Index

CONTENTS PAGE NO.

CHAPTER 1 INTRODUCTION

CHAPTER 2 RESEARCH METHODOLOGY

CHAPTER 3 INDUSTRY PROFILE

CHAPTER 4 COMPANY PROFILE

CHAPTER 5 THEORETICAL FRAME WORK

CHAPTER 6 DATA ANALYSIS & INTERPRETATION

CHAPTER 7 FINDINGS & SUGGESTIONS

CHAPTER 8 CONCLUSION & BIBLIOGRAPHY

ANNEXURE QUESTIONNAIRE
 CHAPTER -1
INTRODUCTION
INTRODUCTION OF THE STUDY:

“Competency Mapping” refers to a process through which the competencies of

the necessary process are identified. It is done to determine the critical activities
of the mandatory processes of the organization. If Competency Mapping is
done, then the organization can identify its area of thrust and can take necessary
actions for future implementation of the activities. In the Competency Mapping,
the process is break down into sub components named as activities and the
competency of all these activities are identified.

Organizations perform the task of Competency Mapping to determine the areas

which are crucial for its proper working and success. The competencies which
are included in the identification are Managerial, Behavioral, Technical, Skill
based, Attitude based and Conceptual Knowledge based. All these aspects
together lead to determine the actual status of the activity completion and
process functioning which is important for the organization.

Competency Mapping is made up of two terms – Competency + Mapping,

Where, Competency refers to clarify any underlying characteristic that is
required to perform the process or the activity and Mapping refers to the
scheduling of the activities in a sequential order. Together, Competency
Mapping refers to the proper scheduling of the activities which are required for
the completion of the crucial processes.

Organization seeking to establish a highly effective and efficient work force must
develop a competency mapping technique, but research suggests that most
organizations fail to recognize the competencies of the employees and utilize them
efficiently thus disabling the employees to work at their best. The aim of this
surveys find out,” competency level of the employees” and to provide various
suggestions in order to enrich the present level of performance of the employees.
 When organizations recognize that people are truly their most valuables
resource them one of the roles they accept is helping employees manage their
careers. Competency mapping is an important resource in this environment, and is an
adjunct to knowledge management and other organizational initiatives.
Competency mapping process is designed to consistently measure and
assess individual and group performance as it relates to the expectations of the
organizations and customers. It is used to identify key attributes (knowledge, skills,
and behavior attributes) that are required to perform effectively in a job classification
or an individual process.
Competency mapping juxtaposes two sets of data. One set is based on
organizational work flow and processer. It starts with the clear articulation of work
flow and process including all quality and quantity requirements, input and outputs,
decision criteria, and most important, internal and external customer requirements.
For each step in each process. Specific performance are identify with all associated
metrics and expectations. The other set of data is based on individual and group
performance.
Capabilities it is collected through the utilization of a variety of
assessment tools and procedures (which may include a lowest 360-degree feedback
process) to assess the extent to which individuals and group can consistency
demonstrate over time the competencies required to meet expectations.
Where the output from the organizational maps meets the individual
and group performance capabilities, an overall trend line is created that identified
where in the process specific developmental opportunity exists, and with what
specific population.
OBJECTIVES OF THE STUDY:
PRIMARY OBJECTIVE:

To analyze the competency level of the employees in Essen Industries Pvt.Ltd.

SECONDARY OBJECTIVE:
Creating a competency based culture in the organization.

To measure the work quality of the workers in the Essen

Industries Pvt.Ltd.

To identify whether the employee achieve the competency

mapping level.

To know whether the employee who work in Essen Industries

Pvt.Ltd, have a good observation of work.

To know whether the employee has such skill or knowledge to

get in the higher level position from their normal position.

To suggest the suitable strategy to enhance the competency

mapping level of the employee towards the organization.

To analyze the individual competency using various dimensions

of competency such as intellectual, emotional, motivational and
social.

To map the distance between the expected level and present

level of competency found among the employees.

Identifying and building competencies of individuals as efficient

andeffectivemanagers.
NEED FOR THE STUDY:
The study is focused on analyzing the competency skills of employees at
Essen Industries Pvt.Ltd. Through the competency mapping process. The level
of competencies and skills of the employees is analyzed through the various
dimensions of competency live Emotional, Intellectual, Motivational and social.
The productivity of the company mainly depends on the employees. Competent
employees will be more productivity. So the employee competency mapping
should be the main concern for any HR department.
The HR department has to perform the competency mapping process
effectively and must also motivate the employees by providing them with career
growth opportunity, training programs, appropriate appraisals, identifying the
work and implementation awards and other monetary benefits.
Under the above scenario there is a need to study the competency mapping
of employees with regards to the above-mentioned factors.

USE OF COMPETENCY MAPPING:

Competency mapping can play a significant role in,
 Recruitment and selection.
 Performance management.
 Training and development.
 Succession planning.
 Job enrichment and job enlargement.
PURPOSE OF COMPETENCY MAPPING:
“Effectiveness of an organization is the summation of the required
competencies in the organization”
They are,
 Gap analysis,
 Role clarity,
 Selection, potential identification, growth plans.
 Succession planning,
 Restructuring,
 Inventory of competencies for future planning.
SCOPE OF COMPETENCY MAPPING:

Creating a competency based culture in the organization.

Identifying and building competencies of individuals as efficient

andeffectivemanagers.

To ensure that right people are identified and placed in the right jobs
& employee potential is identified, developed and utilized to
thefullestextent.

Help uplift the competencies of critical groups of managers by

providing them insights into their competencies and developmental
opportunities.  
IMPORTANCE OF COMPETENCY MAPPING:
Competency mapping is excessively used in the organization to determine the
crucial elements and activities. The basic reason due to which the mapping of
the competencies is done is as follows,
 Once the competencies are determined, proper training can be provided to
the individuals to work more efficiently on the processes.
 Key performance areas can be improved by understanding the fields
where there is a gap between the actual and the desired result.
 If the competencies are determined for the given jobs, then the person
whose career planning phase is taking place can consider those
competencies and can be ready for the same.
 Through the competency mapping, the individual is preparing himself for
the next set of responsibilities.
 With the help of the competency mapping the individuals can alter the
style of work where the gap exists.
 By overcoming the differences in the desired level and the actual status
of performance the individual can feel the increase in the self confidence
and the motivational level.
 Competency based approach can lead the individual to derive much
efficient results (with more accuracy) as compared to work in a non-
competency derived situation.
 Competency mapping plays a crucial role in career planning of the
individual in the organization.
 Competency mapping leads the individual to understand the actual
position from the desired status of work.
 Helps the individuals to determine the areas where the development is
required and thus leads the individual to develop a self develop.
 This is a competency era. It is beyond doubt that it is beneficial and
cost effective to have competent people occupy higher level positions.
 Competency refers to the intellectual, managerial, social and emotional
competency.
 Many organizations in India and abroad are channelizing efforts to
mapping competencies and implementing and development centers.
 The need of the hour as indicated by many organizations is to design and
implement low cost assessment and development centers,
 Competency mapping specially designed to meet the requirements of
developing economies like ours.
LIMITATIONS OF THE STUDY:
 The study is confined only to Essen Industries Pvt.Ltd.

 The sample is limited only to 100 respondents.

 The study could not be generalized because findings and conclusions

were restricted 100 respondents only.

 Due to short span of time, the researcher was able to meet selected
employees in the organization.

 The response given by the selected employees may be subject bias.

 The first important drawback is the duration of the training period is only
for 30 days.

 The questions can be increased but due to organizational policy, the

questions had been reduced.

 Some of the respondents are unwilling to respond the questionnaire.

 CHAPTER- 2
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
The research methodology deals with various aspects of research, it talks about
the type of research to be used. The researcher plans how data can be collected.
The researcher also plans for the data collection tools. The researcher plans
what type of questionnaire to be followed &what ranking scales to be used.
The researcher decides about the sample size, research boundary & the various
statistical tools to be used in data analysis & interpretation.

MEANING OF RESEARCH:
• Research is composed of two syllables, a prefix re and a verb search.
• Re means again, anew, over again.
• Search means to examine closely and carefully, to test and try, to probe.
• The two words form a noun to describe a careful and systematic study in some
field of Knowledge, undertaken to establish facts or principles.
• Research is an organized and systematic way of finding answers to questions.
RESEARCH DESIGN:
“A research design is purely & simply the frame work or plan for study that
guides the collection data.”
Fundamental to the success of any formal research project is sound design. A
good research design has the following characteristics namely
 Problem definition.
 Specific methods of data collection & methods.
 Time required for project.
 Estimate of expenses to be incurred.

In this study, the searcher has adopted Descriptive Research Design.

RESEARCH PROCESS:
• Choosing the research problem
• Review of related literature
• Collection of data
• Interpretation of data
• Preparing the research report Methods of Research
• Historical method: to reconstruct the past objectively and accurately, often in
relation to the Tenability of a hypothesis.
• Descriptive method: to describe systematically a situation or area of interest
factually and accurately.
• Developmental method: to investigate patterns and sequences of growth and/or
change as a Function of time.
• Case and field method: to study intensively the background, current status, and
environmental interactions of a given social unit.
• Correlation method: to investigate the extent to which variations in one factor
correlate with variations in one or more other factors based on correlation
coefficient.\
• Casual-comparative or “Ex post facto” method: to investigate possible
cause-and-effect Relationships by observing some existing consequence and
looking back through the data for plausible casual factors.
• True experimental method: to investigate possible cause-and-effect
relationships by exposing one or more experimental groups to one or more
treatment conditions and comparing the results to one or more control groups not
receiving the treatment, random assignment being essential.
• Quasi-experimental method: to investigate the conditions of the true
experiment in a setting which does not allow the control or manipulation of all
relevant variables?
• Action research: to develop skills or new approaches and to solve problems
with direct application to the classroom or other applied setting.
DESCRIPTIVE RESEARCH DESIGN:
A descriptive research design is one of that simply describes something such
as demographic characteristics of certain people who use something.
The descriptive study we are typically concerned with determining frequently
with which something occurs or how two variables vary together. This study is
typically guided by an initial hypothesis.
A descriptive study requires a clear specification of who, what, when, where,
why &how aspects of the research.

DATA COLLECTION METHOD:

Most of the study is based on the primary data collection and secondary data
leads to collect the employee’s details of the company. The primary data refers
to fresh data collected for the study by the researcher with own personal effort.
Data is collected through primary and secondary data. The needed primary
data is collected through survey method by the way of questionnaire. The
secondary data has been collected through the various records, journals,
documents and others.

SOURCES OF DATA:

The data are collected from two major sources:

 PRIMARY DATA
 SECONDARY DATA

PRIMARY DATA:
“Data which are collected a fresh & for the first time is called a primary data. It
happens to be original in character.” The researcher would have to decide which
sort of data would be used for the study & according to it the can be sorted &
used for the study.
The collection of primary data is done by questionnaire method.

SECONDARY DATA:
Data which are collected from earlier research work is called secondary data. It
is not original in character. It is a second hand data.
This data are collected from profile, brochure, websites, manuals, and report &
from information bulletin maintained by Human resource development
Department.
STATISTICAL TOOLS:
CHI-SQUARE TEST:
The  test based on the chi-square distribution & it is a parametric test. It is
used for comparing a sample variance to a theoretical population variance. The
test has become very popular because, they can be applied in any type of
situations. The symbol  is a Greek letter “chi” & it was used by Karl Pearson
in the year 1990.

The objective of chi-square () is to determine whether areas of significant

difference exist among the various groups. Chi-square test involves comparison
of expected frequency (Ei) with observed frequency (Oi) to determine whether
the difference between the two is greater, which might occur by chance.
FORMULA:

2= (Oi-Ei)2 / Ei
 Where,
 = Chi-square
Oi = Observed frequency
Ei = Expected frequency

DEGREES OF FREEDOM:

df = (r-1) * (c-1)

(Number of rows-1) * (Number of column-1)

Where,
df = Degree of Freedom
r = Number of Rows
C = Number of columns
SIMPLE WEIGHTED AVERAGE METHOD:

With simple weighted average method there are several ways to determine
weighted value. To construct an index number, this method weights.

FORMULA:

X = (W1.X3) + (W2.X3) + (W3.X3) + ………. + (Wn.Xn) / W1 + W2 + W3 +

……….. + Wn.

