SUMMER PROJECT REPORT

“A study on perception of IL4 level-IL6 level and Foremen level

employees about skill mapping at SNTI, TATA Steel Ltd.,
Jamshedpur”

Submitted in Partial fulfilment of the Post Graduate Diploma in Management at

Kejriwal Institute of Management and Development Studies, Ranchi

BY

Hanifa Perween

Roll No- 10, Session- 2021-23

Under the guidance of:

Prof. Trisha
Assistant Professor, KIMDS, Ranchi

KEJRIWAL INSTITUTE OF MANAGEMENT AND DEVELOPMENT

STUDIES, RANCHI
 Approval Sheet

This is to certify that summer project entitled “A study on perception of IL4 level-IL6 level and
foremen level employees about skill mapping in TATA Steel Ltd., Jamshedpur” has been prepared
by Hanifa Perween in partial fulfilment of the requirement for the award of Post Graduate Diploma
in Management (PGDM) at Kejriwal Institute of Management and Development Studies,
Ranchi.

The study embodies data collected, analysed & compiled by the researcher under the guidance of the
undersigned guide of the institute & there by approved as indicating the proficiency of the researcher.

Prof. Trisha Prof. Abhishek Tiwari

Research Guide Summer Internship Coordinator

Prof. (Dr.) A. K. Singh

Director, KIMDS

i
 Declaration

I hereby declare that the project report entitled “A study on the perception of IL4 level-IL6 level and
foremen level employees about skill mapping in TATA Steel Ltd.” has been prepared by me during
the period from 1st June 2022 to 31st July 2022 under the guidance of Mrs Soumya Sahu, and Prof.
Trisha of Kejriwal Institute of Management and Development Studies, Ranchi.

The findings and conclusions of this report are based on my personal study and experience during the
tenure of my summer internship.

I also declare that the project has not been submitted nor shall it be submitted in future to any other
University or Institution for the award of any other degree or diploma.

Hanifa Perween
Date:
Place: Jamshedpur

ii
Certificate

iii
 Acknowledgement

I would like to extend my gratitude to Mrs Soumya Sahu (US IT Recruiter, Senior Manager, TATA
Steel Ltd.) for giving me an opportunity to work in such an important sphere and for sharing his vision
and experience. I would also like to thank Mr Chandan Aggarwal my supervisor, Mr Amit Tiwari, Mrs.
Abhilasha Malviya and Mr. Shramik Pattayanak for their continuous support and guidance to
understand corporate practices and complete my summer internship in time.

I would like to express my special gratitude and thanks to all other members of the organisation for
giving me their valuable suggestions and time

Last but not least I owe a debt of gratitude to Prof. Trisha – My project guide for her painstaking efforts
in providing me the necessary know-how and constant guidance and support without which I would
not have been able to conclude this work.

Hanifa Perween
PGDM 2021-23
KIMDS Ranchi.

iv
 Table of Contents

Approval Sheet ...................................................................................................................................................... i

Declaration ........................................................................................................................................................... ii
Certificate ............................................................................................................................................................ iii
Acknowledgement .............................................................................................................................................. iv
Table of Contents ................................................................................................................................................. v
List of Tables ....................................................................................................................................................... vii
List of Figures ..................................................................................................................................................... viii
Executive Summary ............................................................................................................................................. ix
Chapter 1 .............................................................................................................................................................. 1
Introduction ...................................................................................................................................................... 2
1.1 Skill Mapping ............................................................................................................................................... 2
1.2 Steel Industry .............................................................................................................................................. 4
1.3 Global Steel Industry ................................................................................................................................... 5
1.4 About TATA Steel Ltd. ................................................................................................................................. 5
1.5 Vision and Mission of TATA Steel Ltd.......................................................................................................... 6
1.6 Research Objectives .................................................................................................................................... 7
1.7 Limitations of Study .................................................................................................................................... 7
1.8 Significance of Study ................................................................................................................................... 7
Chapter-2 .............................................................................................................................................................. 8
Company Profile................................................................................................................................................ 9
2.1 About Tata Group ....................................................................................................................................... 9
2.2 About Tata Steel Ltd..................................................................................................................................11
2.3 Brands of Tata Steel Ltd. ...........................................................................................................................11
2.4 Organization Hierarchy .............................................................................................................................14
2.4 Current data/ status of Tata Steel Ltd. .....................................................................................................14
2.5 SWOT Analysis of Tata Steel Ltd. ..............................................................................................................14
2.6 PESTEL Analysis of Tata Steel Ltd. .............................................................................................................15
2.6 Porter’s 5 Forces Model of Tata Steel Ltd. ................................................................................................15
2.7 Perception .................................................................................................................................................16
Chapter-3 ............................................................................................................................................................21
3.1 Literature Review ......................................................................................................................................22
Chapter-4 ............................................................................................................................................................24
Research Methodology ...................................................................................................................................25
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 4.1 Research ....................................................................................................................................................25
4.2 Research Design ........................................................................................................................................26
Chapter-5 ............................................................................................................................................................27
Data Analysis ...................................................................................................................................................28
Chapter-6 ............................................................................................................................................................42
Findings ...........................................................................................................................................................43
Chapter-7 ............................................................................................................................................................44
Conclusion .......................................................................................................................................................47
Chapter-8 ............................................................................................................................................................48
ANNEXURE ..........................................................................................................................................................49
[A] Bibliography ..............................................................................................................................................49
[B] Questionnaire ............................................................................................................................................50

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 List of Tables
Table 1 Gender of Respondents .........................................................................................................................28
Table 2 Education Level ......................................................................................................................................29
Table 3 Education Qualification ..........................................................................................................................30
Table 4 Designation of employees (levels) .........................................................................................................31
Table 5 No. of years respondents have been working with Tata Steel Ltd. .......................................................32
Table 6 No. of respondents aware of skill mapping ...........................................................................................33
Table 7 No. of respondents perceive skill mapping is implemented at Tata Steel Ltd. ......................................34
Table 8 No. of respondents perceive skill mapping is beneficial for them .........................................................35
Table 9 No. of respondents perceive skill mapping is beneficial for the organization .......................................36
Table 10 Respondents rate themselves in 1-5 in time management skills ........................................................37
Table 11 Respondents rate themselves in 1-5 in decision making skills ............................................................37
Table 12 Respondents rate themselves in 1-5 in time critical thinking skills .....................................................38
Table 13 Respondents rate themselves in 1-5 in time flexibility ........................................................................38
Table 14 Respondents rate themselves in 1-5 in team work .............................................................................39
Table 15 Respondents rate themselves in 1-5 in problem solving skills ............................................................40
Table 16 System used to score skill mapping .....................................................................................................41

