Professional Documents
Culture Documents
1..INTRODUCTION:
Today organizations are all talking in terms of competence. Gone are the days when
people used to talk in terms of skill sets, which would make their organizations
competitive. There has been a shift in the focus of the organizations. Now they believe in
excelling and not competing. It is better to build a core competency that will see them
through crisis. And what other way than to develop the people, for human resource is the
most valuable resource any organization has.
Organizations of the future will have to rely more on their competent employees than any
other resource. It is a major factor that determines the success of an organization.
Competencies are the inner tools for motivating employees, directing systems and
processes and guiding the business towards common goals that allow the organizations to
increase its value. Competencies provide a common language and method that can
integrate all the major HR functions and services like Recruitment, Training,
performance management, Remuneration, Performance appraisal, Career and succession
planning and integrated Human resource management system.
Over the past 10 years, human resource and organizational development professionals
have generated a lot of interest in the notion of competencies as a key element and
measure of human performance. Competencies are becoming a frequently-used and
written-about vehicle for organizational applications such as:
• Defining the factors for success in jobs (i.e., work) and work roles within the
organization
• Assessing the current performance and future development needs of persons
holding jobs and roles
• Mapping succession possibilities for employees within the organization
• Assigning compensation grades and levels to particular jobs and roles
• Selecting applicants for open positions, using competency-based interviewing
techniques
Competencies include the collection of success factors necessary for achieving important
results in a specific job or work role in a particular organization. Success factors are
combinations of knowledge, skills, and attributes (more historically called “KSA’s”) that
are described in terms of specific behaviors, and are demonstrated by superior performers
in those jobs or work roles. Attributes include: personal characteristics, traits, motives,
values or ways of thinking that impact an individual’s behavior.
1
1.1 WHAT IS COMPETENCY?
Any underlying characteristic required for performing a given task, activity or role
successfully can be considered as competency. Competency may take the following
forms:
Knowledge
Attitude
Skill
Other characteristics of an individual including
Motives
Values
Traits
Self Concept
Observable
Behavior
Aptitudes
Competenci
Attitudes / Traits
es
Skills
Knowledge
2
DEFINITION:
• UNIDO (2002)-
A Competency is a set of skills, related knowledge and attributes that allow an individual
to successfully perform a task or an activity within a specific function or job.
• RANKIN (2002):
“Competencies are definition of skills and behaviors that organizations expect their staff to
practice in work.”
• MANSFIELD (1997):
“Underlying characteristics of a person that results in effective a superior performance.”
• WOODRUFFE (1991):
Competency: A person- related concept that refers to the dimensions of behavior lying
behind competent performer.
Competence: A work- related concept that refers to areas of work at which the person
is competent
Competencies: Often referred as the combination of the above two.
• ALBANESE(1989) :
Competencies are personal characteristics that contribute to effective managerial
performance.
• HAYES(1979) :
Competencies are generic knowledge motive, trait, social role or a skill of a person linked
to superior performance on the job .
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BEHAVIOUR INDICATOR:
FIGURE B:
KNOWLEDGE
Relates to information
Cognitive Domain
Set of Attribute
Relates to
SKILLS
qualitative
Relates to the
aspects
ability to do,
personal
Physical
Characteristi
domain
cs or traits
COMPETENCY
Outstanding
Performance of
tasks or
activities
4
COMPETENCY – BROAD CATRGORIES
• Generic Competencies
Competencies which are considered essential for all employees regardless of their
function or level. - Communication, initiative, listening etc.These are basic
competencies required to do the job, which do not differentiate between high and
low performers
• Managerial Competencies
Competencies which are considered essential for employees with managerial or
supervisory responsibility in any functional area including directors and senior
posts
• Threshold or Performance:
Performance competencies are those that differentiate between high and low
performers.
Components of Competency:
• The competencies are observable or measurable knowledge, skills and
abilities(KSA)
• These KSA’s must distinguish between superior and other performers.
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1.2 MEANING AND CONCEPT OF COMPETENCY MAPPING
The Steps involved in competency mapping with an end result of job evaluation include
the following:
6
COMPETENCY MODEL:
.
The roots of competency modeling date as far back as the early 1900’s but these models
have become widely popular these days. A competency model is an organizing
framework that lists the competencies required for effective performance in a specific
job, job family (e.g., group of related jobs), organization, function, or process. Individual
competencies are organized into competency models to enable people in an organization
or profession to understand, discuss, and apply the competencies to workforce
performance.