PILOT STUDY / PRE TESTING THE QUESTIONNAIRE:

As soon as the topic was approved, the researcher has done an intensive study
The researcher has made a preliminary study among the top level executives.
After having a preliminary discussion with them, the researcher has proceeded
further.
A questionnaire has been constructed by the researcher & tested with the
executives. Afterwards, the necessary changes have been made in the
questionnaire.
Research design : Descriptive Research design
Sources of data : Primary data & Secondary data
Research instrument : Questionnaire, Websites, Manuals etc..,
Sampling area : Essen Industries Pvt.Ltd
Sampling unit : Employees in Essen Industries Pvt.Ltd
Sampling technique : Random or Probability Sampling
Sample size : 100 Employees

CHAPTER 3
INDUSTRY PROFILE
 INDUSTRIALISATION AND ECONOMIC DEVELOPMENT
We have emphasised in the previous chapters the need for a substantial and rapid
improvement in agriculture in order to increase the supply of foodgrains and raw materials
needed in the country. The fact that at the present juncture it is necessary to give the highest
priority to agricultural development including the building up of the necessary basic services
like irrigation and power does not, however, mean that industrial development is in any sense
less important. In the development of an underdeveloped economy there is really no conflict
between agricultural and industrial development. Improvement in agriculture cannot proceed
beyond a point unless the surplus working force on the land is progressively diverted to
industries and services. Similarly, industrial development itself cannot advance sufficiently
without a large increase in the supply of food necessary to maintain the population thus
diverted and of the raw materials needed to enable industries to expand production. The fact
that the productivity of labour in industry is much higher than in agriculture also points to the
need for rapid industrial development. Moreover, in an underdeveloped country the surpluses
created in the industrial sector are likely to be available for investment relatively more easily
than surpluses in the agricultural sector. The pattern of industrialisation to be adopted, that is,
the relative emphasis on capital goods industries and consumer goods industries and the
degree of capital intensiveness in different lines of industry, has, of course, to be decided in
the light of several technical, economic and social factors. But there is no doubt that over a
period the desired rate of economic progress will necessitate a rapid diversification of the
occupational structure through development of industry, together with trade and transport.

 INDIAN INDUSTRIAL STRUCTURE

2. The relative backwardness of industiral development in India may be judged from the fact
that in 1948-49 factory establishments accounted for only 6.6 percent of total national
income. The total labour force engaged in such establishments is about 2.4 million or 1.8
percent of the working population in the country. While in the aggregate India's industrial
output may look massive, per head of population it is very much lower than the industrial
output in advanced countries.

3. Prior to the first world war the only major industries which had developed substantiaflly
were cotton' and jute textiles, for which the country had exceptional natural advantages. The
industrial development since the twenties is associated with the adoption of a more
progressive industrial and fiscal policy. Between 1922, when the policy of discriminating 420

the contribution of the Industrial Sector in India GDP

The industrial sector is one of the main sectors that contribute to the Indian GDP. The
country ranks fourteenth in the factory output in the world. The industrial sector is made up
of manufacturing, mining and quarrying, and electricity, water supply, and gas sectors. The
industrial sector accounts for around 27.6% of the India GDP and it employs over 17% of the
total workforce in the country. The Growth Rate of the Industrial Sector in India GDP came
to around 5.2% in 2002- 2003. In this year, within the India GDP, the mining and quarrying
sector contributed 4.4%, the electricity, water supply, and gas sector contributed 2.8%, and
the manufacturing sector contributed around 5.7%. 

The Growth Rate of the Industry Sector in India GDP came to around 6.6% in 2003- 2004
and in this year, the electricity, water supply, and gas sector contributed 4.8%, the mining and
quarrying sector contributed 5.3%, and the manufacturing sector contributed 7.1% in India
GDP. Industry Growth Rate in India GDP came to 7.4% in 2004- 2005, with the
manufacturing sector contributing 8.1%, the mining and quarrying sector contributing 5.8%,
and the water supply, electricity, and gas sector contributing 4.3% in India GDP. 

Industry Growth Rate in India GDP came to 7.6% in 2005- 2006. In this year, the mining and
quarrying sector contributed 0.9%, the manufacturing sector contributed 9.0%, and the water
supply, gas, and electricity sector contributed 4.3%. The Growth Rate of the Industrial Sector
finally came to 9.8% in 2006- 2007. This shows that Industry Growth Rate in India GDP has
been on the rise over the last few years. 

The reasons for the rise of Industry Growth Rate in India GDP 

The reasons for the increase of Industry Growth Rate in India GDP are that huge amounts of
investments are being made in this sector and this has helped the industries to grow. Further
the reasons for the rise of the Growth Rate of the Industrial Sector in India are that the
consumption of the industrial goods has increased a great deal in the country, which in its
turn has boosted the industrial sector. Also the reasons for the increase of Industry Growth
Rate in India GDP are that the industrial goods are being exported in huge quantities from the
country.

The Indian government must boost the Industrial Sector 

Industry Growth Rate in India GDP thus has been registering steady growth over the past few
years. This has given a major boost to the Indian economy. The government of India thus
must continue to make efforts to boost the industrial sector in the country. For this will in turn
help to grow the country's economy.
Industrial Revolution
The Industrial Revolution was a period from the 18th to the 19th century where major
changes in agriculture, manufacturing, mining, transportation, and technology had a profound
effect on the social, economic and cultural conditions of the times. It began in Britain, then
subsequently spread throughout Western Europe, North America, Japan, and eventually the
world.
The Industrial Revolution marks a major turning point in human history; almost every aspect
of daily life was influenced in some way. Most notably, average income and population
began to exhibit unprecedented sustained growth. In the two centuries following 1800, the
world's average per capita income increased over tenfold, while the world's population
increased over sixfold.[2] In the words of Nobel Prize winner Robert E. Lucas, Jr., "For the
first time in history, the living standards of the masses of ordinary people have begun to
undergo sustained growth ... Nothing remotely like this economic behavior has happened
before".[3]
Starting in the later part of the 18th century, there began a transition in parts of Great Britain's
previously manual labour and draft-animal–based economy towards machine-based
manufacturing. It started with the mechanisation of the textile industries, the development of
iron-making techniques and the increased use of refined coal.[4] Trade expansion was
enabled by the introduction of canals, improved roads and railways.[5]
The introduction of steam power fuelled primarily by coal, wider utilisation of water wheels
and powered machinery (mainly in textile manufacturing) underpinned the dramatic increases
in production capacity.[5] The development of all-metal machine tools in the first two
decades of the 19th century facilitated the manufacture of more production machines for
manufacturing in other industries. The effects spread throughout Western Europe and North
America during the 19th century, eventually affecting most of the world, a process that
continues as industrialisation. The impact of this change on society was enormous.[6]
The First Industrial Revolution, which began in the 18th century, merged into the Second
Industrial Revolution around 1850, when technological and economic progress gained
momentum with the development of steam-powered ships, railways, and later in the 19th
century with the internal combustion engine and electrical power generation. The period of
time covered by the Industrial Revolution varies with different historians. Eric Hobsbawm
held that it 'broke out' in Britain in the 1780s and was not fully felt until the 1830s or 1840s,
[7] while T. S. Ashton held that it occurred roughly between 1760 and 1830.[8]
Some 20th century historians such as John Clapham and Nicholas Crafts have argued that the
process of economic and social change took place gradually and the term revolution is a
misnomer. This is still a subject of debate among historians.[9][10] GDP per capita was
broadly stable before the Industrial Revolution and the emergence of the modern capitalist
economy.[11] The Industrial Revolution began an era of per-capita economic growth in
capitalist economies.[12] Economic historians are in agreement that the onset of the
Industrial Revolution is the most important event in the history of humanity since the
domestication of animals and plants.
The earliest use of the term "Industrial Revolution" seems to be a letter of 6 July 1799 by
French envoy Louis-Guillaume Otto, announcing that France had entered the race to
industrialize. In his 1976 book Keywords: A Vocabulary of Culture and Society, Raymond
Williams states in the entry for "Industry": "The idea of a new social order based on major
industrial change was clear in Southey and Owen, between 1811 and 1818, and was implicit
as early as Blake in the early 1790s and Wordsworth at the turn of the century." The term
Industrial Revolution applied to technological change was becoming more common by the
late 1830s, as in Louis-Auguste Blanqui description in 1837 of la révolution industrielle.
Friedrich Engels in The Condition of the Working Class in England in 1844 spoke of "an
industrial revolution, a revolution which at the same time changed the whole of civil society".
Credit for popularising the term may be given to Arnold Toynbee, whose lectures given in
1881 gave a detailed account of it.
Innovations

The only surviving example of a Spinning mule built by the inventor Samuel Crompton

The commencement of the Industrial Revolution is closely linked to a small number of
innovations,[16] made in the second half of the 18th century:

 Textiles – Cotton spinning using Richard Arkwright's water frame, James

Hargreaves'sSpinning Jenny, and Samuel Crompton's Spinning Mule (a combination of
the Spinning Jenny and the Water Frame). This was patented in 1769 and so came out of
patent in 1783. The end of the patent was rapidly followed by the erection of many cotton
mills. Similar technology was subsequently applied to spinning worsted yarn for various
textiles and flax for linen. The cotton revolution began in Derby, which has been known
since this period as the "Powerhouse of the North".
 Steam power – The improved steam engine invented by James Watt and patented in
1775 was initially mainly used to power pumps for pumping water out of mines, but from
the 1780s was applied to power other types of machines. This enabled rapid development
of efficient semi-automated factories on a previously unimaginable scale in places
where waterpower was not available. For the first time in history people did not have to
rely on human or animal muscle, wind or water for power. The steam engine was used to
pump water from coal mines; to lift trucks of coal to the surface; to blow air into the
furnaces for the making of iron; to grind clay for pottery; and to power new factories of
all kinds. For over a hundred years the steam engine was the king of the industries.
 Iron making – In the Iron industry, coke was finally applied to all stages of
iron smelting, replacing charcoal. This had been achieved much earlier for lead and
copper as well as for producing pig iron in a blast furnace, but the second stage in the
production of bar irondepended on the use of potting and stamping (for which
a patent expired in 1786) or puddling (patented by Henry Cort in 1783 and 1784).
These represent three 'leading sectors', in which there were key innovations, which allowed
the economic take off by which the Industrial Revolution is usually defined. This is not to
belittle many other inventions, particularly in the textile industry. Without some earlier ones,
such as the spinning jenny and flying shuttle in the textile industry and the smelting of pig
iron with coke, these achievements might have been impossible. Later inventions such as
the power loom and Richard Trevithick's high pressure steam engine were also important in
the growing industrialisation of Britain. The application of steam engines to powering cotton
mills and ironworks enabled these to be built in places that were most convenient because
other resources were available, rather than where there was water to power a watermill.
In the textile sector, such mills became the model for the organisation of human labour in
factories, epitomised by Cottonopolis, the name given to the vast collection of cotton
mills, factories and administration offices based in Manchester. The assembly line system
greatly improved efficiency, both in this and other industries. With a series of men trained to
do a single task on a product, then having it moved along to the next worker, the number of
finished goods also rose significantly.
Also important was the 1756 rediscovery of concrete (based on hydraulic lime mortar) by the
British engineer John Smeaton, which had been lost for 1300 years.[17]

Technological developments in Britain

In the early 18th century, British textile manufacture was based on wool which was processed
by individual artisans, doing the spinning and weaving on their own premises. This system is
called a cottage industry. Flax and cotton were also used for fine materials, but the processing
was difficult because of the pre-processing needed, and thus goods in these materials made
only a small proportion of the output.
Use of the spinning wheel and hand loom restricted the production capacity of the industry,
but incremental advances increased productivity to the extent that manufactured cotton goods
became the dominant British export by the early decades of the 19th century. India was
displaced as the premier supplier of cotton goods.
Lewis Paul patented the Roller Spinning machine and the flyer-and-bobbin system for
drawing wool to a more even thickness, developed with the help of John Wyatt in
Birmingham. Paul and Wyatt opened a mill in Birmingham which used their new rolling
machine powered by a donkey. In 1743, a factory was opened in Northampton with fifty
spindles on each of five of Paul and Wyatt's machines. This operated until about 1764. A
similar mill was built by Daniel Bourn in Leominster, but this burnt down. Both Lewis Paul
and Daniel Bourn patented carding machines in 1748. Using two sets of rollers that travelled
at different speeds, it was later used in the first cotton spinning mill. Lewis's invention was
later developed and improved by Richard Arkwright in his water frame and Samuel
Crompton in his spinning mule.
Other inventors increased the efficiency of the individual steps of spinning (carding, twisting
and spinning, and rolling) so that the supply of yarn increased greatly, which fed a weaving
industry that was advancing with improvements to shuttles and the loom or 'frame'. The
output of an individual labourer increased dramatically, with the effect that the new machines
were seen as a threat to employment, and early innovators were attacked and their inventions
destroyed.
To capitalise upon these advances, it took a class of entrepreneurs, of which the most famous
is Richard Arkwright. He is credited with a list of inventions, but these were actually
developed by people such as Thomas Highs and John Kay; Arkwright nurtured the inventors,
patented the ideas, financed the initiatives, and protected the machines. He created the cotton
mill which brought the production processes together in a factory, and he developed the use
of power—first horse power and then water power—which made cotton manufacture a
mechanised industry. Before long steam power was applied to drive textile machinery.

