSHIP:
Definition: Leadership is an interpersonal influence directed towards the

achievement of a goal or goals.
LEVELS:

Recognizes Clear about Assigns Takes Foresee the
conflicts and who should responsibility advantage of conflicts and
acts be given to different most tries to
accordingly. which tasks? people opportunities, minimize the
Senses the according to could do same before
Coaches
need to their more to it arises, thus
people when
assign duties capability leverage takes
required and
to people and sets them through necessary
open to give
and deadlines for others. steps.
advice when
delegating. the same.
asked.
13.) MOTIVATION:
Definition: Motivation is a desire to achieve a goal, combined with the energy

to work towards that goal.
LEVELS:

Encourages Creates and Finds out To guide. Keeps
the maintains a what employee
employees positive motivates well
whenever environment. employees informed.
required. and tries to
provide it.
14.) PLANNING AND ORGANIZING:
Definition: Establishing courses of action for self and others to ensure that work
is completed efficiently.
LEVELS:
Diaries Meets Able to assist Is effective in Ability of

appointments deadlines, other team planning the arrange and
and keeps to delivers work members best balance assign work
them on on time where of resources to use
time. Can without necessary to including resources
prioritize sacrificing formulate human, efficiently.
tasks and quality. objectives. financial and
recognize the technological
Is a positive Accountable
difference influence on for to meet
between the use of preparation goals.
urgent and time in-group and delivery
important meetings - of plans for
tasks. helps an activity or
maintain project
focus. undertaken
by a work
group or
team.
15.) PROBLEM SOLVING:
Definition: Processes problems into solutions and new opportunities.
LEVELS:
Ability to Determine Work actively Ability to Identifies and

identify possible to resolve handle educates
problems. solutions. the issues. outcomes others to
arising out of focus on
the solutions causes, not
suggested symptoms, of
and problems
implemented and works co
operatively
to seek
solutions.
16.) RETENTION:
Definition: Employee retention is a process in which the employees are

encouraged to remain with the organization for the maximum period of time or
until the completion of the project.
LEVELS:
Has a basic Able to Ability to Takes actions Create a

understanding understand develop and feeling of
of employee reasons for plans to implements recognition
turnover. employee reduce plans to among the
turnover. attrition. check employees.
attritions
17.) RECORD KEEPING:
Definition: Ability to handle documents
LEVELS:
Has a basic Ability to Can interact Ability to Capable of

understanding make entries. with various interpret the keeping up
of various departments records and to date
kinds of and prepare take
records. records decisions records.
accordingly. accordingly
18.) STRATEGIC ORIENTATION:
Definition: It is an inclination to formulate strategies with long term

objectives..
LEVELS:
Takes a long Identifies Sets targets, Decides on Takes on

term and gaps and monitors optimum challenging
visionary seeks to efficiency work but
view of the overcome and approach. achievable
direction to them. effectiveness. goals.
be followed
in the future.
19.) SELECTION:
Definition: selection is a process to choosing the best among st available

alternatives. It is finding right person for the right job.
LEVELS:
Has a basic Ability to Ability to Ability to Can interact

knowledge of recognize screen select the with various
selection skills and candidates right universities
procedures talents and conduct candidate for and suggest
around. interview. the recruitment
organization. trips.
20.) TEAM MANAGEMENT:
Definition: Actively participating as a member of a team to move the team

toward the completion of goals.
LEVELS:
Participates Takes in Takes action Uses Communicates

willingly with charge of outside daily strategies to information
the team by managing work routine promote team about the
doing his/her the whole to build effectiveness business to
share of the business and commitment across the management
teams' work. completing it to the team business such and
Works well at the right as a focus. as providing employees.
within the time. Models information to Actively
team teamwork in other areas of organizes
environment own the activities
to establish behavior. organization aimed at
constructive to help make building team
ideas or decisions spirit
solutions that collaboratively
meet and sharing
organizational resources to
objective. solve mutual
problems.
21.) TECHNICAL SKILLS:
Definition: These are the skills that are action specific and requires training.
LEVELS:
Performing Working with Demonstrating Working with Possession of

office task. and data and technical or computer knowledge,
numbers. professional technology, understanding
working with expertise to at to use and expertise
the as a computer to carry out
computer professional technology to the work
and technical ensure a high effectively.
resource to he level of
organization. efficiency in
accomplishing
work.
CHAPTER 6
RESEARCH METHODOLOGY :
RESEARCH DESIGN : “Descriptive Research”
SAMPLE SIZE :
department Deputy Manager Senior Deputy

manager manager general
manager
HR   
ESTATE    
PERSONNEL    
RESEARCH TOOL AND QUESTIONNAIRE

Forms were prepared after consultation with the guide. Several forms were
studied on internet. The was prepared after gaining a clear understanding of the
competency concepts.
The forms were checked by the Industry Guide Mr. S. Bhasker.
ACTION PLAN FOR DATA COLLECTION
Steps to be followed:
Job evaluation
Job analysis.
Framing of job description
Identifying the competencies and framing competency level.
Forming a competency dictionary
Mapping of executive competencies of departments namely HR, Personnel, Estate

and Administration
Finding competencies gap.
Identifying training needs
Acting as a channel for business development.
DATA ANALYSIS:
 SCALE:
 The scale is used for rating competencies.