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FIGURE C:
8
• Competency based recruitment
Competency based interviews reduce the risk of making a costly hiring mistake
and increase the likelihood of identifying and selecting the right person for the right
job
• Competency based Performance Appraisal
Competencies Enable
TRAINING &
DEVELOPMENT
RECRUITMENT &
SELECTIONS
SUCCESSION
PLANNING
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COMPETENCY
MODEL CAREER
PLANNING
RECOGNITION
REPLACEMENT
PLANNING PERFORMANCE
MANAGEMEN
1.3 ROLE OF COMPETENCY IN IDENTIFYING TRAINING NEEDS AND
SUCCESSION PLANNING.
DEFINITION:
10
Source: Roth well, William J., Effective
WHY IS IT IMPORTANT?
Through the succession planning process, MMTC try to retain superior employees
because they appreciate the time, attention, and development that the organization is
investing in them. To effectively do succession planning in the organization, one must
identify the skills, knowledge and abilities of employees at various levels. After
identifying it is mapped by the process called Competency Mapping. In this process the
gaps are determined between the existing and required performance of the employees.
After identifying the the gaps the superior employees are identified. These are the ones
who are further trained for higher job positions.
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CHAPTER 2
In that regard, John Flanagan’s work (1954) and Dave McClelland’s studies (1970) might
be cited as two landmark efforts that originally invented the concept of competency.
Concept maps were invented by Joseph Novak in the 1960s for use as a teaching tool.
Later in 1986 William Trochim developed the concept map into a strategic planning tool
for use in the design of organizational components. Trochim's technique differs
significantly from Novak's original school of thought. While Novak's maps are generated
for an individual, Trochim's are generated by a group.
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requirements. These requirements include those which have been demonstrated to have
made the difference between success and failure in carrying out an important part of the
job assigned in a significant number of instances”. From here, critical incidents
technique was originally discovered.
Flanagan’s work, while not strictly about competencies, was important because it laid the
foundation for a new approach to examining what people do. In a later form, the critical
incidents technique would resurface to focus around significant behavioral events that
distinguish between exemplary and fully-successful performers.
It is Flanagan’s critical incidents technique that sixteen years later inspires David
McClelland to discover and develop the term of “competency”.
In mid fifties BENJAMIN laid the foundation for identifying educational objectives by
defining KSA, s needed to be developed in education. The educational objectives
developed by them were grouped under the cognitive domain.
He pioneered the Competency Movement across the world and made it a global concept.
His classic books on Talent and Society, Achievement motive, The Achieving Society,
Motivating economic achievement and power the inner experience brought out several
new dimensions of the competency. These competencies exposed by Mc .Cleland dealt
with effective domain in Bloom’s terminology.
Richard Boyatzis.
Richard Boyatzis wrote the first empirically-based and fully-researched book on
competency model developments. It was with Boyatzis that job competency came to
widely understood to mean an underlying characteristic of a person that leads or causes
superior or effective performance. Boyatzis was explicit in describing the importance of
clearly-defined competency as reflected in specific behavior and clearly defined
performance outcomes when he wrote that “the important points is that specific actions
cause, or lead to, the specified results. Certain characteristics or abilities of the person
enable him or her to demonstrate the appropriate specific actions”(Boyatzis, 1982, p. 12).
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analysis in collecting and analyzing examples of the actual performance of individuals
doing the work. The method for documenting the actual performance was collected
through the behavioral event interview (BEI), an intensive face-to-face interview that
involves soliciting critical incidents from performers and documenting what the
performers thinking and doing during the incidents (BEI technique will be explained
further in Appendix section).
CHAPTER 3
Established in 1963, MMTC, one of the two highest foreign exchange earners for India,
is a leading international trading company with a turnover of over US$ 5 billion.
It is the largest international trading company of India and the first Public Sector
Enterprise to be accorded the status of "FIVE STAR EXPORT HOUSE" by Govt.Of
India for long standing contribution to exports. MMTC is the largest non-oil importer in
India.
MMTC's diverse trade activities encompass Third Country Trade, Joint Ventures, and
Link Deals - all modern day tools of international trading.
Its vast international trade network, which includes a wholly owned international
subsidiary in Singapore, spans almost in all countries in Asia, Europe, Africa, Oceania
and Americas, giving MMTC global market coverage.