Metallurgy
The major change in the metal industries during the era of the Industrial Revolution was the
replacement of organic fuels based on wood with fossil fuel based on coal. Much of this
happened somewhat before the Industrial Revolution, based on innovations by SirClement
Clerke and others from 1678, using coalreverberatory furnaces known as cupolas. These were
operated by the flames, which contained carbon monoxide, playing on
the ore and reducing the oxide to metal. This has the advantage that impurities (such as
sulphur) in the coal do not migrate into the metal. This technology was applied to lead from
1678 and tocopper from 1687. It was also applied to iron foundry work in the 1690s, but in
this case the reverberatory furnace was known as an air furnace. The foundry cupola is a
different (and later) innovation.
This was followed by Abraham Darby, who made great strides using coke to fuel his blast
furnaces at Coalbrookdale in 1709. However, the coke pig iron he made was used mostly for
the production of cast iron goods such as pots and kettles. He had the advantage over his
rivals in that his pots, cast by his patented process, were thinner and cheaper than theirs. Coke
pig iron was hardly used to produce bar iron in forges until the mid 1750s, when his
son Abraham Darby II built Horsehay and Ketley furnaces (not far from Coalbrookdale). By
then, coke pig iron was cheaper than charcoal pig iron.
Matthew Boulton helped James Watt to get his business off the ground. he set up a massive
factory called the Soho Factory, in the midlands.
Bar iron for smiths to forge into consumer goods was still made in finery forges, as it long
had been. However, new processes were adopted in the ensuing years. The first is referred to
today as potting and stamping, but this was superseded by Henry Cort's puddling process.
From 1785, perhaps because the improved version of potting and stamping was about to
come out of patent, a great expansion in the output of the British iron industry began. The
new processes did not depend on the use of charcoal at all and were therefore not limited by
charcoal sources.
Up to that time, British iron manufacturers had used considerable amounts of imported iron
to supplement native supplies. This came principally from Sweden from the mid-17th century
and later also from Russia from the end of the 1720s. However, from 1785, imports decreased
because of the new iron making technology, and Britain became an exporter of bar iron as
well as manufactured wrought ironconsumer goods.
Since wrought iron was becoming cheaper and more plentiful, it also became a major
structural material following the building of the innovative The Iron Bridge in 1778
by Abraham Darby III.
The Iron Bridge, Shropshire, England
An improvement was made in the production of steel, which was an expensive commodity
and used only where iron would not do, such as for the cutting edge of tools and for
springs. Benjamin Huntsman developed his crucible steel technique in the 1740s. The raw
material for this was blister steel, made by the cementation process.
The supply of cheaper iron and steel aided the development of boilers and steam engines, and
eventually railways. Improvements in machine tools allowed better working of iron and steel
and further boosted the industrial growth of Britain.

Mining
Coal mining in Britain, particularly in South Wales started early. Before the steam engine,
pits were often shallow bell pits following a seam of coal along the surface, which were
abandoned as the coal was extracted. In other cases, if the geology was favourable, the coal
was mined by means of an adit or drift mine driven into the side of a hill. Shaft mining was
done in some areas, but the limiting factor was the problem of removing water. It could be
done by hauling buckets of water up the shaft or to a sough (a tunnel driven into a hill to
drain a mine). In either case, the water had to be discharged into a stream or ditch at a level
where it could flow away by gravity. The introduction of the steam engine greatly facilitated
the removal of water and enabled shafts to be made deeper, enabling more coal to be
extracted. These were developments that had begun before the Industrial Revolution, but the
adoption of James Watt's more efficient steam engine from the 1770s reduced the fuel costs
of engines, making mines more profitable. Coal mining was very dangerous owing to the
presence of firedamp in many coal seams. Some degree of safety was provided by the safety
lamp which was invented in 1816 by Sir Humphry Davy and independently by George
Stephenson. However, the lamps proved a false dawn because they became unsafe very
quickly and provided a weak light. Firedamp explosions continued, often setting off coal dust
explosions, so casualties grew during the entire 19th century. Conditions of work were very
poor, with a high casualty rate from rock falls.
Steam power
The development of the stationary steam engine was an essential early element of the
Industrial Revolution; however, for most of the period of the Industrial Revolution, the
majority of industries still relied on wind and water power as well as horse- and man-power
for driving small machines.
The first real attempt at industrial use of steam power was due to Thomas Savery in 1698. He
constructed and patented in London a low-lift combined vacuum and pressure water pump,
that generated about one horsepower (hp) and was used in numerous water works and tried in
a few mines (hence its "brand name", The Miner's Friend), but it was not a success since it
was limited in pumping height and prone to boiler explosions.
Newcomen's steam powered atmospheric engine was the first practical engine. Subsequent
steam engines were to power the Industrial Revolution
The first safe and successful steam power plant was introduced by Thomas Newcomen before
1712. Newcomen apparently conceived the Newcomen steam engine quite independently of
Savery, but as the latter had taken out a very wide-ranging patent, Newcomen and his
associates were obliged to come to an arrangement with him, marketing the engine until 1733
under a joint patent.[19][20] Newcomen's engine appears to have been based on Papin's
experiments carried out 30 years earlier, and employed a piston and cylinder, one end of
which was open to the atmosphere above the piston. Steam just above atmospheric pressure
(all that the boiler could stand) was introduced into the lower half of the cylinder beneath the
piston during the gravity-induced upstroke; the steam was then condensed by a jet of cold
water injected into the steam space to produce a partial vacuum; the pressure differential
between the atmosphere and the vacuum on either side of the piston displaced it downwards
into the cylinder, raising the opposite end of a rocking beam to which was attached a gang of
gravity-actuated reciprocating force pumps housed in the mineshaft. The engine's downward
power stroke raised the pump, priming it and preparing the pumping stroke. At first the
phases were controlled by hand, but within ten years an escapement mechanism had been
devised worked by a vertical plug tree suspended from the rocking beam which rendered the
engine self-acting.
A number of Newcomen engines were successfully put to use in Britain for draining hitherto
unworkable deep mines, with the engine on the surface; these were large machines, requiring
a lot of capital to build, and produced about 5 hp (3.7 kW). They were extremely inefficient
by modern standards, but when located where coal was cheap at pit heads, opened up a great
expansion in coal mining by allowing mines to go deeper. Despite their disadvantages,
Newcomen engines were reliable and easy to maintain and continued to be used in the
coalfields until the early decades of the 19th century. By 1729, when Newcomen died, his
engines had spread (first) to Hungary in 1722, Germany, Austria, and Sweden. A total of 110
are known to have been built by 1733 when the joint patent expired, of which 14 were
abroad. In the 1770s, the engineer John Smeaton built some very large examples and
introduced a number of improvements. A total of 1,454 engines had been built by 1800.[21]

Chemicals

The large scale production of chemicals was an important development during the Industrial
Revolution. The first of these was the production of sulphuric acid by the lead chamber
processinvented by the Englishman John Roebuck (James Watt's first partner) in 1746. He
was able to greatly increase the scale of the manufacture by replacing the relatively expensive
glass vessels formerly used with larger, less expensive chambers made of riveted sheets
of lead. Instead of making a small amount each time, he was able to make around 100 pounds
(50 kg) in each of the chambers, at least a tenfold increase.
The production of an alkali on a large scale became an important goal as well, and Nicolas
Leblanc succeeded in 1791 in introducing a method for the production of sodium carbonate.
TheLeblanc process was a reaction of sulphuric acid with sodium chloride to give sodium
sulphate andhydrochloric acid. The sodium sulphate was heated with limestone (calcium
carbonate) and coal to give a mixture of sodium carbonate and calcium sulphide. Adding
water separated the soluble sodium carbonate from the calcium sulphide. The process
produced a large amount of pollution (the hydrochloric acid was initially vented to the air,
and calcium sulphide was a useless waste product). Nonetheless, this synthetic soda
ash proved economical compared to that from burning specific plants (barilla) or from kelp,
which were the previously dominant sources of soda ash,[22] and also to potash (potassium
carbonate) derived from hardwood ashes.
These two chemicals were very important because they enabled the introduction of a host of
other inventions, replacing many small-scale operations with more cost-effective and
controllable processes. Sodium carbonate had many uses in the glass, textile, soap, and paper
industries. Early uses for sulphuric acid included pickling (removing rust) iron and steel, and
for bleaching cloth.
The development of bleaching powder (calcium hypochlorite) by Scottish chemist Charles
Tennant in about 1800, based on the discoveries of French chemist Claude Louis Berthollet,
revolutionised the bleaching processes in the textile industry by dramatically reducing the
time required (from months to days) for the traditional process then in use, which required
repeated exposure to the sun in bleach fields after soaking the textiles with alkali or sour
milk. Tennant's factory at St Rollox, North Glasgow, became the largest chemical plant in the
world.
In 1824 Joseph Aspdin, a British bricklayer turned builder, patented a chemical process for
making portland cement which was an important advance in the building trades. This process
involves sintering a mixture of clay and limestone to about 1,400 °C (2,552 °F),
then grinding it into a fine powder which is then mixed with water, sand and gravel to
produce concrete. Portland cement was used by the famous English engineer Marc Isambard
Brunel several years later when constructing the Thames Tunnel.[23] Cement was used on a
large scale in the construction of the London sewerage system a generation later.
After 1860 the focus on chemical innovation was in dyestuffs, and Germany took world
leadership, building a strong chemical industry.[24]Aspring chemists flocked to German
universities in the 1860-1914 era to learn the latest techniques. British scientists by contrast,
lacked research universities and did not train advanced students; instead the practice was to
hire German-trained chemists.[25]
Gas lighting
Another major industry of the later Industrial Revolution was gas lighting. Though
others made a similar innovation elsewhere, the large scale introduction of this was the work
of William Murdoch, an employee of Boulton and Watt, the Birmingham steam engine
pioneers. The process consisted of the large scale gasification of coal in furnaces, the
purification of the gas (removal of sulphur, ammonia, and heavy hydrocarbons), and its
storage and distribution. The first gas lighting utilities were established in London between
1812-20. They soon became one of the major consumers of coal in the UK. Gas lighting had
an impact on social and industrial organisation because it allowed factories and stores to
remain open longer than with tallow candles or oil. Its introduction allowed night life to
flourish in cities and towns as interiors and streets could be lighted on a larger scale than
before.

Industrial Growth in India

The latest data for Index of Industrial Production (IIP) has been released for the month of
October 2008. It shows that industrial growth in India has turned negative for the first time
since 1993. According to figures of IIP, the overall growth rate of industrial production as
measured by the IIP has been -0.4% in the month of October 2008 as compared with that of
October 2007.