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 List of Figures
Figure 1 Gender of Respondents ........................................................................................................................28
Figure 2 Age Group .............................................................................................................................................29
Figure 3 Education Qualification .........................................................................................................................30
Figure 4 Designation of the employees (levels) ..................................................................................................31
Figure 5 No. of years respondents have been working with Tata Steel Ltd. ......................................................32
Figure 6 No. of respondents aware of skill mapping ..........................................................................................33
Figure 7 6 No. of respondents perceive skill mapping is implemented at Tata Steel Ltd...................................34
Figure 8 No. of respondents perceive skill mapping is beneficial for them .......................................................35
Figure 9 No. of respondents perceive skill mapping is beneficial for the organization......................................36
Figure 10 Respondents rate themselves in 1-5 in time management skills ......................................................37
Figure 11 Respondents rate themselves in 1-5 in decision making skills ...........................................................37
Figure 12 Respondents rate themselves in 1-5 in time critical thinking skills ....................................................38
Figure 13 Respondents rate themselves in 1-5 in flexibility ...............................................................................39
Figure 14 Respondents rate themselves in 1-5 in team work skills....................................................................39
Figure 15 Respondents rate themselves in 1-5 in problem solving skills ...........................................................40
Figure 16 System used to score skill mapping of employees .............................................................................41

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 Executive Summary

The main purpose of this study is to find out the awareness level of IL4-IL6 level and foremen level
employees about skill mapping at TATA Steel Ltd. This study also focuses on the perception level of
employees about skill mapping.

Skill Mapping allows HR professionals to create a visual representation of skills that are aligned with
the skills of each employee in the company. The comparison allows the company to identify skill gaps
so that solution is made.

Organizations needs skill mapping as it benefits team, employees, clients and company in total. Skill
mapping is an essential tool so that a company reaches its goals. An HR professional determines the
skills present and missing in a team. Once these skills are identified, employees can work on their
strengths and improve their weaknesses.

In turn, the company can hire additional employees to fill the skills gap in the organization.

Through this study we would try to know how skill mapping is done at TATA Steel Ltd. through
employees.

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Chapter 1

1
Introduction
Abstract

Skills mapping is a visual representation of every employees’ skills. It involves analysing which skills are
required to fill a given role, perform a certain task, or put together a special-purpose project team. Next,
work out which of these skills already exist in the organization.

Skills mapping can be applied to an organization as a whole, but also departments, teams, or specific
disciplines. Doing so allows you to see what each employee brings to the table and their strengths and
weaknesses.

1.1 Skill Mapping

Skills mapping provides a visual overview of the skills each employee has within an organisation, team or
department. Employers can use this tool to evaluate the skills and competency level of each employee and
determine if their skills proficiency makes them an asset to a particular task, project or role. Skills maps
help you understand the value of each employee to a business by drawing attention to their strengths and
weaknesses. The tool also helps identify what skills already exist within an organisation so that you can
focus on hiring individuals with a more diverse skill set.
Organizations use skills maps to gain insight into the enterprise of individual employees and entire teams.
These insights help them identify any potential skills gaps and provide a starting point for professional
growth among employees. HR uses skill mapping to map the skill of their employees to rank them or to
know in which area they lack or need any training.
Through this study we would like to research about awareness level of employees and the perception of
employees working at TATA Steel Ltd.
Skills maps are essential tools that allow you to assess the skills of each employee and understand how to
help them improve. This can lead to greater success in the workplace, as you can use your evaluations to
select employees with the right skill set for a particular job or project. Learning how to use a skills map and
the potential benefits ensures you use them to your advantage. In this article, we discuss what skills mapping
is, explore its benefits and outline some tips on how to use and create a skills map.
Businesses use skills maps to gain insight into the expertise of individual employees and entire teams. These
insights help them identify any potential skills gaps and provide a starting point for professional growth
among employees. HR departments can also use them throughout the hiring process to determine what
skills to look for in candidates to fill any noticeable gaps.
Skills maps can place importance on in-house training programmes to improve workplace capabilities and
encourage continuing professional development (CPD). Employers often use skills maps to review
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employee performance on a quarterly or annual basis and monitor their progress with developing skills
necessary for the company's success.
Benefits of skill mapping:
There are several benefits of using skills maps in business. Understanding these potential benefits helps
you determine how a skills map can help you with a particular project or organisational growth. Some
benefits include that it:

 allows you to pinpoint which skills are necessary to perform specific tasks and requirements
 reveals which employees provide the most value to the organisation
 highlights which employees could benefit from additional training opportunities
 helps you source suitable replacements for employees who leave the company or take holidays
 makes it easier to track the progress of various teams, departments and individuals within an
organisation
 prevents problems or mistakes by guaranteeing that the right person for the job is in charge of a
project
 may reveal any skills gaps
 helps navigate the hiring process by determining what skills the company requires
 Boosts morale as employees feel as though employers take interest in their professional
development.
 allows you to visualise and focus more on organisational needs
 distinguishes between generalist and specialist employees

How do you assess what skills your employees need to be trained on? What about figuring out what skills
already exist in the organization and what will be needed in the future?
This is where skills mapping comes in. Skills mapping refers to creating a visual representation of the skills
needed to perform well in any given role and comparing that with the existing skills held by employees
throughout the organization. This comparison allows gaps to be identified and remedied.

Skills maps can provide a view of the entire team—you can see how each person on the team contributes
and the skills he or she is best at.
Skills mapping is also sometimes called competency mapping, though some would argue that competency
mapping is more comprehensive, as it includes things beyond skills, like behaviors.

It is sometimes also known as a skills matrix or competency matrix, especially when put together for an
entire group.

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Tips for Employers Creating Skills Maps
If you’re new to skills mapping, here are some tips to help you get started:

Don’t forget soft skills. You can train for many types of soft skills, and they’re often critical to success.
Things like empathy, communication, and the ability to take direction are important. (These are, of course,
just a few examples.) Skills maps can incorporate technical skills, behavioral components, soft skills, and
even interpersonal skills.
Skills mapping can be done on an individual level to show an employee what skills must be developed to
advance within the organization. This can assist in creating individualized employee development
programs. Skills mapping could also be done on a team level or an organizational level to assess what
training programs may need to be offered in the future.
A skills map needs to show skills both qualitatively and quantitatively. In other words, it should show what
skills are needed for a given role and how far along the required skill progression for any given person is.
Skill levels generally range from non-existent or complete beginner to advanced or expert.
Be careful to be objective. Consider getting input from multiple sources, both for the skills required for the
role and for the skill level of any given individual. This can help to make the most accurate representation—
which likely would not occur with just one person making the assessment.
Sometimes, skills mapping includes employee interest levels. So, for example, if a specific technical skill
is required for a role that an individual does not have but is interested in obtaining, that person may be
better suited than someone who is uninterested in learning that skill. This is especially important when
determining which employees will be moved into new roles.