CORPORATE MISSION:
As the largest trading company of India and a major trading company of Asia, MMTC
aims at improving its position further by achieving sustainable and viable growth rate
through excellence in all its activities, generating optimum profits through total
satisfaction of shareholders, customers, suppliers, employees and society..
CORPORATE OBJECTIVES:
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2.) To retain the position of single largest trader in the country for product lines like
minerals, metals and precious metals.
6.) To streamline system within the company for settlement of commercial disputes.
BUSINESS OF MMTC:
MMTC is major global player in the minerals trade and is the single largest exporter of
minerals from India. With its comprehensive infrastructural expertise to handle minerals,
the company provides full logistic support from procurement, quality control to
guaranteed timely deliveries of minerals from different ports, through a wide network of
regional and port offices in India, as well as international subsidiary.
MMTC has won the top export award from Chemicals and Allied Products Export
Promotion Council (CAPEXIL) as the largest exporter of minerals from India for the
sixteenth year in a row.
As a leading player in fertilizers and fertilizer raw material, MMTC has become a major
fertilizer marketing company in India, through planned forward integration of its import
activities with the direct marketing of Urea, DAP, MOP Sulphur, Rock Phosphate, SSP
and other farming and agricultural inputs.
MMTC is the largest importer of gold and silver in the Indian sub continent, handling
about 100 MT of gold and 500 MT of silver annually. MMTC has opened a retail
jewellery showroom at Maker Bhawan in Mumbai. MMTC supplies branded hallmarked
gold and studded jewellery. MMTC has also opened a DUTY FREE jewellery store in
the Departure Lounge at Sahara International Airport, Mumbai, India. An assay and
hallmarking unit has been set up at New Delhi for testing the purity of gold and gold
articles in accordance with the internationally accepted fire assay method.
15
Besides organizing major jeweler exhibitions abroad, exclusively, MMTC is keen to set
up manufacturing & joint ventures for modern jeweler in association with leading names
in the international jeweler trade as well as marketing.
The biggest importer of non ferrous metals and industrial raw material to India:
MMTC is India's largest seller of imported non-ferrous metals viz. copper, aluminum,
zinc, lead, tin and nickel. It also sells imported minor metals like magnesium, antimony,
silicon and mercury, as also industrial raw materials like asbestos and also steel and its
products.
Major institutional customers of MMTC in India are accredited with ISO-9002 status.
MMTC sources its metals from empanelled suppliers including producers and traders
throughout the world.
MMTC is a proud winner of gold trophy for exports of Engineering and Metallurgical
product in non-SSI Sector.
MMTC is amongst the leading Indian exporters and importers of agro products. The
company's bulk exports include commodities such as rice, wheat, wheat flour, soy meal,
pulses, sugar, processed foods and plantation products like tea, coffee, jute etc.
MMTC also undertakes extensive operations in oilseed extraction, from the procurement
of seeds to the production of de-oiled cakes for export, as well as the production of edible
oil for domestic consumption. It also imports edible oils. MMTC has won the gold trophy
from FIEO for highest exports in agriculture & plantation product in non-SSI Sector.
General Trading:
MMTC also handles items like textiles, Mulberry raw silk, building materials, marine
products, chemicals, drugs and pharmaceuticals, processed foods, hydro carbons, coal
and coke.
Its comprehensive infrastructure for bulk cargo handling, with well developed
arrangements for rail and road transportation, warehousing, port and shipping, operations,
gives MMTC complete control over trade logistics, both for exports and imports.
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Social and welfare activities:
MMTC's social and welfare activities promote welfare of the employees through various
schemes like sports activities, liberal loan facilities like house building advance,
conveyance loan, house hold loan, marriage advance, etc. MMTC also provides
subsidized canteen facilities, medical treatment, and residential accommodation in some
of the major cities for its employees. MMTC also takes care of employees' families
through merit scholarship, tuition fee reimbursement, etc.
HR POLICIES AT MMTC
HR mantra in MMTC is to provide more and more job enrichment opportunities to all so
as to ensure that employees remain motivated to realize their full potential for
organizational goals and self-development. Opportunities are also provided to all to
enrich their knowledge base and technical skills through in-house training programmes
and through trainings/seminars organized by reputed outside agencies. Human resource
development in MMTC, therefore, is a continuous exercise compatible with the change in
business patterns and technological innovations in an era of diversification and search for
new business opportunities. Notwithstanding the culture of a public sector organization,
we in MMTC realize that our most important asset is the employee. We design our HR
policies to meet the above objective. Following are some of the HR policies followed in
MMTC.
iv. Through job rotation employees are constantly motivated to acquire knowledge
and operational skills in different areas of company's operations. This exercise
obviously prepares employees for managing higher positions more competently.