The detailed data for the IIP is given in the following table:
Growth Rate of Industrial Production over the corresponding period of the
previous year

Month Mining Manufacturing Electricity General

  2007-08 2008-09 2007-08 2008-09 2007- 2008-09 2007- 2008

 08 08 -09

                 

Octobe
r 5.1 2.8 13.8 -1.2 4.2 4.4 12.2 -0.4

Apr-
Oct 4.9 3.7 10.6 4.2 7.2 2.8 9.9 4.1

Source: Press Note -: Quick Estimates of Index of Industrial Production and Use-based Index (Base 1993-
94=100) for the month of October, 2008. Available at: http://pib.nic.in/release/release.asp?relid=45554

From the above table it is seen that the growth rate of the overall index declined from a
high value of 12.2% in October 2007 to a negative -0.4% in October 2008. If we
compare the growth rates of April-October 2007 and that of 2008 we see that the growth
rate declined from 9.9% in 2007 to 4.1% in 2008. In September 2008, this growth rate
was 4.8%. (Source: http://mospi.nic.in/mospi_iip.htm). This massive decline in the
growth rate of the overall industrial index is driven mainly by a drastic fall in the growth
rate of the manufacturing sector.
It is seen from the above table that the growth rate of Manufacturing registered the
maximum fall, whereby it declined from 13.8% in October 2007 to a negative -1.2% in
October 2008. On the other hand, the growth rate of manufacturing declined to 4.1% in
April-October 2008 as compared to 9.9% in the same period in the previous year. The
growth rate of manufacturing in September 2008 was 4.8%.
(Source:http://mospi.nic.in/mospi_iip.htm). Manufacturing sector’s weight in the overall
industrial index is close to 80%. Therefore, it is obvious that such large fall in the growth
rate of the manufacturing sector has resulted in a negative growth rate for the overall
IIP.
As far as mining is concerned, it is seen that the growth rate declined from 5.1% to
2.8%, while there has been a minor increase in the growth rate of electricity production
from 4.2% to 4.4%.
Let us also look into the growth rate of the 6 core infrastructure companies, whose
figures have also been released. This is shown in the following table:

Index of six core sector industries - October 2008

Sector Weig Oct Oct Apr- Apr-

ht ’07 ’08 Oct Oct
(%) % % ’07-’0 ’08-’0
in IIP growt growt 8 9
h h % %
grow growt
th h

Crude 4.17 -0.1 -0.3 0.6 -0.7

Petroleu
m

Refinery 2.00 2.7 5 8.8 4.5

Product
s

Coal 3.22 8.9 10.9 3.7 8.4

 Electrici 10.17 4.2 4.4 7.1 2.8
ty

Cement 1.99 7.5 6.2 8.5 6.0

Finished 5.13 5.2 -0.5 7.3 4.2

Steel
(carbon
)

Overall 26.7 4.6 3.4 6.6 3.9

Source:  Infra Growth Dips to 3.4% in October, Business Standard, 12

December 2008

From the above figure it is clear that the overall growth rate of the infrastructure
industries declined from 4.6% in October 2007 to 3.4% in October 2008. There was a
massive decline in the growth rate of steel production from 5.2% to a negative growth of
-0.5%. It is seen that the growth rate of cement production also declined from 7.5% to
6.2% in the same period.
The above two tables show that there has been very significant slowdown in the
industrial sector growth rate in India, which is almost spread across the board. In order
to understand the nature of this decline in the growth rate of industrial production, let us
first look at the Use-Based categorization of the IIP figures. This is shown in the
following table:

Source: Press Note -: Quick Estimates of Index of Industrial Production and Use-based
Index (Base 1993-94=100) for the month of October, 2008. 
From above table it is seen that all categories of industries witnessed decline in their
growth rates in October 2008 as compared to October 2007. The most noteworthy
aspect is the fact that there has been a drastic decline in the growth rate of capital
goods industries, which declined from a very high figure of 20.9% in October 2007 to a
low figure of 3.1% in October 2008. if we consider the intermediate industries, then also
a similar picture emerges, where the growth rate declined from  13.9% ion October 2007
to a negative growth rate of -3.7% in October 2008. Similar is the story of the consumer
goods industries, where the growth rate declined from 13.7% in October 2007 to -2.3%
in October 2008. Within the consumer goods sector, the growth rates of both consumer
durables as well as non-durables turned negative in October 2008, while both these
growth rates were quite high in October 2007.
The question is what explains this overall slow down in the growth rate of industrial
production in India. Firstly, it must be remembered that the Indian economy has been
adversely affected by the global financial crisis. It has been the case that as a result of
the global economic crisis, there has been a crisis of credit even in the Indian economy. 
As a result, banks have become more stringent in giving loans to individuals or
companies to meet their consumption or investment needs. This has adversely affected
the investment decisions of firms and companies. As a result we are witnessing that the
growth rate of production of capital goods industry has declined sharply in the country.
Capital goods production essentially depends on the investment decisions of firms. In a
situation where the overall economic scene is positive,firms increase their investments
which get reflected in an increase in the production of capital goods. By the same logic, a
sharp decline in the production of capital goods essentially shows that firms are less than
forthcoming in taking up new investments.
Why have firms become reluctant in taking investment decisions? One reason for firms’
reluctance to make investments has been already mentioned in the previous paragraph
which is in terms of higher interest rates on loans. There is however an additional reason
for this reluctance, which is the following. Investment decisions of firms are based upon
expectations of the future which in turn is formed on the basis of the demand
performance at the present. If at present, there is a drop in demand, then for the firms this
will manifest itself as an increase in their unutilized capacity and/or a build up of
their inventories.In this case, the firms perceive that their earlier investment decisions were
overestimates, since there exist unutilized capacities and therefore they cut back on
investment decisions. To some extent this is currently happening in the Indian economy. We
have seen how big firms like TATA Motors or Ashok Leyland closed down their units for
some days or JSW steel cutting production and so on and so forth. This is nothing but a
manifestation of a demand problem, which is reflected in the fact that the growth rate of the
consumer goods sector has turned negative in October 2008 from a very high level in October
2007 as has been shown in the above table.
Now, the question is what accounts for the fall in the demand in the Indianeconomy,which is
reflected in the drastic fall in the growth rate of consumer goods. It must first be noted that
the demand in the Indian economy which has led the good growth performance of the last
few years is very narrowly based. It stems mainly from the demand of the rich and the middle
class based upon easy loans made available to them by banks. Now, with the global financial
crisis hitting India, the banks stopped giving easy loans which has resulted in the decline in
demand for consumer goods, particularly consumer durables in India. At the same time, with
massive poverty existing, particularly in the Indian countryside, there is very little demand
that this segment of the population generates. Therefore, what is needed is a plan of action
which tries to put more purchasing power in the hands of the poor, whose demand can then
increase the overall demand base in the economy and lead India towards a sustained demand
led growth.
On the other hand it has also been the case that in the fact of global recession, particularly in
the USA, India’s exports have also been badly hit. In fact the export growth in October 2008
has been negative, the lowest in many years. So, the external demand for Indian industrial
output has also not been strong enough.
It can however be argued that since the demand in India was largely based on the
consumption of the rich and middle class on the basis of soft loans, what is essential is
interest cuts, which will then automatically increase the demand in the economy. This
however is not necessarily the case. The present crisis is a crisis of confidence, where even
with low interest rates, banks might just refuse to lend to any borrowers other than the truly
credit worthy one. On the other hand, given the uncertainties in the market, the borrowers are
also less than willing to take such loans. In other words, only an injection of liquidity in the
market may not solve the problem, since people may just hold on to the excess liquidity
without creating any demand, a case which Keynes called the liquidity trap. The current
world as well as the Indian economic situation is akin to this phenomenon. (See, ‘In Search of
a real Stimulus’, Jayati Ghosh, Another argument can be made at this point which is the
following. Even if it is granted that by a mere reduction of interest rates will not solve
the problem,the current stimulus package announced by the Government will take care of the
problem which talks about an additional fiscal stimulus and also tax cuts in the form of a cut
in excise duties. Firstly, it needs to be pointed out that the fiscal expenditure
of Rs 20,000crores planned by the Government is only 0.5% of the IndianGDP and is grossly
inadequate to quell the crisis. Secondly, the tax cuts in terms of cuts in excise duties will
increase demand only if they are passed on to the consumers through a price cut. More
importantly, however such cuts in the excise duties is aimed at only a short term solution of
giving rise to a demand bubble based on lower prices. But it completely ignores the aspect of
increasing the purchasing power of the poor by direct intervention of the state in funding the
Public Distribution System, expenditure in rural areas etc. In short the current stimulus
package is inadequate to meet the serious problem that the economy is in right now.

CHAPTER 4
COMPANY PROFILE
Profile
Essen Industries is a Hyderabad based company, primarily focusing on IT & ITES. The
company mainly addresses Asia Pacific, Europe and US markets and is looking to broaden its
horizons to other parts of the world. Essen has trained man power with over 200 man-years of
experience working with a highly structured system.

Our Vision:
To support our customers to be competitive

Mission: Pursue for excellence in product design

Cost competitiveness
Value addition
Profitability
Create opportunities and develop engineers from Local colleges
Value Proposition Single window for Engineering, IT and IT enabled Services Processes of
large organization with response of young organization

Product development competency Cost-effective offshore development Flexibility

Banking and Financial Services

Banking and Financial Services is the largest industry vertical serviced by Essen Industries
with over 5000 people providing wide range of services to businesses across North America,
Europe, Australia and Asia.

Our process expertise in this vertical includes a repository of knowledge of best practices,
extensive experience in transitioning processes from our clients, and the application of Six
Sigma and Lean to eliminate defects and variation and to reduce inefficiency.  Combining
this with our analytical capabilities, our technological expertise, and our operational insight,
we seek to create long-term relationships with our clients as an integral part of their
organization and not just as a service provider. Our key differentiators include:

Global Delivery

From our global locations in India, China, the Philippines, the U.S., Mexico, the Netherlands,
Spain, Hungary and Romania, Essen Industries offers a comprehensive global delivery
solution that includes onshore, near shore, and offshore locations.

Do More with Less

The delivery capability of Essen Industries is built on a strong Six Sigma foundation, which
drives continuous improvement and sustains cost savings beyond labor arbitrage.

Comprehensive Financial Services

Essen Industries has proven capabilities in Commercial Finance, Consumer Finance,

Mortgage Services, Investment Banking / Wealth & Investment Management, and Securities
& Asset Management. To complement our deep process expertise in each of these areas,
Essen Industries offers a comprehensive suite of Technology Capabilities for banks and
financial institutions, which uniquely positions us to deliver business impact specific to your
needs. In addition, we also offer a comprehensive suite of Governance and Enterprise Risk
Management Solutions.

Synergies Driven By BPO and ITO Integration Benefits

Our ability to integrate technology and process expertise enables us to act rapidly at a
reduced total cost of ownership to our clients. We provide the following unique advantages to
our customers by leveraging the BPO and IT synergies:

 Solutions reflecting standardization of process for shared services; one team bringing
an end-user perspective to solution design
 Design, data validation, building and testing of the solution for the desired end result
 Zero loss of knowledge in operations with continuous participation in the design,
validation and adoption of the new solution
 Accelerate time to market; improve cycle time for rolling-in and managing change
 Decrease cost of ITO integration by reducing total software issues and identifying
them earlier in the process
 Reduce total cost of ownership (BPO and IT) through lower IT maintenance and
inherent functionality that enables process standardization
 Reposition and realign knowledge sharing, which enables and empowers all resources
to better understand and deliver business objectives.
Engineering Services

The Essen Engineering Services Group has a multi-faceted team of skilled engineers with
experience in concurrent product development: design, analysis, development,
manufacturing, testing and product support to cater the needs of customers in diverse
industries.