1.2 Steel Industry

The iron and steel industry in India is among the most important industries within the country. India
surpassed Japan as the second top steel producer in January 2019. As per world steel, India's crude steel
production in 2018 was at 106.5 tonnes (MT), 4.9% increase from 101.5 MT in 2017, and means that India
overtook Japan as the world's second largest steel production country. Japan produced 104.3 MT in year
2018, decrease of 0.3% compared to year 2017. Industry produced 82.68 million tons of total finished steel
and 9.7 million tons of raw iron. Most iron and steel in India is produced from the iron ore.

Policy for the sector is governed by the Indian Ministry of Steel, which concerns itself with coordinating
and planning the growth and development of the iron and steel industry, both in the public and private
sectors; formulation of policies concerning production, pricing, distribution, import and export of iron and
steel, ferro alloys and refractories; and the development of input industries relating to iron
ore, manganese ore, chrome ore and refractories, etc., required mainly by the steel industry.

4
Most of the public sector undertakings market their steel through the Steel Authority of India (SAIL). The
Indian steel industry was de-licensed and de-controlled in 1991 and 1992 respectively.

1.3 Global Steel Industry

In 2020, total world crude steel production was 1877.5 million tonnes (Mt). The biggest steel producing
country is currently China, which accounted for 57% of world steel production in 2020.In 2020, China
became the first country to produce over one billion tons of steel. In 2008, 2009, 2015 and 2016 output
fell in the majority of steel-producing countries as a result of the global recession. In 2010 and 2017, it
started to rise again. Crude steel production contracted in all regions in 2019 except in Asia and the
Middle East.

1.4 About TATA Steel Ltd.

India: Tata Steel was established in India as Asia’s first integrated private steel company in 1907. With
this, we also developed India’s first industrial city at Jamshedpur. Today, we are among the leading global
steel companies. Our annual crude steel capacity across Indian operations is nearly 20 MnTPA and we
registered a turnover of INR 91,037 crore in FY21. We also set up our second Greenfield steel plant of 3
MnTPA in the eastern state of Odisha in 2016; the expansion to 8 MnTPA in currently underway. We
possess and operate captive mines that help us maintain cost- competitiveness and production efficiencies
through an uninterrupted supply of raw material. This is how we ensure that we remain the lowest cost
producer of steel in Asia.

The Indian product portfolio is divided into four segments – Automotive and Special Products; Industrial
Products, Projects and Exports; Branded Products and Retail; and Services and Solutions. The Company
supplies hot-rolled, cold-rolled, galvanised, branded solution offerings and more.

Europe: Tata Steel is one of the largest steel producers in Europe with a crude steel production capacity of
over 12.4 MnTPA. We established our presence in the European continent after acquiring Corus in 2007.
The manufacturing facilities in Europe comprise primary steel-making facilities in the Netherlands and the
United Kingdom, with downstream operations in the Netherlands, the United Kingdom, Germany, France,
Belgium, Sweden, and Turkey. The European operations produce a wide range of high-quality quality strip
steel products for demanding markets such as construction, automotive, packaging and engineering.

South-East Asia: Tata Steel’s operations in South-East Asia, with 2.2 MnTPA capacity, began in 2004
with the acquisition of NatSteel, Singapore. The operations are run by NatSteel Holdings Pte Ltd., a wholly-
owned subsidiary of Tata Steel. The Company’s flagship facility at Singapore is one of the largest single
5
downstream rebar fabrication operations in the world. This plant is the only local steel mill with an
integrated upstream and downstream operation, where steel is manufactured through recycling scrap, and
fabricated according to customers’ needs.

In 2015, we acquired a majority stake in Thailand-based steelmaker Millennium Steel, which strengthened
our South-East Asian operations. is the largest and most diverse long steel manufacturer in Thailand using
recyclable steel scrap as raw material. The product range includes High Tensile Rebars, ready to use Cut &
Bend products, light structurals, and specialty wire rods for making Tire Cord, Tire bead, Wire Ropes, and
stick electrodes. The company has a pan Thailand distribution network and regularly exports steel to Laos,
Cambodia, Indonesia, Malaysia, India, and Bangladesh.

1.5 Vision and Mission of TATA Steel Ltd.

Vision: We aspire to be global steel industry benchmark for value creation and corporate citizenship.

Mission: Consistent with the vision and values of the founder Jamsetji Tata, Tata Steel strives to strengthen
India’s industrial base through effective utilisation of staff and materials. The means envisaged to achieve
this are cutting-edge technology and high productivity, consistent with modern management practices.
Tata Steel recognises that while honestly and integrity are essential ingredients of a strong and stable
enterprise, profitability provides the main spark for economic activity.
Overall, the company seeks to scale the heights of excellence in all it does in an atmosphere free from fear,
and thereby reaffirms its faith in democratic values.
Values:
i. Integrity: We will be fair, honest, transparent and ethical in our conduct; everything we do must
stand the test of public scrutiny.
ii. Excellence: We will be passionate about achieving the highest standards of quality, always
promoting meritocracy.
iii. Unity: We will invest in our people and partners, enable continuous learning, and build caring and
collaborative relationships based on trust and mutual respect.
iv. Responsibility: We will integrate environmental and social principles in our businesses, ensuring
that what comes from the people goes back the people many times over.
v. Pioneering: We will be bold and agile, courageously taking on challenges, using deep customer
insight to develop innovative solutions.
SSS

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1.6 Research Objectives
1. To observe the awareness of IL4-IL6 level and Foremen level employees regarding skill mapping at
SNTI, Tata Steel Ltd.
2. To understand the perception of IL4-IL6 level and Foremen level employees about skill mapping at
SNTI, Tata Steel Ltd.

1.7 Limitations of Study

 The time period given for the research was limited, i.e. 8 weeks. This was limited time for the study
on research topic.
 The audience is limited. It is difficult to say that data given by the respondents are same for all.
 Since the data collected through preparing schedules, the information may be based upon the
opinion of the respondents at the spur of the moments.
 The respondents may not want to give their personal information to the researcher.