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vi. Regular training programmes for upgrading employee skills, knowledge and
attitudes, in areas like IT, ERP, e-commerce, international trading practices,
general management techniques etc. are organized in an effort to keep employee
morale and commitment high.
viii. General management training programmes for all categories of managers are
periodically organized through reputed institutions like IIM, ASCI, IIFT, MDI
etc.
ix. Periodical training programmes are also organized for the development of
SC/ST/OBC employees and women employees.
The locations:
13 regional offices:
East zone: Kolkata, Bhubaneshwar
West zone: Mumbai, Ahemdabad, Goa
North zone: Delhi, Jhandewalan (Delhi), Jaipur
South zone: Bangalore, Bellary, Chennai, Hyderabad, Vizag
HR mantra in MMTC is to provide more and more job enrichment opportunities to all so
as to ensure that employees remain motivated to realize their full potential for
organizational goals and self-development. Opportunities are also provided to all to
enrich their knowledge base and technical skills through in-house training programmes
and through trainings/seminars organized by reputed outside agencies. Human resource
development in MMTC, therefore, is a continuous exercise compatible with the change in
business patterns and technological innovations in an era of diversification and search for
new business opportunities
18
Department structure
Functions
The human resource department at MMTC LIMITED chiefly conducts the training and
development programme for employees. Its chief functions are:
• Developmental Activities.
• Looking for avenues for developing and imparting training to employees.
• Being at par with the Commodity Dept. in matters related to latest matters.
• Actively involved in approaching BBA and MBA colleges for taking students as
Interns as a part of CSR.
• Proactive in nature to understand the requirements of various Departments.
• Calling external Trainers to train the employees on various.
• To undertake various HR initiatives in Accordance with an Annual Business Plan.
• To organize Training inputs for officers/Staff of MMTC.
• To prepare Annual Business Plan for the various HR activities.
• To prepare Annual Training Calendar.
• To implement the Annual Business Plan.
• To undertake Training Need Analysis.
• To organize Training in Accordance with Annual Training Calendar
PERSONNEL DEPARTMENT
Department structure
Functions
19
• Managing the terminal benefits, welfare and creating viable policies in tune with
the company Goals.
• Managing the process of separation of employees and ensuring their terminal
benefits are settled and paid to them in time.
• Ensuring Healthy implementation of all welfare schemes for the benefit of
employees.
• Reviewing the made plans.
• Recruitment, SC/ST matters.
• Recruitment at all levels in MMTC.
• Recruitment at senior levels in NINL.
• Maintenance of SC/ST/OBC reservations details.
• Appointment of Consultants.
• Organizational discipline.
• Framing of Memorandum, Charge Sheets show Cause Notice.
• Issuance of Penalty letters and maintaining discipline within the organization with
the help of appropriate rules in nullifying the acts of misconduct.
ADMINISTRATION DEPARTMENT:
The administration department at MMTC is the largest .It has various other sub-divisions.
Department structure
ESTATE DEPARTMENT
MMTC has real estate all over India .e.g.: Core1, Jhandewala etc.
MMTC has one corporate office, twelve regional offices.
Department structure
20
Deputy General manager → Manager → Deputy Manager
OFFICE STRUCTURE
FUNCTIONS
The chief function of the estate department is maintenance of real assets of the
organization. Its most important functions:
• Annual maintenance.
• Timely payment of taxes.
• Framing rules and regulations for accommodation.
• Housekeeping work for the housing colony.(MMTC has its housing colony in
Mehrauli road.
• Periodical services to external and internal buildings.
• Annual budgeting for the department. In 2007 Rs.4 crore was allotted to the
department. This year Rs. 12 crore has been proposed.
• Monitors the expenditure on the asset utilization.
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CHAPTER 4
Competency mapping has been done by many organizations. The process becomes
challenging in the absence of job descriptions .As MMTC doesn’t have job descriptions
so the major emphasis was to frame the job descriptions and then map competencies
accordingly. Hence following objectives were taken-
OBJECTIVE:
1.) Understand the concept of competency mapping in today’s business environment and
its relevance at MMTC
2.) To develop job descriptions for the various functions (designation wise) to
gain deeper understanding of the requirements at different position.