Product Design and Development

Essen Engineering team can assist in any phase of product development lifecycle, from
concept design to service manual of the end product. Essen Engineers ensures efficient
product development lifecycle, with well-established quality processes and usage of design
tools, periodic interaction with the customer to ensure the best results at faster rate.
Business Operations
Concept Rendering
Styling
Benchmarking
Feasibility
Visualization tools
Design
Product Design
Concept Design
Packaging & Fouling
Value Engineering
Design Tools
Design for Manufacturing
Design for Assembly
Design Failure Mode & Effects Analysis Process Design Failure Mode &
Effects Analysis Design for cost Design Verification plan Design Support Legacy
Conversion Modeling, Assembly & Drafting Styling and Surfacing Reverse Engineering
GD&T, Interference checks & Stack Analysis Manufacturing drawings and Bill of Material
(BOM) generation Design Software Ideas Unigraphics Pro/E CATIA V5 Solid Works
Solid Edge AutoCAD Analysis Meshing Linear & Non-linear, Static & Dynamic Analysis
Testing Test Rig Design & Development of testing plans Testing of components,
subsystems and systems
Manufacturing Support
Engineering Change Request
Fixture Design and Development
Assembly Fixtures
Checking Fixtures
Testing Fixtures
Product Support
Service Manuals
Parts Catalogues
User Manuals
Training Manuals
Photo realistic rendering
Manufacturing
The manufacturing industry is one of our key industries at Essen Industries. Essen
Industries provides a comprehensive set of business processes, analytics and technological
services to a wide variety of discrete as well as process manufacturing industries ranging
from oil and gas, industrial and infrastructure to engineering, hi-tech, automation, and
aerospace, to name a few.Essen Industries Pvt.Ltd. services and solutions suite covers the
entire manufacturing cycle. We provide end-to-end capabilities in order-to-cash and procure-
to-pay. Post-sales services complete our portfolio for the manufacturing industries.
Essen Industries Pvt. Ltd. supplements the critical business processes of
manufacturing industries with key high-end services like analytics, re-engineering, financial
planning and analyses, Human Resources, IT infrastructure, and software solutions. Our deep
domain expertise and horizontal capabilities enable manufacturing and industrial businesses
to focus on their core competencies. Essen Industries Pvt.Ltd. supports the following core
manufacturing and industrial processes:
Sales and Marketing
Quality analysis in business development, strategy planning, market potential analysis, new
product development and introduction, environmental scanning and financial and economic
analysis.

Order-to-Cash
Supporting transactions in the inquire-to-order and order management functions. Specific
point solutions like spares order management and contact center processes are also available.
Accounts receivable, cash application and collections round out the order-to-cash portfolio.
Essen Industries also owns a platform for revenue cycle management functions.
Procure-to-Pay

Broad suite of services and solutions covering spend analysis, strategic sourcing,
procurement transactions and accounts payable. In addition, Essen Industries provides key
enabling processes like vendor data management, catalog and contracts management, and e-
Auction bid support. Essen Industries 's accounts payable capabilities are complemented by
our shared services invoice processing and document management capabilities. Essen
Industries offers a rapidly deployable P2P platform supplemented by point solutions that
optimize AP processing.

Inventory Optimization and Operations Planning

Essen Industries Pvt.Ltd. provides supply-chain analytics, demand forecasting and
planning, inventory planning and management services, and capacity planning services to
support the critical core manufacturing processes.
Post-Sales and Customer Service
Key post-sales and customer-service functions like contract and warranty
administration, field service support, installed base management, service parts optimization,
customer care, loyalty and service analytics.
Hire-to-Retire
Essen Industries Pvt.Ltd. supports Human Resources function by providing
transactional services in the hire-to-retire process, from global mobility to payroll. Essen
Industries has award-winning products and services in training and e-Content.
The above end-to-end manufacturing processes are supported by our following broad
functional practices:
Analytics Re-engineering Finance and Accounting Procurement & Supply Chain IT
Infrastructure Services Software Services
Healthcare
Essen Industries Pvt.Ltd. Healthcare practice specializes in increasing revenue,
reducing administrative costs and improving cash velocity for clients in the Payer, Provider,
Life Sciences, Equipment Manufacturing and Services segments. We have over 3,000
associates across the world providing services across the healthcare industry.
Our solutions leverage a unique combination of custom technology, process
excellence, thoroughly trained staff and fanatical adherence to quality management. We
routinely work with every Medicare and Medicaid intermediary, every BCBS plan, most
Workers Compensation plans, most Auto Accident plans and all major commercial insurance
plans. Our associates negotiate with over 100,000 providers each year on behalf of our Payer,
Manufacturing and Services clients. We reach close to one million healthcare patients each
year on behalf of our Provider clients.
Essen Industries Pvt.Ltd. Advantage:
20 years of outsourced healthcare expertise with global footprint
Robust set of healthcare systems and process integration skills
Lean and Six Sigma methodologies built into our solutions
Ability to provide services in a combination of onshore, near-shore and offshore for
an optimum mix of cost, quality and control
Domain Expertise: Our team of healthcare professionals includes: Over 200 Physicians,
Pharmacists and Underwriters over 40 certified Medical Coders over 100 Healthcare
Analytics resources with advanced degrees
Solutions for Payers
Essen Industries Pvt.Ltd. comprehensive services focus on delivering bottom-line
impact by reducing administrative and medical costs. Our solutions include: Document
management (sorting, scanning, imaging and applying optical and intelligent character
recognition)
Enrollment and membership management
Claims capture and management
Network management
Identification and management of overpaid claims
Premium billing and collections
Identification and management of subrogation and coordination of benefits (COB)
Customer service, including re-instatements
Fraud analytics
Actuarial services
Solutions for Providers
Essen Industries Pvt.Ltd. partners with providers to help improve cash flow and net
revenue and reduce revenue cycle costs. We have significant experience with all provider
types, such as:
Community and pediatric hospitals and academic medical centers Rehabilitation and
psychiatric hospitals Medical groups Homecare and home infusion Home, hospital, store and
physician practice based DME Hospital outreach and stand-alone laboratories
As an end-to-end revenue cycle outsourcer, Essen Industries Pvt.Ltd. has expertise in
every aspect of a provider's registration, billing, collections and cash application functions.
We have analyzed and optimized every component and have developed unique
people/process/technology solutions to increase collections and reduce costs.

Our outsourcing solutions are tailored to fit each client's needs. Examples of these
services include:

End to end revenue cycle management, from registration to cash application

Registration, order entry, and insurance verification Billing, follow-up and collections
Follow-up and collections for aged accounts (e.g.: over 60/90/120/150 days or older) Denial
and appeal management Self-pay management Cash application
Solutions for Life-Sciences / Pharmaceuticals
Essen Industries Pvt.Ltd. has many years of experience managing business processes
for four of the top ten global pharmaceutical companies and delivering substantial business
impact. We provide a diverse portfolio of services that includes: Finance & Accounting
Accounts receivable and deduction management. Procurement & Supply Chain Analytics E-
Learning Re-Engineering Solutions for Healthcare Equipment Manufacturers and Service
Providers
Essen Industries Pvt.Ltd. offers end to end solutions that improve our clients'
efficiency and productivity. Our services include: Sales support and order management
Service contract lifecycle management Financial and cost accounting and reporting Accounts
receivable management, including collections Deductions management Supply chain
optimization IT helpdesk and infrastructure management Pharmaceuticals
Pharmaceutical companies continually face the challenge to enhance discovery and
delivery of newer drugs and compounds. The time, effort and money spent on research and
development (R&D) is never enough. Pharmaceutical companies are always juggling
between reducing SG&A (Selling, General and Administration) costs and enhancing
allocation of funds towards R&D, sales and marketing effectiveness, and distribution
efficiency in order to improve profitability and maintain competitiveness. Downstream
activities such as financing and after-sales support are also rapidly gaining importance.
Essen Industries Pvt.Ltd. has years of experience managing business processes for
four of the top ten global pharmaceutical companies, and delivering substantial business
impact. Essen Industries provides a diverse portfolio of the following services: Finance and
accounting Procurement and supply chain Analytics E-Learning Re-engineering.
Essen Industries Pvt.Ltd. not only smoothly runs transactional finance and accounting
processes, we also provide high-end planning and reporting support. We develop creative e-
learning solutions to impact operational efficiency and the learning curve of the back-office
teams. Essen Industries helps its pharmaceutical clients gain control over their supply chain
costs by providing transactional procurement services remotely. We also provide analytical
support that aids the sales teams in assessing the market trends and features on an ongoing
basis, while maximizing their efforts to boost their touch-points in the market. Our unique re-
engineering team analyzes customer processes/data and recommends ways to transform them
leading to impact on cycle times, inventory, resource requirements, working capital, etc.
Essen Industries Pvt.Ltd. state-of-the-art managed operations, global networks,
troubleshooting solutions and cutting edge technology enable highly reliable operations at a
reduced cost, allowing us to reinvest the saved capital in our product development and
marketing efforts.

Transportation
Essen Industries Pvt.Ltd. provides a diverse portfolio of high-quality, offshore back-office
services to drive efficiency among the world's leading transportation companies - whether
global airlines, travel agencies, GDS, car rental firms or cruise lines. Our suite of service
solutions comprises the following:

CRM & Trade Support

Business Operations
Finance & Accounting
Employee Services
Marketing Support
 Travel and transport services are highly competitive segments of the world's largest
service industry. It is essential that customers are provided best-in-class service to match the
high standards of their end users. Our transportation process engineers and customer service
representatives are known for their industry knowledge, energy, and personal courtesy.

As the pioneer in outsourcing logistics management, we manage global high-end

processes remotely. Our transportation associates analyze customer processes and
recommend ways to transform them through our unique reengineering approach. Our
experience includes providing the accounting and invoice processing for the largest fleet
owner in the goods and road transportation segment. Our state-of-the-art consultant services,
business reengineering, managed operations, global networks, troubleshooting solutions and
cutting-edge technology offer best-in-class services in transportation.
 CHAPTER- 5
THEORETICAL FRAME WORK

INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT:

HUMAN RESOURCES:

Human resources reflect a new philosophy, a new outlook approach and

strategy which view an organizations’ manpower as its resources and assets and
not as liabilities.

Resources are the means that can be drawn on. They are the collective
means for production, support and defense, as well as a source of strength and
aid.

Human capital or manpower of a company can be treated as its human

resources.

In generic terms, human resources can be defined as the total knowledge,

skills, creative, talents, attitudes, approaches and beliefs’ of the individuals
involved in the affairs of the organization. It is the sum total or aggregate of
inherent abilities, acquired knowledge’s and skills represented by the talents ad
aptitudes of the employed persons in an organization.
 Human resources approach takes into consideration the potentiality ad
vitality of the people available for the organization. Even in age of automation
as of day, manpower is the most essential and indispensable resources of any
organization.
In fact, without appropriate human resource, no business or organization
can exist and grow. This is perhaps the reason why human resources
management has become the focus of attention of progressive organizations of
today.

CHARACTERISTICS OF HUMAN RESOURCES:

 Human resources create the business and economic institutions and

economic activities through its novel and creative ideas.

 Human resource is the most dynamic resource.

 The value of human resource increases over the time due to

continuous learning process unlike other resources.

 It is quite difficult to predict the human behavior.

 All other resource cannot be made use of without the competent

and committed human resources.

HUMAN RESOURCE DEVELOPMENT

CONCEPT OF HUMAN RESOURCE DEVELOPMENT

 Leonard Nadler formally introduced the concept of human resource
development, in 1969; a conference was organized by the American society of
performance appraisal.

Human resource development is mainly concerned with development of

skill, knowledge and competencies of the people and it is a people oriented
concept. Human resource development can be applied both for the national level
and organizational level. The concept of human resource development is not yet
well conceived by various other authors though they have defined the term from
their approach, as it is of recent origin and skills in the conceptualization stage.

Human resource development is not only the performance appraisal but

many personnel mangers and organizations view human resource development
as synonymous to performance appraisal.

Human resource development from the organizational point of view is a

process in which the employees of the organization are helped / motivated to
acquire and develop technical, managerial and behavioral knowledge, skills and
abilities and mould the values, beliefs, attitudes necessary to perform present
and future roles by realizing the highest human potential with a view to
contribute positively to the organizational, group, individual and social goals.

 Career planning and development, organizational development,

counseling, social and religious program, employee involvement /
workers participation, quality circles etc.

SCOPE OF HUMAN RESOURCE DEVELOPMENT:

 Human resource management deals with procurement, development,
compensation, maintenance and utilization of human resources. Development of
human resources for efficient utilization of human resources in order to achieve
the individual,
group and organizational goals. Thus the scope of human resource development
is wider and human resource development is part and parcel of human resource
management.

OBJECTIVES OF HUMAN RESOURCE DEVELOPMENT:

 To prepare the employee to meet the present and change in future job
Requirements
 To prevent employee obsolescence
 To prepare employee for higher level jobs
 To impart new entrance with basic human resource development
skills and Knowledge.
 To aid total quality management.
 To ensure smooth and efficient working of the organization.
 To provide comprehensive frame work for human resource
development.
 To enhance organizational capabilities.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:

 Performance appraisal
  Employees Training

 Executive development

 Career planning and development

 Succession planning and development

 Organizational change and Organizational development

 Involvement in social and religious organization

 Involvement in quality circles

 Involvement in workers participation

COMPETENCY MAPPING DEFINITION:

HAYES 1979:
Says competencies are generic knowledge motive trait social role or a skill of
person linked to superior performance of the job. Competencies are mainly seen as
inputs. They consist of clusters of knowledge, attitude and skills that affect an
individual’s ability to perform.