The scale used is 1-5 rating scale, where 1 is the lowest and 5 is the highest score.
 CHARTS
 Chart 1: RADAR CHART
Radar charts are usually used to compare performance of different entities on a

same set of axes. A radar chart graphically shows the size of the gaps among five
to ten organizational performance areas. The chart displays the important
categories of performance and makes visible concentrations of strengths and
weaknesses. A radar chart shows how a team has evaluated a number of
organizational performance areas.
In this project radar chart is used to show the competency gaps that exist at a
particular job position.
Present: the competency level that exists in the organization
Requirement: The competency levels that is required for a particular job

position
Example:
COMPETENCY ASSESSMENT OF GENERAL SKILLS (ADMINISTRATION)
TEAM WORK
6
INTERPERSONAL 2 COMMUNICATION
PRESENT
0
REQUIREMENT
INFORMATION MANAGEMENT INITIATIVE
 Chart no.2: CORE- SUPPORTING COMPETENCY CHART

 This chart shows the critical and the supporting competencies required at a
particular job position at MMTC LIMITED.
CORE: These are competencies that are essentially required to perform a
particular job function.
SUPPORTING: These are the competencies which facilitate the core competency
 Chart no.3: Competency Assessment Chart:

 This chart shows the competency gaps that has been identified. Competency gap
is the difference that exists between the observed and the ideal competencies. It
shows the area where training is required
CHART NO. 1: RADAR CHART
1.1
JOB TITLE : MANAGER
COMPETENCY TYPE : GENERAL
DEPARTMENT : HUMAN RESOURCE

competency assesment of general skills(Human Resource)
TEAMWORK
6
4
INFORMATION
2 COMMUNICATION
MANAGEMENT Present
0
Requirement
INITIATIVE INTERPERSONAL
1.2 JOB TITLE : MANAGER
DEPARTMENT : PERSONNEL
competency assessment of general skills (PERSONNEL)
TEAM WORK
5
4
3
2
INTERPERSONAL COMMUNICATION
1
present
0
requirement
1.3
JOB TITLE : MANAGER
DEPARTMENT : ADMINISTRATION
COMPETENCY ASSESSMENT OF GENERAL SKILLS (ADMINISTRATION)
TEAM WORK
6
INTERPERSONAL 2 COMMUNICATION
PRESENT
0
REQUIREMENT
1.4
JOB TITLE : MANAGER
DEPARTMENT :ESTATE
DEPARTMENT : ESTATE
Competency assessment of general skills(Estate)
TEAMWORK
6
4
INFORMATION MANAGEMENT 2 COMMUNICATION
Present
0
Requirement
INITIATIVE INTERPERSONAL
1.5
JOB TITLE : MANAGER
COMPETENCY TYPE : FUNCTIONAL
DEPARTMENT : ESTATE
COMPETENCY ASSESSMENT OF FUNCTIONAL SKILLS (ESTATE)
RECORD KEEPING
6
BUSINESS AWARENESS 2 BUDGET MANAGEMENT

PRESENT
0
REQUIREMENT
PROBLEM SOLVING TECHNICAL
1.6
JOB TITLE : MANAGER
COMPETENCY ASSESSMENT OF FUNCTIONAL SKILLS (ADMINISTRATION)
RECORD KEEPING
6
CONTROLLING 2 PLANNING AND ORGANIZING

PRESENT
0
REQUIREMENT
PROBLEM SOLVING TECHNICAL SKILLS

competency assessment of functional skills (Personnel)
BUSINESS AWARENESS
5
4
3
2
COMMUNICATION BUDGET MANAGEMENT
1
0
present
Requirement
SELECTION RETENTION

competency assessment of functional skills(Human Resource
STRATEGIC ORIENTATION
6
4
CHANGE ORIENTATION 2 PLANNING AND ORGANISING
0
Present
Requirement
PERFORMANCE
MOTIVATION
IMPROVEMENT
1.9 JOB TITLE : DEPUTY GENERAL MANAGER
DEPARTMENT :PERSONNEL
competency assessment of general skills (Personnel)
LEADERSHIP
6
STRATEGIC ORIENTATION 2 TEAM MANAGEMENT present