1.8 Significance of Study

 This study will help the organization know how the employees perceive skill mapping.
 This study will help the organization to know the awareness level of employees of skill mapping.
 This study will help the organization to know whether the system which they are using to map
employees' skills are beneficial for the growth of the employees or not.
 The study will help the organization know what skills the employees would like to gain and what
skills they require.
 This report will help the researcher to better understand about skill mapping.

7
Chapter-2

8
Company Profile

2.1 About Tata Group

The Tata Group is an Indian multinational conglomerate headquartered in Mumbai. Established in

1868, it is India's largest conglomerate, with products and services in over 150 countries, and
operations in 100 countries across six continents. Acknowledged as the founder of the Tata
Group, Jamsetji Tata is sometimes referred to as the "father of Indian industry".

The group gained international recognition after acquiring several global companies. Each Tata
company operates independently under the guidance and supervision of its own board of directors
and shareholders. Philanthropic trusts control over 66% of the Tata holding company Tata Sons,
while the Tata family is a very small shareholder.

As of 2022, the group had an estimated annual revenue of US$128 billion. In 2018, it contributed
about 4 per cent to the country’s GDP and paid 2.24% of the total taxation in India, the highest by
any corporate group.

There are 29 publicly-listed Tata Group companies with a combined market capitalisation of $311
billion (INR 23.4 trillion) as of December 31, 2021.Significant Tata Group affiliates include Tata
Consultancy Services, Tata Consumer Products, Tata Motors, Tata Power, Tata Steel, Voltas, Titan
Company, Tanishq, Tata Chemicals, Tata Communications, Trent, Tata Elxsi, Indian Hotels
Company, Air India, TajAir, Tata Cliq, Tata Capital, Cromā, and Tata Starbucks.

In 1902 the group incorporated the Indian Hotels Company to commission the Taj Mahal Palace &
Tower, the first luxury hotel in India, which opened the following year. After Jamsetji’s death in

9
1904, his son Sir Dorab Tata took over as chair of the Tata Group. Under Dorab’s leadership the
group quickly diversified, venturing into a vast array of new industries, including steel (1907),
electricity (1910), education (1911), consumer goods (1917), and aviation (1932).

Following Dorab’s death in 1932, Sir Nowroji Saklatwala became the group’s chair. Six years
later Jehangir Ratanji Dadabhoy Tata (J.R.D.) took over the position. His continued expansion of
the company into new sectors—such as chemicals (1939), technology (1945), cosmetics (1952),
marketing, engineering, and manufacturing (1954), tea (1962), and software services (1968)—
earned Tata Group international recognition. In 1945 Tata Group established the Tata Engineering
and Locomotive Company (TELCO) to manufacture engineering and locomotive products; it was
renamed Tata Motors in 2003. In 1991 J.R.D.’s nephew, Indian business mogul Ratan Tata,
succeeded him as chairman of the Tata Group. Upon assuming leadership of the conglomerate,
Ratan aggressively sought to expand it, and increasingly he focused on globalizing its businesses.
In 2000 the group acquired London-based Tetley Tea, and in 2004 it purchased the truck-
manufacturing operations of South Korea’s Daewoo Motors. In 2001 Tata Group partnered with
American International Group, Inc. (AIG) to create the insurance company Tata-AIG.

In 2007 Tata Steel completed the biggest corporate takeover by an Indian company when it acquired
the giant Anglo-Dutch steel manufacturer Corus Group. The following year the company made
headlines worldwide when it ventured into the automotive industry. On January 10, 2008, Tata
Motors officially launched the Nano, a tiny, rear-engine, pod-shaped vehicle that eventually sold at
a base price (excluding options, tax, and transportation fees) equivalent to $1,500 to $3,000.
Although only slightly more than 3 metres (10 feet) long and about 1.5 metres (5 feet) wide, the
highly touted “People’s Car” could seat up to five adults and, in Tata’s words, would provide a
“safe, affordable, all-weather form of transport” for millions of middle- and lower-income
consumers both in India and abroad. The first Nano hit the road in India in July 2009. Tata Motors
purchased the elite British brands Jaguar and Land Rover from the Ford Motor Company in 2008.
Four years later Ratan Tata retired and was succeeded by Cyrus Mistry. Mistry was abruptly
dismissed as chairman in October 2016—reportedly over disagreements with members of the Tata
family regarding business strategy—and Ratan returned to the position on an interim basis. Ratan’s
second stint as chairman ended in January 2017 when Natarajan Chandrasekaran was appointed to
the position.

In September 2017 the Tata Group announced plans to merge its European steelmaking operations
with those of the German steelmaker ThyssenKrupp. The merger, which would have created
Europe’s second largest steel company (after ArcelorMittal), was blocked by the European
10
Commission over antitrust regulations. In 2022 the Tata Group acquired Air India, an airline
founded by the Tata family in 1932 that had been nationalized in 1953.

2.2 About Tata Steel Ltd.

Tata Steel Limited is an Indian multinational steel-making company, based

in Jamshedpur, Jharkhand and headquartered in Mumbai, Maharashtra. It is a part of the Tata
Group.

Formerly known as Tata Iron and Steel Company Limited (TISCO), Tata Steel is among the
top steel producing companies in the world with an annual crude steel capacity of 34 million tonnes.
It is one of the world's most geographically diversified steel producers, with operations and
commercial presence across the world. The group (excluding SEA operations) recorded a
consolidated turnover of US$19.7 billion in the financial year ending 31 March 2020. It is the second
largest steel company in India (measured by domestic production) with an annual capacity of
13 million tonnes after Steel Authority of India Ltd. (SAIL).