3.) Establish proficiency levels required for each competency identified for a
particular position.
4.) Develop a competency dictionary.
5.) To develop a competency model as applicable for the various managerial positions
at MMTC.
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CHAPTER 5
Competency is a very new concept in MMTC .There was no job descriptions and
specifications in the company. So this project acts as a foundation for the company in its
venture into competency based practices.
What is a job?
A job is a collection of tasks and responsibilities that an employee is responsible to
conduct.
23
Job analysis:
Job Analysis is a process to identify and determine in detail the particular job duties
and requirements and the relative importance of these duties for a given job. Job Analysis
is a process where judgments are made about data collected on a job.
The Job; not the person An important concept of Job Analysis is that the analysis is
conducted of the Job, not the person. While Job Analysis data may be collected from
incumbents through interviews or questionnaires, the product of the analysis is a
description or specifications of the job, not a description of the person.
The purpose of Job Analysis is to establish and document the 'job relatedness' of
employment procedures such as training, selection, compensation, and performance
appraisal.
• training content
• assessment tests to measure effectiveness of training
• equipment to be used in delivering the training.
• methods of training (i.e., small group, computer-based, video, classroom...)
Compensation
Job Analysis can be used in compensation to identify or determine:
• skill levels
• compensable job factors
• work environment (e.g., hazards; attention; physical effort)
• responsibilities (e.g., fiscal; supervisory)
• required level of education (indirectly related to salary level)
Selection’
Job Analysis can be used in selection procedures to identify or develop:
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Performance review
Job Analysis can be used in performance review to identify or develop:
A typical method of Job Analysis would be to give the incumbent a simple questionnaire
to identify job duties, responsibilities, equipment used, work relationships, and work
environment. The completed questionnaire would then be used to assist the Job Analyst
who would then conduct an interview of the incumbent(s). A draft of the identified job
duties, responsibilities, equipment, relationships, and work environment would be
reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job
description and/or job specifications.
The method that you may use in Job Analysis will depend on practical concerns such as
type of job, number of jobs, number of incumbents, and location of jobs.
• Duties and Tasks The basic unit of a job is the performance of specific tasks and
duties. Information to be collected about these items may include: frequency,
duration, effort, skill, complexity, equipment, standards, etc.
• Environment This may have a significant impact on the physical requirements to
be able to perform a job. The work environment may include unpleasant
conditions such as offensive odors and temperature extremes. There may also be
definite risks to the incumbent such as noxious fumes, radioactive substances,
hostile and aggressive people, and dangerous explosives.
• Tools and Equipment Some duties and tasks are performed using specific
equipment and tools. Equipment may include protective clothing. These items
need to be specified in a Job Analysis.
• Relationships Supervision given and received. Relationships with internal or
external people.
• Requirements The knowledge, skills, and abilities (KSA' s) required to perform
the job. While an incumbent may have higher KSA' s than those required for the
job, a Job Analysis typically only states the minimum requirements to perform the
job.
Purpose
25
The purpose of job analysis at MMTC was to frame job descriptions for the following
positions of four departments namely—HR, Estate ,Personnel and Administration..
DGM
Senior Manager
Manager
Deputy manager
Steps
1.) Interview:
On the basis of the interview a job description evaluation form was prepared .The
form was filled by the DGM’s. The feedback on the form was not able to give the
relevant information. It had a number of shortcomings and more over the lengthy
nature of the form made it monotonous. It failed to give the desired response.
So a modified form was prepared which was easy and simple in nature
Then the study was conducted for the following job positions at human resource,
administration, personnel and estate:-Deputy General Manager, Senior Manager,
Manager and Deputy Manager
26
5.4 STEPS FOR CONDUCTING COMPETENCY MAPPING AT MMTC Limited
The Steps involved in competency mapping with an end result of job evaluation include
the following:
Here we have to decide and select the departments within the organization which we
would like to include into our study. It is to be noted that departments should be chosen
based on their criticality and importance to the organization .At MMTC LIMITED there
are number departments. For this project four departments have been considered namely
being human resource department, personnel department, administration department and
estate department.
Study the organization hierarchy across each of the selected departments. For MMTC
LIMITED hierarchy. For the purpose of the study here we have selected Junior
Management (Deputy Manager and Manager) and Middle Management (Sr. Manager and
Deputy General Manager.)