ALBANESE 1989:
Defines competencies as personal characteristics that contribute to effective
managerial performance.

UNIDO 2002:
States saying that competencies is a set of skills, related knowledge and attributes
that allow an individual to successfully perform a task or an activity with a
specific function or job.

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,
organization or industries.

MEANING:
Competencymapping 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 competencymapping to understand how to most effectively employ the
competencies of strengths of workers. They may also use competencymapping
to analyze the combination of strengths in different workers to produce the most
effective teams and the highest quality work.

THE NATURE AND SCOPE:

A specific jobrole, the skills required, the level of knowledge required, and the
behavioral capacities required to apply those skills and knowledge in that role.

Often the information/data gathering process involves interviews with

individuals experienced in the position as well as observation of the role being
performed. 
 Behavioral competencies are derived from the raw data, and competencies
defined, selected, and prioritized.  

A great resource to consult is "Competence atWork: Models for Superior

Performance" (Lyle Spencer with Signe Spencer) and "The Art and Science of
Competency Models" (Antoinette D. Lucia with Richard Lapsing).  

WHAT IS COMPETENCY MAPPING:

It is about identifying ideal behaviors and personal skills which distinguish

exceptional and stupendous performance from the average. This aids in setting
standards of behavior and thereby performance for the average work forces to
follow. Competency maps provide employers with concrete and objective
information usable in all employment decisions. . As a matter of fact competency is
a behavioral and demonstrative ability that is informed to some degree by a
conceptual perception.

TECHNIQUES USED TO MAP COMPETENCIES INCLUDE:

1. Critical Incident Analysis

2. Repertory Grid
3.Behavioral Event Interview
4.Expert systems
5. Benchmarking

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 h 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.

COMPETENCY vs. COMPETENCE:

COMPETENCY vs. COMPETENCE 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.

CONCEPT OF COMPETENCY: CONCEPT OF COMPETENCY Skill:

Ability accomplish Talent: Inherent ability Competency: Underline
characteristics that give rise to skill accomplishment Knowledge, skill and
attitude Dr. MG Jomon, XIMB
 How do competencies differ from skills and knowledge? :

Competencies only include behaviors that demonstrate excellent performance.

Therefore, they do not include knowledge, but do include "applied" knowledge
or the behavioral application of knowledge that produces success. In addition,
competencies do include skills, but only the manifestation of skills that produce
success. Finally, competencies are not work motives, but do include observable
behaviors related to motives.

Components of Competency:

Components of Competency Skill capabilities acquired through practice.

Knowledge understanding acquired through learning. Personal attributes
inherent characteristics which are brought to the job Behavior The observable
demonstration of some competency, skill, knowledge and personal attributes
attributed to excellent performance

HR COMPETENCY FRAME WORK

Business management competencies: Technical HR Competencies:

 Business process Reengineering.  Appeals, Grievances and litigation.
 Change management.  Attendance and leave.
 Contract management.  Benefits.
 Cost-Benefit Analysis.  Career development.
 Customer Relation.  Compensation.
 Financial management.  Discipline and adverse action.
 Negotiating.  Employee assistance.
  Organizational needs assessment.
 Outcome measures and Evaluation.
 Project management.
 Strategic Human Resource Practices.
 Strategic Planning.
 Equal employment opportunity.
 HRM fundamentals.
 Instructional systems development.
 Instructional technology.
 Job analysis.

Professional competencies:
 Coaching and mentoring.
 Communication.
 Conflict management.
 Decision-making.
 Ethics.
 Facilitation.
 Interpersonal relations.
 Problem solving.
 Self management.
 Team work.
 Technology application.

COMPETENCY MAPPING PROCESS:

Competency Mapping is a process of identifying 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. In general, we would define a
competency as a behavior (i.e. communication, leadership) rather than skill or ability.
The steps involved in competency mapping with an end result of job evaluation
include the following:
understanding the core competencies that required for the organization is the
initial steps in the competency mapping. Many competencies are required for the
organization in the effective performance of various functions. While certain competencies
like, decision making skill, team building skills, problem solving skills etc. .
These are included under core competency areas. These skills are essential in
all the functional areas of management. Methods like brainstorming and participative
focus group discussions etc can realize the core competencies required for the managers.
After the identification of the core competencies the next step is to relate with the various
functions in business management.
Since the core competencies varied in marketing, finance, purchase, operations
management, production etc. the competencies required to perform different junctions also
varied. For this effort the position and responsibilities of each functional personal person
need to be assessed into a job analysis is to be done in the initial stages.
By understanding the core responsibilities positions and departments.To different and core
competencies, the job description viz., written department of functional. The job
description and the competencies identified are the bases of upon which the training and
development programs, mentoring programs and extended to the members by the
superiors in the organizations.
Conduct a job analysis by asking incumbents to complete a position
information questionnaire (PIQ). This can be provided for incumbents to complete, or you
can conduct one-on-one interviews using the PIQ as a guide. A sample PIQ that we use
when conducting this step with our clients was provided to this client. The primary goal is
to gather from incumbents what they feel are the key behaviors necessary to perform their
respective jobs.

Using the results of the job analysis, you are ready to develop a competency
based job description. A sample of a competency based job description generated from the
PIQ was provided to this client. This was developed after carefully analyzing the input
from the represented group of incumbents and converting it to standard competencies.

With a competency based job description, you are on your way to begin mapping
the competencies throughout your human resources processes. The competencies of the
respective job description become your factors for assessment on the performance
evaluation. Using competencies will help guide you to perform more objective evaluations
based on displayed or not displayed behaviors.

Taking the competency mapping one step further, you can use the results of your
evaluation to identify in what competencies individuals need additional development or
training. This will help you focus your training needs on the goals of the position and
company and help your employees develop toward the ultimate success of the
organization.

Competency dictionary model:

*competency definition
*behavior indicators
*competency levels

The most important area is competency level displayed for every role would not
be similar and hence the competency levels and corresponding behavior traits are to be
defined and developed for each role
The job family classification or role classification would be primarily done.
And for each role, competency levels are described. Each level will have a different
behavior description
Competency Interpersonal Skills:
Definition:

Ability to interact and engage with peers, superiors and subordinates with
assertiveness and empathy. Clearly communicates the views and keep the group’s point of
view in mind while discussing issues. Manages internal and external clients in harmony

CLASSIFICATIONOFCOMPETENCYMAPPING:
Novice
The extent of rapport and confidence enjoyed by this person with the team members
is very minimal. The person is either not too engaged with others else new to the group

Beginner
Enjoys moderate amount of confidence and rapport among people Able to manage
very close associates only with whom most of the interactions take place.

Skilled
Enjoys good amount of rapport and confidence among team. Able to manage the
people relations, but people might not be willing to open up personally all the times.
Individually can handle people well, but in a group may not be effective always

Expert
Enjoys high amount of rapport and confidence among people. Engages very well with
everyone and plays a vital role in the balancing act during the times of disagreement
among the team member. People confide personally and professionally on this person  
 CHAPTER- 6

DATA ANALYSIS
&
INTERPRETATION
FACTORS RESPONTENTS

NUMBERS PERCENTAGE

MALE 78 78%

FEMALE 22 22%

TOTAL 100 100%

DATA ANALYSIS AND INTERPREATION
TABLE: 1
GENDER OF THE RESPONDENTS

INFERENCE:
From the above the table 1 it is clearly inferred that’s out of 100 respondents
78% of the employees are males and 22% of employee’s females.

FIGURE: 1
GENDER OF THE RESPONDENTS

It shows the respondent’s gender, gender state that both male and female.
In this study the majority of the respondents come under the male category.
Gender is used to know the number of respondents belongs to which category
by getting opinion from respondents.

GENDER

FEMALE
22%

MALE
78%

TABLE: 2

AGE LEVEL OF THE RESPONDENTS

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

20-30 YERS 28 28%

30-40 YEARS 30 30%

40-50 YEARS 24 24%

50-60 YEARS 18 18%

TOTAL 100 100%

INFERENCE:
From the above statistical analysis it is being made clear that 30% of the
respondents are in the age group of 30-40 years and 28% of the respondents are
in the age group of 20-30 years and 24% of the respondents are in the age group
of 40-50 years and 18% of the respondents are in the age group of 50-60 years
in Essen Industries Pvt.Ltd.
FIGURE: 2
AGE LEVEL OF THE RESPONDENTS
The age is the length of time that one has existed. In this study, also this
gives the period of existence of the respondents, which is obtained in terms of
completed years. Age is used to know the number of respondents in each age
category.

AGE
35%
30%
25%
20%
15%
10%
5%
0%
20-30 YRS 30-40 YRS 40-50 YRS 50-60 YRS

TABLE: 3
MARITAL STATUS OF THE RESPONDENTS IN Essen Industries
Pvt.Ltd

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

MARRIED 80 80%

SINGLE 20 20%

TOTAL 100 100%

INFERENCE:
From the above table it is clearly stated that out of 100 respondents in 80% of
the respondents are married and 20% of the respondents are single.
FIGURE: 3

MARITAL STATUS OF THE RESPONDENTS

MARITAL STATUS
90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
MALE FEMALE
TABLE: 4

THIS TABLE SHOWS EDUCATIONAL QUALIFICATION OF THE

RESPONDENTS

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

UG 26 26%

PG 30 30%

DIPLOMA 22 22%

OTHERS 22 22%

TOTAL 100 100%

INFERENCE:
From the above table it is shows that 30% of the respondents are post graduates
and 26% of the respondents are under graduation and 22% of the respondents
are diploma and the excess 22% of the respondents are having an other
qualifications in Essen Industries Pvt.Ltd
FIGURE: 4

THIS FIGURE SHOWS EDUCATIONAL QUALIFICATION OF THE

RESPONDENTS
Qualification shows the ability, skill or talent, which makes the person to

be identified as educated or not. Qualification is of different levels. Each

position requires a particular qualification. In this study, the respondent’s

education qualification is used to know the educational status of respondents.

BASIC QUALIFICATION
UG
OTHERS 26%
22%

DIPLOMA
22%
PG
30%
TABLE: 5

THIS TABLE SHOWS WORK EXPERIENCE OF THE RESPONDENTS

IN REVL

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

0-5 YEARS 20 20%

5-10 YEARS 36 36%

10-20 YEARS 24 24%

20&ABOVE 20 20%

TOTAL 100 100%

INFERENCE:
From the above table clearly inferred that the work experience of the
respondents. Is that 36% of the employees having 5-10 years of work
experience, 24% of the employees having 10-20 years of work experience and
20% of the employees having 20 & above years of working experience and 0-5
years working respondents also having the 20% of experience.
FIGURE: 5

THIS FIGURE SHOWS EXPERIENCE OF THE RESPONDENTS

The accumulation of knowledge or skill that results from direct
participation in events or activities over a given number of years. In this study,
the experience of the respondents plays a role, as associates with experience in
the current organization and to know how many years of experience each
respondent worked in a particular organization.

EXPERIENCE

36%

24%
20% 20%

0-5 YRS 5-10 YRS 10-20 YRS 20&ABOVE

TABLE: 6

RESPONDENTS AWARENESS ABOUT COMPETENCY MAPPING

OPINION RESPONDENTS

NUMBERS PERCENTAGE

YES 80 80%

NO 20 20%

TOTAL 100 100%

INFERENCE:

From the above it is clearly represent that out of 100 respondents 80% of the
employees are having the awareness about the competency mapping and only
20% of the employees are weak in awareness.
FIGURE: 6

AWARENESS ABOUT COMPETENCY MAPPING

In this study to know the competency mapping is following in the respondents

companyby getting opinion from respondents.