2.3 Brands of Tata Steel Ltd.

Products Segment:

 Agriculture
 Automotive Steels
 Construction
 Consumer goods
 Energy & Power
 Engineering
 Material Handling

Key Products in India:

 Hot rolled
 Cold rolled
 Coated coals
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  Tubes
 Rebar
 Wire roads

Market Market sub- Products & Brands Key Support Initiatives to

Segment segments Customers
(customer groups)

Construction Individual House Tata Tiscon (Rebars) Superlinks & Footings

Builders Tata Structura Customer Service Engineers
(B2C) (Pipes) Experience Zones
Tata Pravesh (Doors
& Windows)

Rural Roofing Tata Shaktee Roof-junction (Installation

(B2C ) (Roofing sheets) solution)
Nest-in (Housing, Roofing Accessories
Water ATMs, bio-
toilets)

Infrastructure TMT Rebars (Higher Tiscon Readybuild (Cut &

(B2B) Dia Rebars, Bend Bars)
Housing & Corrosion Resistance Bar Bending Schedules
Commercial Steel)
(Business 2
Emerging
Corporate
Account)

Automotive Auto OEMs Hot Rolled, Cold

(B2B) Rolled, Coated Steel Product Application Experts
Coils & Sheets & Customer Service Teams
Shaped Blanks
Value Analysis & Value
Engineering Support

Auto Ancillaries Hot Rolled, Cold Certified Service Centres

(B2B, B2ECA) Rolled, Coated Steel
Coils & Sheets

12
 Tubes

Spring
Bearings

General Panel & appliances Steelium Panel Application Specific

Engineering (B2ECA) Galvano Panel, Products
Fabrication & Appliance Restriction of Hazardous
Capital Goods Substances (RoHS) Compliant
(B2ECA) Product
Furnitures
(B2ECA)

Industrial LPG Hot Rolled Higher Width

(B2B) LPG Blanks
Single Cast Supplies

Welding Wire Rods Vendor Managed Inventory

(B2B) Wire-2-Win (Knowledge
Platform)

Process Industries Ferro Chrome

(e.g. Cement, Process Tubes Long-Term Contracts
power, steel) Customised Packaging
(B2B)

Agriculture Agri equipment Bearings Early Vendor Involvement

(B2B)

Fencing, Farming GI wires

& Irrigation Agri & Garden Tools Amritdhara (Borewell pipe
(B2C) Conveyance Tubes with seamless socket)
Barbed Wires

13
2.4 Organization Hierarchy
IL1 Managing
Director

IL3
IL2 CEO Departmental
Head

IL4 Senior IL6 Assistant

IL5 Manager
Manager Manager

Foremen

J.E.

2.4 Current data/ status of Tata Steel Ltd.

INCOME MAR’22 (in crores)

Net sales turnover 129021.35

Other Income 1452.02

Total Income 130473.37

2.5 SWOT Analysis of Tata Steel Ltd.

Strengths Weaknesses

 Access to raw materials  Less product innovations

 Strong brand value  Low demand for existing products
 Good corporate governance  High attrition rate
 Global footprint  Mistry fiasco’s
 Capability and adaptability  Functional issues

Opportunities Threats

 Competitive advantage by value of size  Advancing technology

 Higher pricing opportunities in foreign  International competition
markets  Decreasing global steel prices
 Adapt newer technologies  Government and environmental
 Global expansion regulations

14
  Increasing demand in India  Intense competition

2.6 PESTEL Analysis of Tata Steel Ltd.

Political: Economical:
 Geo-political issues and rising trends  Volatility in the prices of steel and
of protectionism raw materials all throughout the
 Indian governmental policy intends to world
treble steel production capacity by
2030
 Meeting resistance from the UK
government over decarbonisation
plants
Social: Technological:
 Increasing levels of urbanization  Increasing digitalization to increase
leading to change in customer needs revenues and decrease overall costs
 Ethical image of Tata Steel gives it a  Analytics to provide competitive
great deal of social capital advantage to companies
Legal: Environmental:
 Impact of mines and minerals bill  Regulations related to green-house
2016 emissions
 Initiating steps towards steel
recycling

2.6 Porter’s 5 Forces Model of Tata Steel Ltd.

The Porter Five Forces that determine the industry structure in Iron & Steel are -

1. Bargaining power of suppliers in Iron & Steel – If suppliers have strong bargaining power then
they will extract higher price from the Tata Steel Ltd. It will impact the potential of Tata Steel Ltd
to maintain above average profits in Iron & Steel industry.

2. Bargaining power of buyers of Tata Steel Ltd and Basic Materials sector – If the buyers have
strong bargaining power then they usually tend to drive price down thus limiting the potential of the
Tata Steel Ltd to earn sustainable profits

15
3. Threat of new entrants in Iron & Steel industry – if there is strong threat of new entrants in
the Iron & Steel industry then current players will be willing to earn lower profits to reduce the
threats from new players

4. Rivalry among existing players in Iron & Steel industry – If competition is intense then it
becomes difficult for existing players such as Tata Steel Ltd to earn sustainable profits.

5. Threat of substitute products and services in Iron & Steel sector – If the threat of substitute
is high then Tata Steel Ltd has to either continuously invest into R&D or it risks losing out to
disruptors in the industry.

2.7 Perception
What is Perception?

Perception in Organisational Behavior: – Perception in Organisational Behavior is defined as the

process by which an individual selects, organizes and interprets stimuli into a meaningful and
coherent picture of the world. Perception is an intellectual process of transforming sensory stimuli
to meaningful information. It involves both recognizing environmental stimuli and actions in
response to these stimuli. It is a cognitive process by which people attend to incoming stimuli,
organise and interpret such stimuli into behaviour.

Stephen P. Robbins: – “Perception may be defined as a process by which individu­als organise and
interpret their sensory impressions in or­der to give meaning to their environment.”

Joseph Reitz: – “Perception includes all those processes by which an individual receives
information about his environment—seeing, hearing, feeling, tasting and smelling.”

Fred Luthans: – “Perception is an important meditative cognitive process through which persons
make interpretations of the stimuli or situation they are faced with”.

What are the components of Perception?

Perception is a process of sensory organs. The mind receives information through the five sense
organs, eyes, ears, nose, tongue and skin. The incoming stimuli to these organs can be through
action, written message, verbal communication, smell, taste, touch of the product and people.

Perception begins with awareness of these stimuli. Recognizing these stimuli occurs only after
paying attention to them. These messages are then translated into action and behaviour.

16
Stimuli (Excitement): – The receipt of information is the stimulus, which results in sensation.
Knowledge and behaviour depend on the senses and their stimuli. The physical senses used by
people are sight, hearing, touch, smell and taste. Intuition and hunch are known as the sixth sense.
These senses are affected by a large number of stimuli, which can be actions, information, thoughts
and feelings etc.

Attention: – People engage in stimuli selectively. Some stimuli are reacted to while others are
ignored without attention. The stimuli to which attention is given purely depend on the selectivity
of the people and the intensity of the stimuli. Educated employees pay more attention to any
stimulus, e.g., bonus announcements, appeals to increase productivity, training and motivation.
Management has to find out suitable stimuli, which can appeal to the employees at the maximum
level.