For the two levels at every department we obtained each role’s job description and in
cases where they were not available we conducted a detailed interview to derive a job
description.
As one of the tools for collecting information we prepared a list of questions that
would make up a semi structured interview. These questions were put forth
employees at the two levels.
27
proficiency level was defined in term of behavioral indicators.
28
5.5 COMPETENCY DICTIONARY
LEVELS:
Definition: Understanding of the available resources and utilizing them in the best
possible manner by remaining within the amount allotted to do a particular task.
LEVELS:
29
3.) CHANGE ORIENTATION:
LEVELS:
4.) COMMUNICATION:
LEVELS:
30
communicate role. this
ideas. understanding
to predict and
prepare for
others'
reactions.
5.) COORDINATION:
Definition: The process of facilitating the flow of work for a purpose or procedure
and the ability to monitor or regulate those procedures and activities.
LEVELS:
6.) CONTROLLING:
LEVELS:
31
others dissent.
Definition: The capacity to make sound and practical decisions which deal
effectively with the issues and are based on thorough analysis and diagnosis.
LEVELS:
LEVELS:
32
goals.
9.) INITIATIVE:
LEVELS:
LEVELS:
33
order to and resolving
encourage and conflict arising
support within.
communication
and teamwork.
LEVELS:
Knows what Uses a wide Use existing Develop Collect the right
information is variety of information and systems to information for
needed and networks to resources to its organize and the right time.
whom to collect maximum improve the
approach. information on advantage. quality of
key issues. information and
data collection.
12.) LEADERSHIP:
LEVELS:
34
to assign duties when required and sets to leverage arises, thus
to people and and open to deadlines for them through takes necessary
delegating. give advice the same. others. steps.
when asked.
13.) MOTIVATION:
LEVELS:
Definition: Establishing courses of action for self and others to ensure that work is
completed efficiently.
LEVELS:
35
focus. project
undertaken by a
work group or
team.
LEVELS:
16.) RETENTION:
36
17.) RECORD KEEPING:
LEVELS:
19.) SELECTION:
LEVELS:
37
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
LEVELS:
Definition: These are the skills that are action specific and requires training.
LEVELS:
38
numbers. professional technology, to understanding
working with expertise to at use computer and expertise to
the computer as a technology to carry out the
professional ensure a high work
and technical level of effectively.
resource to he efficiency in
organization. accomplishing
work.
CHAPTER 6
RESEARCH METHODOLOGY :
SAMPLE SIZE :
Forms were prepared after consultation with the guide. Several forms were studied on
internet. The was prepared after gaining a clear understanding of the competency
concepts.
Steps to be followed:
Job evaluation
Job analysis.
39
Mapping of executive competencies of departments namely HR, Personnel, Estate and
Administration
DATA ANALYSIS:
SCALE:
The scale used is 1-5 rating scale, where 1 is the lowest and 5 is the highest score.
CHARTS
Radar charts are usually used to compare performance of different entities on a same set
of axes. A radar chart graphically shows the size of the gaps among five to ten
organizational performance areas. The chart displays the important categories of
performance and makes visible concentrations of strengths and weaknesses. A radar
chart shows how a team has evaluated a number of organizational performance areas.
In this project radar chart is used to show the competency gaps that exist at a particular
job position.
Requirement: The competency levels that is required for a particular job position
Example:
40
COMPETENCY ASSESSMENT OF GENERAL SKILLS (ADMINISTRATION)
TEAM WORK
6
INTERPERSONAL 2 COMMUNICATION
PRESENT
0
REQUIREMENT
CORE: These are competencies that are essentially required to perform a particular job
function.