AWARENESS

80%

70%

60%

50%

40%

30%

20%

10%

0%
YES NO
A
TABLE: 7

ANALYSING THE RESPONDENTS PERFORMANCE IN Essen

Industries Pvt.Ltd

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

HIGHLY SATISFIED 36 36%

SATISFIED 40 40%

DISSATISFIED 24 24%

TOTAL 100 100%

INFERENCE:

From the above table shows the satisfaction level of respondents. Nearly 40% of
the respondents are satisfied with their performance, 36% of the respondents are
highly satisfied with their performance only 24% of the employees are satisfied
with their performance.
FIGURE: 7

SATISFIED WITH THE RESPONDENTS PERFORMANCE, RIGHTLY

RECOGNIZED BY THEIR ORGANISATION

45%

40%

35%

30%

25%

20% 40%
36%
15%
24%
10%

5%

0%
HIGHLY SATISFIED SATISFIED DISSATISFIED

RESPONDENTS PERFORMANCE
TABLE: 8

ANALYSING THE LEVEL OF RESPONDENTS INDIVIDUAL

PERFORMANCE

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

YES 80 80%

NO 20 20%

TOTAL 100 100%

INFERENCE:

From the above table it is clearly inferred that out of 100 respondent 80% of the
respondents are clearly understand about their level of performance, and 20% of
the respondents are having insufficiency knowledge about their performance.
FIGURE: 8

THE RESPONDENTS ARE CLEARLY UNDERSTOOD ABOUT THEIR

INDIVIDUAL PERFORMANCE IN THE ORGANISATION.

INDIVIDUAL PERFORMANCE OF RESPONDENTS

YES NO

20%

80%
TABLE: 9

THE RESPONDENTS THINK ABOUT THE COMPETENCY MAPPING

IT’S A DE-MOTIVATING FACTOR OR NOT

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

YES 66 66%

NO 34 34%

TOTAL 100 100%

INFERENCE

From the above table it is clearly represent that 66% of the respondents are said
self-competency mapping is are de-motivating factor and 34% of the
respondents are said it is not a de-motivating factor.
FIGURE: 9

COMPETENCY MAPPING IT’S A DE-MOTIVATING FACTOR OR

NOT

DE-MOTIVATING FACTOR

NO 34%

YES

0% 10% 20% 30% 40% 50% 60% 70%

TABLE: 10

ANALYSIS OF RESPONDENTS WHO ACQUIRED ANY SKILLS,

KNOWLEDGE AND ABILITIES THROUGH THE ED PROGRAM

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

STRONGLY AGREE 34 34%

AGREE 46 46%

DISAGREE 4 4%

STRONGLY DISAGREE 16 16%

TOTAL 100 100%

INFERENCE
This table shows that 46% of the respondents are agree that they are acquiring
knowledge with ED programs 34% of the respondents are acquiring knowledge
with ED programs. 16% of the employees are strongly disagreeing that they are
not acquiring knowledge with ED programs. 4% of the employees are
disagreeing that they are not acquiring any new skills and knowledge through
the ED programs.
FIGURE: 10

RESPONDENTS WHO ACQUIRED NEW SKILLS, KNOWLEDGE AND

ABILITIES THROUGH THE ED PROGRAM

NEW SKILLS
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
STRONGLY AGREE AGREE DISAGREE STRONGLY
DISAGREE
TABLE: 11

ANALYSIS OF THE RESPONDENTS ORGANISATION GIVEN ANY

ADEQUATE OPPORTUNITIES

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

YES 82 82%

NO 18 18%

TOTAL 100 100%

INFERENCE:

From the above table, it shows the opportunities given to the respondents 82%
of the respondents said that organization is giving an adequate opportunity and
18% of respondents said that organization is not giving an adequate opportunity
FIGURE: 11

ORGANISATION WHICH GIVE ADEQUATE OPPORTUNITIES

18%
NO

82%
YES

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

TABLES: 12

ANALYSIS OF RESPONDENTS ABOUT THEIR EXISTING

COMPETENCY DEVELOPMENT INITIATIVES ARE ENOUGH OR
NOT

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

YES 42 42%

NO 58 58%

TOTAL 100 100%

INFERENCE:

From above the table, it shows that 42% of the respondents are satisfied with
the existing competency development and initiative schemes but 58% of the
respondents are not satisfied with the existing competency development and
initiatives schemes.
FIGURE: 12

ABOUT THEIR EXISTING COMPETENCY DEVELOPMENT

INITIATIVES ARE ENOUGH OR NOT

60%

50%

40%
58%
30%
42%

20%

10%

0%
YES NO
TABLE: 13

COMPETENCY MAPPING IS A EXCELLENT TOOL FOR

EMPLOYEES DEVELOPMENT AND SUCCESSION PLANNING

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

YES 68 68%

NO 32 32%

TOTAL 100 100%

INFERENCE:

From above the table it is clearly inferred that out of 100 respondents 68% of
the respondents are said that the competency mapping an excellent tool for
succession planning and 38% of the respondents said it’s not so
FIGURE: 13

COMPETENCY MAPPING IS A EXCELLENT TOOL FOR

EMPLOYEES DEVELOPMENT AND SUCCESSION PLANNING

EXCELLENT TOOL

68%

32%

YES NO
TABLE: 14

ANALYSIS OF THE RESPONDENTS WHO ARE AGREEING WITH

THE NATURE OF COMPETENCY MAPPING IS REQUIRED FOR
THE POSITION THAT MAKES IMMIDIETLY HIGHER OR NOT

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

STRONGLY AGREE 20 20%

AGREE 50 50%

DISAGREE 6 6%

STRONGLY DISAGREE 24 24%

TOTAL 100 100%

INFERENCE:
Fromthe above table, it shows that 50% of the respondents are agreeing with
this concept and 24% of the respondents are strongly disagree that competency
mapping not help for that and 20% of the respondents are strongly agree that
competency mapping is helping to go for higher post, but the 6% of the
respondents are disagree that competency mapping is not helping them to go for
higher post.
FIGURE: 14

THIS FIGURE SHOWS THE RESPONDENTS WHO ARE AGREEING

WITH THE NATURE OF COMPETENCY MAPPING IS REQUIRED
FOR THE POSITION THAT MAKES IMMIDIETLY HIGHER OR NOT

HIGHER POST
60%

50% 50%

40%

30%
24%
20% 20%

10%
6%
0%
0.5 1 1.5 2 2.5 3 3.5 4 4.5
TABLE: 15

ANALYSIS OF THE ALL RESPONDENTS WHO ARE HAVING A

SELF UPDATED ON THE INDUSTRY STATUS

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

STRONGLY AGREE 24 24%

AGREE 48 48%

DISAGREE 6 6%

STRONGLY DISAGREE 22 22%

TOTAL 100 100%

INFERENCE:

From above the table, it is shows that, 48% of the respondents are agree that
they are self updated on the industrial status, 24% of the respondents are
strongly agree that they are self updated on industrial status, and 22% of the
respondents are strongly disagree that they are not self updated on the industrial
status, and 6% of the respondents are disagree that they are also not self update
on the industry level.
FIGURE: 15

THIS FIGURE SHOWS THE ALL RESPONDENTS WHO ARE

HAVING A SELF UPDATED ON THE INDUSTRY STATUS

SELF UPDATED
60%

50%
48%

40%

30%
24%
22%
20%

10%
6%
0%
STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE
TABLE: 16
ANALYSIS OF THE RESPONDENTS WHO ARE HAVING A GOOD
UNDERSTANDING WITH MAJOR COMPETEITORS

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

YES 76 76%

NO 24 24%

TOTAL 100 100%

INFERENCE:

From the above table clearly represent that the 76% of the respondents are said
yes and they having the good understanding with major competitors and 24% of
the respondents are said no and they don’t have the good understanding with
major competitors.
FIGURE: 16

THIS FIGURE SHOWS THE RESPONDENTS WHO ARE HAVING A

GOOD UNDERSTANDING WITH MAJOR COMPETEITORS

GOOD UNDERSTANDING
80%
100%
70%

60%

50%

40%

30%
100%
20%

10%

0%
0.8 1 1.2 1.4 1.6 1.8 2 2.2
TABLE: 17
ANALYSIS OF THE RESPONDENTS WHO LEARNED THE NEW
CONCEPT AND TECHNOLOGY AS SOON AS POSSIBLE

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

STRONGLY AGREE 38 38%

AGREE 40 40%

DISAGREE 10 10%

STRONGLY DISAGREE 12 12%

TOTAL 100 100%

INFERENCE:
From the above table, it shows that 40% of the respondents are agreeing that
new concept or technology learned by them as soon as possible, 38% of the
respondents are strongly agree that new concept or technology learned by them
as soon as possible, 12% of the respondents strongly disagree that new concept
and technology learned as not possible and 10% of the respondents are disagree
which this concept.
FIGURE: 17

THIS FIGURE SHOWS THE RESPONDENTS WHO LEARNED THE

NEW CONCEPT AND TECHNOLOGY AS SOON AS POSSILE

LEARNING CAPACITY
STRONGLY
DISAGREE
12%

DISAGREE
10%
STRONGLY AGREE
38%

AGREE
40%
TABLE: 18
ANALYSIS OF THE RESPONDETS HAVE TIME TO ATTENED
VARIOUS TRAINING PROGRAMS

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

YES 42 42%

NO 58 58%

TOTAL 100 100%

INFERENCE:

From the above table clear represent that the 42% of the respondents have time
to attend training programs. But 58% of the respondents are not have time to
attend training programs.
TABLE: 18

THIS TABLE SHOWS THE RESPONDETS HAVE TIME TO ATTENED

VARIOUS TRAINING PROGRAMS

TRAINING PROGRAMS

YES
42%

NO
58%
TABLE: 19
ANALYSIS OF THE RESPONDENTS WHO ARE WELL VERSED IN
COMPETENCY MAPPING

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

STRONGLY AGREE 20 20%

AGREE 48 48%

DISAGREE 14 14%

STRONGLY DISAGREE 18 18%

TOTAL 100 100%

INFERENCE:

From the above the table, It is inferred that 48% of the employees are agreeing
that they are well versed in this system. 20% of the employees are strongly
agree that they are well versed in this system and 18% of the respondents are
strongly disagree that they are not well versed in this system and 14% of the
respondents are disagree that they are not well versed in competency mapping.
FIGURE: 19

THIS FIGURE SHOWS THE RESPONDENTS ARE WELL VERSED IN

COMPETENCY MAPPING

WELL VERSED

STRONGLY
DISAGREE
18%
STRONGLY AGREE
20%

DISAGREE
14%

AGREE
48%
TABLE: 20

ANALYSIS OF COMPETENCY MAPPING AS AN IDEAL TOOLS FOR

EMPLOYEE DEVELOPMENT

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

AGREE 76 76%

DISAGREE 24 24%

TOTAL 100 100%

INFERENCE:

From the above table, it is represent that 76% of the respondents are agree that
competency mapping is an ideal tool for EMPLOYEE DEVELOPMENT and
24% of the respondents are disagree that competency mapping is not an ideal
tool for EMPLOYEE DEVELOPMENT.
FIGURE: 20

THIS FIGURE SHOWS COMPETENCY MAPPING AS AN IDEAL

TOOLS FOR EMPLOYEE DEVELOPMENT

100%
90%
80%
70%
76% 24%
60%
50%
40%
30%
20%
10%
0%
AGREE DISAGREE

IDEAL TOOL
STATISTICAL ANALYSIS:
In this chapter, the researcher analyzed and
interpreted the data in terms of the objectives mentioned in methodology.
DATA COLLECTION, ANALYSIS & INTERPREATION:
DATA COLLECTION METHODS USED:
The method of data collection is a path
of achieve the target of the research. The steps are.
 The research problem was formulated.
 The place of study was chosen.
 Questionnaire was framed.
 Questionnaire was put to per- test.
 The final form of questionnaire was framed.
 Random sampling was done.
 The factors for limitation of the study ware also recognized

SELECTION OF STATISTICAL TOOL:

The data collected has been analyzed by using statistical tools such as;
1. Chi – square test.
2. . Weighted average method.

DATA ANALYSIS:
The researcher has proceeded to analyze at RANA ENGINE VALVE private
limited, Chennai on the basis of certain aspect such as sources, effects,
communication, etc. The opinions of the respondents ware obtained through 30
questions.