Recognition: – After noticing the stimuli, employees try to identify whether the stimuli are worth
feeling. Messages or incoming stimuli are recognized before they are transmitted in practice.
Perception is a two-stage activity, i.e., receiving stimuli and converting stimuli into action.
However, prior to the translation phase, the stimulus must be recognized by the individual.

Translation: – The stimuli are evaluated before they are converted into actions or behaviours. The
evaluation process is translation. In the above example, the car driver uses the clutch and brake to
stop the car after recognizing the stimuli. They have translated the stimulus into appropriate action
immediately. The perception process is purely mental before it is converted into action. Conversion
is translation. Management in an organization has to consider various processes of converting
message into action. Employees should be assisted to convert stimuli into action.

Behaviour: – Behaviour is the result of a cognitive process. It is a response to changes in sensory

inputs, i.e., stimuli. This is an obvious and covert response. Perceptual behaviour is not influenced
by reality, but is the result of the individual’s perception process, his or her learning and personality,
environmental factors, and other internal and external factors at the workplace.

Performance: – Appropriate behaviour leads to high performance. High performers become a

source of excitement and inspiration to other employees. A performance-reward relationship is
established to motivate people.

Satisfaction: – Higher performance gives more satisfaction. The level of satisfaction is calculated
from the difference between performance and expectation. If the performance exceeds the
expectation, people are pleased, but when the performance is equal to the expectation, it results in
satisfaction. On the other hand, if performance is less than expected, people become frustrated and
17
this requires a more attractive form of incentive to develop appropriate employee work behaviour
and higher performance.

Characteristics of the Perceiver: – Many characteristics of the perceiver can affect perception.
When a person looks at a goal and attempts to interpret what it stands for, that interpretation is
heavily influenced by the individual characteristics of the individual thinker. The major
characteristics of the perceiver influencing perception are: –
Needs & Motives: – The perception of individuals is basically determined by their internal needs
and motives. They approach things differently according to their different needs and objectives.
Different needs result in different stimuli, in the same way that people choose different objects to
satisfy their needs. According to Freud, “Wishful thinking is the means by which the ID, a part of
the personality, attempts to reduce stress.” In such cases, people will only understand things that fit
their wishful thinking.
Self-Concept: – How a person actually views others or the rest of the world will clearly determine
how he thinks of himself, or his self-concept. It is largely based on the complex psychological
makeup of individuals. Self-understanding helps to understand others. An individual with a positive
self-concept tends to notice positive attributes in another person. InBelief: – A person’s belief has a
direct impact on his perception. It is very difficult for a person to think beyond their personal beliefs
because most people go by their beliefs and they feel that way. According to Daniel Katz: –
A person self-censors his intake of communication so that his beliefs and practices are protected
from attack.
A person seeks communication that supports his beliefs and practices.
The latter is especially true when the beliefs and practices in question have come under attack.

18
Past Experience: – People’s perception is greatly influenced by their past experiences. A person
having good experience in the past will perceive accordingly and vice versa. The experience of
employees results in different levels of perception. A young employee takes time to understand the
object and situation. Experienced employees generally understand objects quickly and correctly.
However, in contradictory situations, it is difficult to correct aged persons, whereas the young are
easily moulded towards achieving the objectives of the organization.
Current Psychological Status: – The current psychological or emotional state of people plays an
important role in perception. The current state of the person defines how the person will perceive
something. As such, a person in a good mood will perceive it in a different way than a person who
is not in a good mood. contrast, a negative self-concept can lead a perceiver to pick out negative
traits in another person. Expectations: – Again, expectations are a major player in deciding how a
person will feel. Expectations are related to the state of anticipation of a particular behaviour from
an individual. E.g., If a person thinks that Mr. X will never do him any good, then even if Mr. X is
right, that person will always be under the impression that Mr. X is wrong. The employees may
expect more pay and so they perceive the management from that angle. The real stimuli are not
properly perceived if expectations exist there on. The management has to evolve expectations for
proper perception.
Attitude: – The attitude and aptitude of employees influence perception formation. If they have
positive attitudes towards the management, they directly perceive the stimuli given by management.
In the case of negative attitudes, the employees suspect the management’s approach. Employees of
high aptitude have a desire and attitude for growth. They behave positively toward the management
of an organization.
Characteristics of the Perceived or Target: – Characteristics in the target that is being observed
can affect what is perceived. Physical appearance plays a big role in our perception of others.
Extremely attractive or unattractive individuals are more likely to be noticed in a group than
ordinary looking individuals.
Physical Appearance or Size: – The larger the size of the perceived stimulus, the more likely it is
to be perceived and vice versa. Physical appearance plays a big role in our perception of others. The
perceiver will notice the target’s physical features like height, weight, estimated age, race and
gender. Perceivers tend to notice physical appearance characteristics that contrast with the norm,
that are intense, or that are new or unusual. People understand things better when it is explained
clearly and they understand accordingly.
Intensity: – The more intense the external stimulus, the more likely it is to be perceived. A loud
sound, bright colours, etc. are more likely to attract attention than a softer sound or a relatively dull
colour.
19
Frequency: – The higher the frequency of repetition of things, the higher the perceptual selectivity.
This is also in accordance with the repetition principle of learning.
Status: – Perception is also affected by the position of the thinker. High status people can have a
greater influence on employee perception than low status people.
Contrast: – The stimulus which is opposite to the surrounding environment attracts more attention
than the stimuli found in it.
Characteristic of the Situation: – Change in situation leads to incorrect perception about a person.
Time, place and situation play an important role in the perception of communication. Such
situational factors can be further classified as: –
Physical Setting: – It includes place, location, lighting, heat, ventilation, infrastructure etc. If all
these things are reasonable then people can perceive positively and vice versa.
Social Setting: – This includes human resources, i.e., people around you or affected parties or
people concerned about you or people you are concerned about or people you work with. The
strength of the situational cues also affects social perception. Some situations provide strong cues
as to appropriate behaviour. In these situations, we assume that the individual’s behaviour can be
accounted for by the situation and that it may not reflect the individual’s disposition. Organizational
Setting: – It includes hierarchy, organizational setup, structure, etc. in the organization. All these
affect perceptions.