0 REQUIREMENT
DECISION MAKING INTERPERSONAL

competency assessment of general skills(Human Resource)
LEADERSHIP
6
STRATEGIC ORIENTATION 2 TEAM MANAGEMENT

Present
0
Requirement
DEPARTMENT : ESTATE
competency as s es s ment of general s ki l l s (Es tate)
LEA D ER SHIP
6
2 TEA M MA NA GEMENT pres ent

R equi rement
0
STR A TEGIC OR IENTA TION INTER PER SONA L
Competency assessment of general skills(Administration)
LEADERSHIP
6
4
STRATEGIC
2 TEAM MANGEMANT
ORIENTATION
present
0
REQUIREMENT

1.13
JOB TITLE : DEPUTY GENERAL MANAGER
competency assessment of functional skills (Personnel)
BUSINESS AWARENESS
5
4
3
2
COMMUNICATION BUDGET MANAGEMENT
1
0
present
Requirement
SELECTION RETENTION

com petency assessm ent of functional skills(Hum an Resource)
PLANNING AND ORGANISING

6
DEVELOPING OTHERS 2 MOTIVATION

Present
0
Requirem ent
BUSINESS AWARENESS COMMUNICATION
1.15: JOB TITLE : DEPUTY GENERAL MANAGER
competency assessment of functional skills (Administration)
TECHNICAL
6
4
PLANNING AND
2 INITIATIVE
ORGANISING
0 present
requirement
CONTROLLING BUDGET MANAGEMENT
1.16
JOB TITLE : DEPUTY GENERAL MANAGER
DEPARTMENT : ESTATE
competency assessment of functional skills (Estate)
BUSINESS AWARENESS
5
4
3
PLANNING AND 2
COORDINATION
ORGANIZING 1 present
0 requirement
BUDGET MANAGEMENT TECHNICAL

CHAPTER 7
RESEARCH FINDINGS
The important findings of this study are
1) Identification of competency levels of employees.

2) Discovery of competency gaps.
3) Identification of training needs.
4) A step towards succession planning by identifying their KPA’s and
rating their performance.
Visit
hrmba.blogspot.com
allmbastuff.blogspot.com
for moreproject reports, notes etc.

CHAPTER 8
SUMMARY AND CONCLUSION
In the present chapter investigator would like to give a summary and conclusions
of the obtained results
. After a thorough study of the topic following objectives were framed:

1.) To develop job descriptions for the various functions (designation wise)
2.) To identify the KPA’S (Key Performance Areas) of the desired levels
In four departments
3.) Develop a competency dictionary
4.) Establish proficiency levels required for each competency identified for a
particular position.
5.) To develop a competency model as applicable for the various managerial

positions at MMTC
6.) To prepare the employees for succession plan by improving their KPA’s
through proper training.
For framing job descriptions and specifications data was obtained from
employees with the help of carefully structured forms. After obtaining the data
from the sample of employees, the data was carefully analyzed and job
descriptions and specifications were framed.
After framing the job description and specification a competency framework was
developed for each job position under study .There were 10 competencies for
each job position. Out of these 10 competencies 5 were the general competencies
that was common to all the four departments (Human Resource Development,
Estate, Personnel and Administration) and 5 were the functional competencies
which was department specific. A five point scale was developed to rate the
competencies and determine the levels.
It was found that training is required in all the four departments at every level.
The details about the people who require training is given in the following chart.
PEOPLE WHO REQUIRE TRAINING IN GENERAL SKILLS:
DEPARTMENT LEVELS COMPETENCY COMPETENCY

TYPE NAME
 Deputy General General  Interperson

Manger/Senior al
PERSONNEL Manager
 Deputy
Manager/Manag
er
 Strategic
Orientation
 Team
Manageme
nt
 Leadership
HUMAN  Deputy General General  Team Work
RESOURCE Manger/Senior  Initiative
Manager
DEVELOPMENT
 Deputy
Manager/Manag  Interperson
er al
 Strategic
Orientation
 Deputy General General  Team Work

Manger/Senior  Communica
ADMINISTRATION Manager tion
 Deputy
manager/Manag
er  Team
Manageme
nt
 Deputy General General  Information

Manager/Senior Manageme
ESTATE Manager nt
 Initiative
 Deputy
Manager/Manag  Leadership
er  Team
Manageme
nt
 Interperson
al
 Decision
Making
 Strategic
Orientation
PEOPLE WHO REQUIRE TRAINING IN FUNCTIONAL SKIILS:
DEPARTMENT LEVELS COMPETENCY COMPETENCY

TYPE NAME
 Deputy General Functional  Selection
Manger/Senior
PERSONNEL Manager
 Deputy
Manager/Manag
 Retention
er
HUMAN  Deputy General Functional  Planning