TEST NO.1
CHI – SQUARE TEST
AIM:
To test the significant relationship between age and experience factors of
employees.
NULL HYPOTHESIS :( HO)
There is no significant relationship between age and experience of employees.
ALTERNATIVE HYPOTHESIS :( H1)
There is significant relationship between age experiences of employees

CHI – SQUARE TEST:

TABLE: 1AGE
FACTORS RESPONDENTS
NUMBER PERCENTAGE
A 28 28%
B 30 30%
C 24 24%
D 18 18%
TOTAL 100 100%

TABLE: 2EXPERIENCES:
FACTORS RESPONDENTS
 NUMBER PERCENTAGE
0–5 20 20%
5 – 10 36 36%
10 – 20 24 24%
20 And above 20 20%
TOTAL 100 100%

TABLE: 3OBSERVED FREQUENCIES (OI)

AGE EXPERIENCE
0-5 5 - 10 10 - 20 20 TOTAL
&Above
a 4 12 8 4 28
b 4 12 10 4 30
c 8 10 2 4 24
d 4 2 4 8 18
TOTAL 20 36 24 20 100/100

TABLE: 4EXPECTED FREQUENCIES (EI)

AGE EXPERIENCIE
0-5 5 - 10 10 - 20 20 TOTAL
&Above
a 5. 6 10. 08 6. 72 5. 6 28
b 6 10. 08 7. 2 6 30
c 4.8 8. 64 5.76 4. 8 24
d 3.6 6. 48 4. 32 3. 6 18
TOTAL 20 36 24 20 100/100
TABLE: 5
O E (O – E) (O – E)2 (O – E)2 / E
4 5. 6 - 1. 6 2. 56 0. 457
4 6 -2 4 0.666
8 4. 8 3. 2 10. 24 2. 133
4 3.6 0. 4 0. 16 0. 044
12 10. 08 1. 92 3. 6864 0.365
12 10. 8 1. 2 1. 44 0. 133
10 8. 64 1. 36 1. 8496 0.214
2 6. 48 -4. 48 20. 0704 3. 097
8 6. 72 1. 28 1. 6384 0. 243
 10 7. 2 2. 8 7. 84 1. 088
2 5. 76 -3. 76 14. 1376 2.454
4 4.32 -0. 32 0. 1024 0. 023
4 5. 6 -1. 6 2. 56 0. 457
4 6 -2 4 0.666
4 4.8 -0. 8 0. 64 0. 133
8 3.6 4. 4 19. 36 5. 377
TOTAL 100 17. 547

FORMULA:
Chi -square (x^ 2) = £ (O-E) ^ 2
E

WHERE,
O = Observed frequency.
E = Expected frequency.

E = Row total X Colum total

Grand total
DEGREE OF FREEDOM
= (R-1) X (C-1)
= (4-1) X (4-1)
= 3x3
DF= 9
Tabulated value at degree of freedom at 5% of significant level = 16. 9
Calculated value of chi- square = 17. 547
Here,
Calculated value > tabulated value (i.e.) calculated value is higher than
tabulated value.
So H1 accepts and rejects HO
Hence there is a significant relationship between Age and experience of the
employees.
INFERENCE:
It is analyzed by applying chi-square test that age of respondents level has a
positive association with the level of respondents level has a positive
association with the level of respondents experience.

TEST. NO 2
WEIGHTED AVERAGE METHOD:
RESPONDENTS SUGGEST THE OTHER ED INITIATIVES:

FACTORS RESPONDENTS

NUMBERS PERCENTAGE

A 24 24%

B 28 28%

C 22 22%

D 16 16%

E 10 10%

TOTAL 100 100%

 OTHER INITIATIVES
24%
10%
16%

A
B
C
D
E

22% 28%

The weighted average method for the expectations of the competency mapping
of the employees.
FACTO CAPACTI INDIVIDUA VARIOUS MEASURE OTHE
RS Y L TRAININ THE EE’S RS
RANK BUILDIN MONITORI G PERFORMAN
G NG PROGRA CE LEVEL
PROGRA SYSTEM MS
MS
1 24 28 22 16 10
2 10 10 12 26 42
3 18 6 24 24 28
4 30 14 26 20 10
5 18 42 16 14 10
TOTAL 100 100 100 100

TABLE: 2:CAPACITY BUILDING PROGRAMS

RANK W1 W1X
1 30 30
2 24 48
3.5 18 63
3.5 18 63
5 10 50
TOTAL 100 254

Weighted average =  W1X

W1
= 254
100
=2.54
TABLE: 3Measure the employees performance.
RANK W1 W1X
1 26 26
2 24 48
3 20 60
4 16 64
5 14 70
TOTAL 100 268

WEIGHTED AVERAGE:
Weighted average = W1X
W1X
= 268
100
= 2.68

TABLE: 4INDIVIDUAL MONITORING SYSTEMS.

RANK W1 W1X
1 42 42
2 28 56
3 14 42
4 10 40
5 6 30
TOTAL 100 210

WEIGHTED AVERAGE = W1X

W1
= 210
100
= 2.1
TABLE: 5VARIOUS TRAINNING SYSTEMS.
RANK W1 W1X
1 26 26
2 24 48
3 22 66
4 16 64
5 12 60
TOTAL 100 264

WEIGHTED AVERAGE = W1X

W1X
= 264
100
= 2.64
TABLE: 6 OTHERS
RANK W1 W1X
1 42 42
2 28 56
4 10 40
4 10 40
4 10 40
TOTAL 100 218

WEIGHTED AVERAGE=W1X
W1
= 218
100
= 2.18

INFERENCE:
Based on the above table the factor which influences the expectation of the
competency mapping of the employees is ranked bellow.
TABLE: 7
FACTOR WEIGHTAGE RANK
CAPACITY 2.54 3
INDIVIDUAL 2.1 5
TRAINING 2.64 2
PERFORM 2.68 1
OTHERS 2.18 4

RESULT:
Measuring the employee’s performance level is the major factor which
influences the expectation of the competency mapping of the employees in
RANA ENGINE VALVE LTD.
 CHAPTER- 7
FINDINGS & SUGGESTIONS
FINDINGS:
1. Most 78% at the respondent are of male in Essen Industries Pvt.Ltd.
2. The majority 38% of the respondent are in age group of (30-40) years in
the organization.
3. 30% of the employees in the organization are in post graduate in Essen
Industries Pvt.Ltd.
4. It is observed that 80% of the employees are married.
5. I have concluded that 36% of the employees have the 5-10 years
experience in that organization.
6. 80% of the employees are said that they are having the awareness about
the competency mapping system followed in the organization.
7. It so found that 40% of the employees are satisfied with their individual
performance in the Essen Industries Pvt.Ltd.
8. It is observed that 80% of the employees are clearly understood about
their individual performance in the organization.
9. It has been exhibited that 66% of the employees said that the self
competency mapping is not de-motivating factor for their imprudent.
10.It is observed that 34%of the employees are agreeing about their employee
development program by the organization.
11.The 82% of the employees surely satisfied with the organization for
providing adequate opportunity to developing the skill and abilities in
performing their jobs.
12.58% of the respondents are satisfied with their existing training schemes
and employee development initiatives.
13.The 28% of the respondents are suggesting that competency development
initiatives can be given by individual monitoring system.
14.It shows 68% of the respondents are saying that competency mapping is
an excellent tool for planning in their organization.
15.Nearly 50% of the respondents agreed that the competency mapping
required archiving the higher post in the organization.
16.48%of the employees are satisfied that they are self- updating the industry
statist.
17.76% of the respondents have the cordial relationship with the major
competitors.
18.40% of the employees shows interested learn new technology concept as
soon they possible.
19.58% of the respondents have time to attend the various training programs
and seminar conferences conducted in Essen Industries Pvt.Ltd.
20.Mostly 48% of the employees are well versed in the competency mapping
system.
21.It is observed that 76% of the employees care agreed the competency
mapping ideal tool for employee development.
SUGGESTIONS:

The company management should provide the knowledge of work to

every employee.
The training program activities should be improved.
Working environment should be improved in the company.
The organization should give adequate orientations and training to the
employees to cope-up with the changing work conditions in the
organization.
Respondents spend time to attend various training programs.
At the time of changes in technology the employees need adequate
training programs.
The management should understand what the employees want and render
them according to the needs.
The organization implements the promotion policy based on effective
performance of the employees.
Employees of the lower level in the sectors like manufacturing do have a
lot of concerns and thus the management should keep a wide eye
regarding the competency mapping process.
The supervisors should always maintain the proper relationship with the
employees.
Proper communication between the employee and employer increases the
performance of the employees as they get clarity of the state of affairs,
reality cheek, encouragement, etc.
 CHAPTER- 8
CONCLUSION
&
BIBLIOGRAPHY
CONCLUSION

Competency mapping is a new concept of every organization. So it is

followed by some of the organizations.

Competency mapping is an ideal tool for a succession planning. It’s

helpful for the employee’s performance measuring, skills and knowledge

.
Competency mapping is basic concept for performance appraisal as well
as training of employees.

If the organization conduct the competency mapping means they may get good
feedback from the employees otherwise they can test the performance of the
employees if they are lack in performance the organization should provide the
various training programs. So that in every organization they use the
competency mapping.
So every organization must follow this concept. Otherwise they face lot of
problems between the employees like conflict, obscene of work and no
involvement in work.

As we conclude this project, we expect all the organization should follow the
competency mapping to measure the employees and profit of the organization.
BIBILIOGRAPHY

BOOKS REFERED:
Milindkotwal (2008), model and method for competency mapping and
assessment.

R. Palan (2006) competency mapping – A practitioner’s guide

WEBSITE:
Www. Google .com
Http// www .tvrls. Com / competency mapping .html
Http// www. Workitect .com / competency mapping assessment. Html
Www. hrm.com
Www. R com .com
Www. Cite hr .com
ANNEXURE
QUESTIONNAIRE A STUDY ON COMPETENCY MAPPING AS A
TOOL FOR EMPLOYEEDEVELOPMENT IN Essen Industries Pvt.Ltd.
PERSONAL DETAILS:
1.Name :
a) Designation
b) Department
c) Age
d) Gender
e) Marital status Married
Single

2. Basic Qualification :
I. UG
II. PG
III. DIPLOMA
IV. OTHERS

3. Total years of work experience at Essen Industries Pvt.Ltd

a) 0-5 yrs b) 5-10 yrs c) 10-20 yrs d) 20 & above
4. Are you aware of competency mapping that is followed in your organization?
a) Yes b) No
5. Whether you are satisfied with your performance, rightly recognized by your
organization?
a) Highly satisfied b) Satisfied c) Dissatisfied
6. Can you clearly understand the level of your individual performance in the
organization?
a) Yes b) No
7. Do you think the self- competency mapping is a de-motivating factor?
a) Yes b) No
8. Whether you are acquired any new skills, knowledge and abilities through the
ED program?
a) Strongly agree b) Agree c) Disagree d) Strongly disagree

9. Does your organization given any adequate opportunities, to implement the

newly learnt skills, knowledge and abilities at work?
a) Yes b) No

10. Do you feel the existing training schemes and competency development
initiatives are enough?
 Yes
 No

11. If you feel the existing training schemes and competency development
initiatives are not enough means what other ED initiatives can you suggest?
a) Capacity building programs
b) Individual Monitoring system
c) Various training programs
d) Measure the employee’s performance
e) Others

12. Does competency mapping is an excellent tool for succession planning in

your organization?
a) Yes b) No
13. Whether you are agreeing with the nature of competencies required its
criticality and actual level is required for the position that makes you to go
immediately higher?
a) Strongly agree b) Agree c) Disagree d) Strongly
disagree

14. Do you feel the competencies necessary for the required level of immediate
higher post?
a) Yes b) No

15. Do you aware about the nature of the industry, in which your organization is
operating, that keep constantly you’re self updated on the industry status?
 a) Strongly agree b) Agree c) Disagree d) Strongly
disagree
16. Do you have the good understanding with the major competitors?
a) Yes b) No
17. Do you update any existing level of your knowledge, skills and abilities to
be on par with the ongoing industry levels?
a) Strongly agree b) Agree c) Disagree d) Strongly
disagree

18. Whenever, a new concept or technology is introduced, do you make sure

that you learned it as soon as possible?
a) Strongly agree b) Agree c) Disagree d) Strongly
disagree
19. Do you have time to attend various training programs and seminar
conferences?
a) Yes b) No
20. Are you well versed with this system?
a) Strongly agree b) Agree c) Disagree d) Strongly
disagree
21. Finally, to conclude, do you think competency mapping serves as an ideal
tool for employee development?
 Agree
 Disagree

THANK YOU FOR YOUR CO-OPERATION IN FILLING THIS

QUESTIONNAIRE