SUPPORTING: These are the competencies which facilitate the core competency
1.1
JOB TITLE : MANAGER
COMPETENCY TYPE : GENERAL
DEPARTMENT : HUMAN RESOURCE
41
competency assesment of general skills(Human Resource)
TEAMWORK
6
4
INFORMATION
2 COMMUNICATION
MANAGEMENT Present
0
Requirement
INITIATIVE INTERPERSONAL
TEAM WORK
5
4
3
2
INTERPERSONAL COMMUNICATION
1
present
0
requirement
1.3
42
JOB TITLE : MANAGER
COMPETENCY TYPE : GENERAL
DEPARTMENT : ADMINISTRATION
TEAM WORK
6
INTERPERSONAL 2 COMMUNICATION
PRESENT
0
REQUIREMENT
1.4
JOB TITLE : MANAGER
COMPETENCY TYPE : GENERAL
DEPARTMENT :ESTATE
TEAMWORK
6
4
INFORMATION MANAGEMENT 2 COMMUNICATION Present
0
Requirement
INITIATIVE INTERPERSONAL
1.5
43
JOB TITLE : MANAGER
COMPETENCY TYPE : FUNCTIONAL
DEPARTMENT : ESTATE
RECORD KEEPING
6
1.6
JOB TITLE : MANAGER
COMPETENCY TYPE : FUNCTIONAL
DEPARTMENT : ADMINISTRATION
RECORD KEEPING
6
44
COMPETENCY TYPE : FUNCTIONAL
DEPARTMENT : PERSONNEL
BUSINESS AWARENESS
5
4
3
2
COMMUNICATION BUDGET MANAGEMENT
1
0
present
Requirement
SELECTION RETENTION
STRATEGIC ORIENTATION
6
4
CHANGEORIENTATION 2 PLANNINGAND ORGANISING
0
Present
Requirement
PERFORMANCE
MOTIVATION
IMPROVEMENT
45
DEPARTMENT :PERSONNEL
LEADERSHIP
6
LEADERSHIP
6
46
COMPETENCY TYPE : GENERAL
DEPARTMENT : ESTATE
compet ency as s es s ment of general s ki l l s (E s tat e)
LEA D E R SHIP
6
LEADERSHIP
6
4
STRATEGIC
2 TEAM MANGEMANT
ORIENTATION
present
0
REQUIREMENT
1.13
JOB TITLE : DEPUTY GENERAL MANAGER
COMPETENCY TYPE : FUNCTIONAL
47
DEPARTMENT : PERSONNEL
BUSINESS AWARENESS
5
4
3
2
COMMUNICATION BUDGET MANAGEMENT
1
0
present
Requirement
SELECTION RETENTION
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1.15: JOB TITLE : DEPUTY GENERAL MANAGER
COMPETENCY TYPE : FUNCTIONAL
DEPARTMENT : ADMINISTRATION
TECHNICAL
6
4
PLANNING AND
2 INITIATIVE
ORGANISING
0 present
requirement
1.16
JOB TITLE : DEPUTY GENERAL MANAGER
COMPETENCY TYPE : FUNCTIONAL
DEPARTMENT : ESTATE
BUSINESS AWARENESS
5
4
3
PLANNING AND 2
COORDINATION
ORGANIZING 1 present
0 requirement
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CHAPTER 7
RESEARCH FINDINGS
50
CHAPTER 8
In the present chapter investigator would like to give a summary and conclusions of the
obtained results
1.) To develop job descriptions for the various functions (designation wise)
2.) To identify the KPA’S (Key Performance Areas) of the desired levels
In four departments
4.) Establish proficiency levels required for each competency identified for a particular
position.
5.) To develop a competency model as applicable for the various managerial positions at
MMTC
6.) To prepare the employees for succession plan by improving their KPA’s through
proper training.
For framing job descriptions and specifications data was obtained from employees with
the help of carefully structured forms. After obtaining the data from the sample of
employees, the data was carefully analyzed and job descriptions and specifications were
framed.
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After framing the job description and specification a competency framework was
developed for each job position under study .There were 10 competencies for each job
position. Out of these 10 competencies 5 were the general competencies that was
common to all the four departments (Human Resource Development, Estate, Personnel
and Administration) and 5 were the functional competencies which was department
specific. A five point scale was developed to rate the competencies and determine the
levels.
It was found that training is required in all the four departments at every level. The details
about the people who require training is given in the following chart.
Deputy Strategic
Manager/Manager Orientation
Team
Management
Leadership
HUMAN RESOURCE Deputy General General Team Work
DEVELOPMENT Manger/Senior Initiative
Manager
Deputy Interpersonal
Manager/Manager Strategic
Orientation
Deputy Team
manager/Manager Management
Deputy Leadership
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Manager/Manager Team
Management
Interpersonal
Decision Making
Strategic
Orientation
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Deputy Problem
manager/Manager Solving
Planning and
Organizing
Record
Keeping
Controlling
Deputy General Functional Coordination
ESTATE Manager/Senior
Manager
Deputy
Manager/Manager
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BIBLIOGRAPHY
REFERENCES
INTERNET
WORKSHOP:
BOOKS
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