20
Chapter-3

21
3.1 Literature Review
According to Amit Mittal, Rahul Dhiman and Parmod Lamba, the results of the study indicate that
the role of the supervisor in performance appraisal is very important in the whole process of skill
mapping. Swaraj is an example where a robust skill mapping process for blue-collar employees have
supported the business in improving the skill of employees and consequently supporting the
business to perform well on key deliverables, such as better quality and less defects. The select
variables are inter-correlated and variations in the select organizational performance indicators
(production and defects) are due to variations in the skill index of the blue-collar employees in the
manufacturing organization. The performance indicators of the manufacturing organization in terms
of manufacturing defects have declined and also the production has increased, which is a good
indicator for the organization. (Amit Mittal R. D., 2018)
According to Matthew Adekunle ABIORO, Jayeola OLABISI, Isaac Oladepo ONIGBINDE,
Adedolapo Mercy ADEDEJI, the findings and conclusions from the study provide the basis for the
following recommendations: i. Organisations should maximise the utilisation of talents and
competences by organising seminars and training that will teach employees the importance of skill
deployment in order to acquire competitive edge. ii. In other to stand tall in a changing business
environment, organisations should obtain skill-based human resource management practices, which
are necessary for productivity and performance of excellence. iii. Managers should ensure that a
competent employee is designated to a task, and to make sure that employees are fine with the
training and facilities provided. Any narrative outside of this could lead to frustrations of employees
at the organisation, which in the long run can lead to ineffectiveness. iv. The organisation needs to
set more specific goals in order to improve the achievement orientation of the employees.
Irrespective of how skilful and properly allocated work to employees is, reasonable results may be
unattainable at the end of the day, because goals and objectives are not clearly defined to those that
will achieve them. (Matthew Adekunle ABIOR1, 2020)
According to Swati Bankar, M. D. Kakade and Sonam Kashilkar, the Skill Matrix process helped
to analyse the gap between the actual and required skills for a particular area of operation. The
ratings obtained has helped to deploy an employee to a particular level in the concerned operation.
It has also be beneficial for taking corrective actions to enhance the skills of the employees and thus
leading them to a higher level. This in short will lead to an increase in the number of skilled labour.
The Competency Mapping Process is for Shop floor employees to increase their efficiency and
effectiveness to perform particular work. Six Sigma thus helped to analyse and identify the
drawbacks in the skills required. (Swati Bankar, 2014)

22
According to Sakshi Takkar, Mohit Arora, and Shivali Chopra, resume Analysis with automated systems
is a very potential area of research. A lot of research contributions are in this research field as number
of IT companies are increasing and hiring number of candidates. To recognize an eligible candidate
with the matching job profile is a very significant task. Automated Resume Analysis Systems helps
the companies to find the candidates for the job post on the basis of his/her skill or talent. These
systems are made with the help of machine learning techniques or algorithms.Different algorithms
have different features which are compared on the basis of various metrics like Root Mean Square
Error (RMSE), accuracy, recall, relative absolute error and precision etc. Analysis of different
Automated Resume Analysis Systems has been done to find the future possibilities of improving
the system. (Sakshi Takkar, 2019)

23
Chapter-4

24
Research Methodology
Research methodology is a way to systematically solve the research problem. Research in common terms
refers to a search for knowledge. Research methodology consists of different steps that are generally
adopted by a researcher to study the research problem along with the logic behind them.

4.1 Research
Research has been defined in a number of different ways, and while there are similarities, there does not
appear to be a single, all-encompassing definition that is embraced by all who engage in it.

Research in simplest terms is searching for knowledge and searching for truth. In formal sense it is a
systematic study of a problem attacked by a deliberately chosen strategy which starts with choosing an
approach to preparing blue print (design) acting upon it in terms of designing research hypotheses, choosing
methods and techniques, selecting or developing data collection tools, processing the data, interpretation and
ends with presenting solution/s of the problem.

Another definition of research is given by John W. Creswell, who states that "research is a process of steps
used to collect and analyse information to increase our understanding of a topic or issue". It consists of three
steps: pose a question, collect data to answer the question, and present an answer to the question.

The Merriam-Webster Online Dictionary defines research in more detail as "studious inquiry or examination;
especially: investigation or experimentation aimed at the discovery and interpretation of facts, revision of
accepted theories or laws in the light of new facts, or practical application of such new or revised theories or
laws".

Research methodology is a way of explaining how a researcher intends to carry out their research. It's a
logical, systematic plan to resolve a research problem. A methodology details a researcher's approach to the
research to ensure reliable, valid results that address their aims and objectives.

According to Collins English dictionary, “The system of methods and principles used in a particular
discipline”.

According to The America Heritage Dictionary of the English language, “Methodology can properly refers
to the theoretical analysis of the methods appropriate to a field of study or to the body of methods and
principles particular to a branch of knowledge”.

The organised questioning and exploration either by hypothesis formation or scientific testing of
any inquisition or query by following a set of standard rules and procedures is defined as research
methodology.

25
4.2 Research Design
Sampling design is the arrangement of conditions for collection and analyse of data in a systematic
manner that aims to combine relevance to research purpose with economy in procedure. The
research study applied here is purely descriptive.

Title of the study: -

The topic of the research study was “A study on perception of IL4-IL6 level and Foremen level
employees about skill mapping in TATA Steel Ltd., Jamshedpur”

Objectives of the study: -

The objective of the research study was

a) To observe the awareness of IL4-IL6 level and Foremen level employees regarding skill
mapping at SNTI, Tata Steel Ltd.
b) To understand the perception of IL4-IL6 level and Foremen level employees about skill
mapping at SNTI, Tata Steel Ltd.

Research design : Descriptive Research design

Sample size : 30 respondents

Sampling technique : Census Study

Data used : Primary and Secondary data

Primary data source : Schedule and Interview

Secondary data source : Books, Journals and Internet

Data Collection Tool : Structured Questionnaire (schedule)

Data Collection Technique : Interview method.

26
Chapter-5

27
Data Analysis

1. Gender of the respondents

Table 1 Gender of Respondents

gender total
male 23
female 7

23.30%

76.70%

male female

Figure 1 Gender of Respondents

Interpretation: According to the survey conducted by researcher, out of 30 respondents, 76.70%

of the respondents were male and 23.30% of the respondents were female shown in figure 1.

28
2. Age group of respondents

Table 2 Education Level

Age Group TOTAL

Below 25 Yrs. 3
26-35 Yrs. 13
36-45 Yrs. 6
46-55 Yrs. 5
Above 56 Yrs. 3

Age
16
14
14

12
below 25 yrs
10
26-35 yrs
8
36-45 yrs
6 5 5 46-55 yrs
4 3 3 above 56 yrs

0
below 25 yrs 26-35 yrs 36-45 yrs 46-55 yrs above 56 yrs

Figure 2 Age Group

Interpretation: According to the survey conducted, out of 30 respondent, 14 of the respondents

were below in the age group below 26 to 35, 5 respondents were in the age group between 36 years
to 45 years, 5 respondents were in the age group between 46 years to55 years, 3 respondents were
in the age group below 25 years and 3 respondents were in the age group Above 56 years.