RESOURCE Manger/Senior and
Manager Organizing
DEVELOPMENT  Communic
ation
 Business
Awarenes
s
 Deputy  Planning
Manager/Manag And
er Organizing
 Performan
ce
Improvem
ent
 Motivatio
n
 Change
Orientatio
n
 Deputy General Functional  Planning
Manger/Senior and
ADMINISTRATION Manager Organizing
 Controllin
g
 Deputy  Problem
manager/Manag Solving
er
 Planning
and
Organizing
 Record
Keeping
 Controllin
g
 Deputy General Functional  Coordinati
Manager/Senior on
ESTATE Manager
 Deputy
Manager/Manag
er
Recommended Direction For Future Research In Competency Mapping

It would be useful to direct future research on the following lines:
 Attempt to overcome the limitations based on a Job-Organization-

Environment in the context of time approach to mapping future ready
competencies. This method is called JOE (T) method. The method seeks to
 To take a comprehensive view the role of job characteristics,

organizational finger prints and impact of environment on the
organization.
 Consider elements of future roles of the organization.
 Objectively assigning priorities (or weights) to various impacting behaviors

of a competency based organization finger print.
 Balancing weights to be given to current and future focused competencies
in different environmental contexts.
Visit
hrmba.blogspot.com
allmbastuff.blogspot.com
for moreproject reports, notes etc.

BIBLIOGRAPHY
REFERENCES
INTERNET
Search engines GOOLGE and YAHOO.
WORKSHOP:
A workshop on Competency Mapping held at MMTC Limited conducted by

Mr.R.K. Mohanty (Consultant)
BOOKS
Competency Mapping Education Kit module 3 and 4-T V Rao
Handbook Of Competency Mapping - Seema Sangi

Competency Mapping in An Organization

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Competency Mapping in An Organization

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COMPETENCY MAPPING IN AN

Competency mapping is a process through which one assesses and

Competency mapping can also be done for contract or freelance workers, or

Any underlying characteristic required performing a given task, activity, or

Competency includes observable behavior as well as aptitudes, skill and

First popularized by BOYATZIS (1982) with Research result on clusters of

Competency: A person- related concept that refers to the dimensions of

 ALBANESE(1989) : Competencies are personal characteristics that

Competencies are generic knowledge motive, trait, social role or a skill of a

These behaviors are demonstrated by excellent performers on-the-job much

Set of SKILLS Attribute

 The competencies are observable or measurable knowledge, skills and

Competencies in organization tend to fall in two categories

 General Functioning Competencies.

It is a process of identification of the competencies required to perform

 Competency Map. A competency map is a list of an individual’s

 Competency Mapping. Competency mapping is a process an individual

 Competency profiling It is the process of identifying the knowledge,

Step 1 : Identify departments for competency profiling:

Step 2: Identifying hierarchy within the organization and selection of levels:

Step 3: Obtain the job descriptions:

Step 4: Preparation of semi structured interview:

Step 5: Recording of interview details:

Step 8: Validate identified competencies and proficiency levels with

Step9: Preparation of competency dictionary:

Competency tools can be many things, including paper forms, software, or

WHO IDENTIFIES COMPETENCIES?

Competencies can be identified by one of more of the following category

WHAT METHODOLOGY IS USED?

The following methods are used in combination for competency mapping:

The following steps may be followed in competency Mapping:

WHAT LANGUAGE TO USE?

Use technical language for technical competencies. For example: Knowledge of

The following are some of tips to do competency mapping at low cost:

Prepare this as an illustration.

Skills + Knowledge + Ability

Job Analysis leads to

 long lists of tasks and the skills / knowledge required to

Competency model leads to

 A distilled set of underlying personal characteristics.

The approach allows executives and managers to make a distinction between

Competency mapping serves a number of purposes. It is done for the

 Competency based Performance Appraisal

1. Establishment of clear high performance standards.

1. Competency based appraisal process leading to effective

 Competency based succession planning

The effectiveness of the training function is heavily dependent upon

An inadequacy at this stage cascades to all the subsequent training processes.

TRANINING LEADING TO SUCCESSION PLANNING:

As a general definition, “Succession Planning” is the process of preparing to

 Succession planning is traditionally defined as “a means of identifying

 Identifying, developing, retaining and replacing talented individuals in

 Ensure business continuity

SUCCESSION PLANNING is a process whereby an organization ensures that

Step 1 : Identify departments for competency profiling

Step 3 :Obtain the job descriptions.

Step 4 Preparation of semi structured interview

Step 5: Scheduling of interviews

Step 6: Conducting of interviews

Step 7 Recording of interview details

Step 8: Preparation of a list of Skills

Step 9: Repeat for next levels and functions.

Step 11: Indicate proficiency levels