29
3. Education Qualifications:

Table 3 Education Qualification

Education Qualification TOTAL

10th 0
12th 0
Diploma 10
U.G. 14
P.G. 5
Ph.D. 0
Others 1

Education Qualification
30

25 24

20
U.G.
15
P.G.

10 Others

5
5
1
0
U.G. P.G. Others

Figure 3 Education Qualification

Interpretation: According to the survey conducted by researcher, out of 30 respondents 24 of the

respondents are U.G. qualified, 5 of the respondents are P.G. qualified and 1 of the respondent is M.Com
qualified.

30
4. Designation of employees (levels)
Table 4 Designation of employees (levels)

Count of
Row Labels designation
IL4 5
IL5 7
IL6 6
Foremen 12
Grand Total 30

Designation
14
12
12

10
IL4
8 7
6 IL5
6 5 IL6

4 Foremen

0
IL4 IL5 IL6 Foremen

Figure 4 Designation of the employees (levels)

Interpretation: According to the survey conducted by the researcher, out of 30 respondents 12 of the
respondents are in the foremen level designation, 7 respondents are of IL5 level, 6 of the respondents are of
IL6 level and 5 of the respondents are of IL4 level.

31
5. Number of year’s respondents have been working with Tata Steel Ltd.
Table 5 No. of years respondents have been working with Tata Steel Ltd.

no. of years TOTAL

less than a year 0
1-3 years 4
3-6 years 8
6-9 years 3
9-12 years 10
more than 12 years 5

12

10
10

8
8
1-3 yrs
3-6 yrs
6
5
6-9 yrs
4
4 9-12 yrs
3
more than 12 yrs
2

0
1-3 yrs 3-6 yrs 6-9 yrs 9-12 yrs more than
12 yrs

Figure 5 No. of years respondents have been working with Tata Steel Ltd.

Interpretation: According to the survey conducted by the researcher, out of 30 respondents 10 of the
respondent have been working with Tata Steel Ltd since 9 to 12 years, 8 of the respondents have been working
with Tata Steel Ltd. since 3 to 6 years, 5 of the respondents have been working with Tata Steel Ltd. more
than 12 years and 4 of them have been working with Tata Steel Ltd. for 1 to 3 years.

32
6. Are you aware of skill mapping?
Table 6 No. of respondents aware of skill mapping

Total
yes 27
no 0
may be 3

MAY BE 3

YES
MAY BE

YES 27

0 5 10 15 20 25 30

Figure 6 No. of respondents aware of skill mapping

Interpretation: According to the survey conducted by the researcher, out of 30 respondents 27 of the
respondents are aware of skill mapping and 3 of the respondents is not sure if they know about skill mapping
or not.

33
7. “Skill mapping is implemented at Tata Steel Ltd.”
Table 7 No. of respondents perceive skill mapping is implemented at Tata Steel Ltd.

strongly agree 10
agree 18
neutral 2
disagree 0
strongly disagree 0

20
18
18

16

14

12
10 strongly agree
10
agree
8
neutral
6

4
2
2

0
strongly agree agree neutral

Figure 7 6 No. of respondents perceive skill mapping is implemented at Tata Steel Ltd.

Interpretation: According to the survey conducted by the researcher, out of 30 respondents 18 of the
respondents agree that skill mapping is implemented at Tata Steel Ltd., 10 of the respondents strongly agree
that skill mapping is implemented at Tata Steel Ltd. while 2 of the respondents choose to stay neutral while
responding.

34
8. “Skill mapping is beneficial for me”

Table 8 No. of respondents perceive skill mapping is beneficial for them

strongly agree 14
agree 14
neutral 2
disagree 0
strongly disagree 0

16

14

12

10
STEONGLY AGREE
8
AGREE
6 NEUTRAL

0
STEONGLY AGREE AGREE NEUTRAL

Figure 8 No. of respondents perceive skill mapping is beneficial for them

Interpretation: According to the survey conducted by the researcher, out of 30 respondents 14 of the
respondents strongly agree that skill mapping is beneficial for them, 14 of the respondents agree that skill
mapping is beneficial for them and 2 of the respondents choose to stay neutral while responding.

35
9. “Skill mapping is beneficial for the organization”
Table 9 No. of respondents perceive skill mapping is beneficial for the organization

strongly agree 12
agree 16
neutral 2
disagree 0
strongly disagree 0

18
16
16

14
12
12

10 strongly agree

8 agree
neutral
6

4
2
2

0
strongly agree agree neutral

Figure 9 No. of respondents perceive skill mapping is beneficial for the organization

Interpretation: According to the survey conducted by the researcher, out of 30 respondents 16 of the
respondents agree that skill mapping is beneficial for them, 12 of the respondents strongly agree that skill
mapping is beneficial for them and 2 of the respondents choose to stay neutral while responding.

36
10. Rate yourself in the following skills (1-5). 1 as very poor and 5 being strongly excellent:

Table 10 Respondents rate themselves in 1-5 in time management skills

skills 1 2 3 4 5
team management 0 0 4 5 21
skills

team management skills

excellent 21

good 5

average 4

poor 0

very poor 0

0 5 10 15 20 25

Figure 10 Respondents rate themselves in 1-5 in time management skills

Interpretation: According to the survey conducted by the researcher, out of 30 respondents 21 of the
respondents rate themselves excellent in time management skills, 5 of the respondents rate themselves 4 as
good in time management skills while 4 of them rate themselves 3 as average in time management skills.

Table 11 Respondents rate themselves in 1-5 in decision making skills

skills very poor poor average Good excellent

decision 0 0 2 11 17
making skills

decision making skills

excellent 17

good 11 very poor

poor
average 2
average

poor 0 good
excellent
very poor 0

0 5 10 15 20 25

Figure 11 Respondents rate themselves in 1-5 in decision making skills

37
Interpretation: According to the survey conducted by the researcher, out of 30 respondents 17 of the
respondents rate themselves excellent in time management skills, 11 of the respondents rate themselves 2 as
good in time management skills while 4 of them rate themselves 3 as average in time management skills.

Table 12 Respondents rate themselves in 1-5 in time critical thinking skills

skills very poor poor average good excellent

critical thinking skills 0 0 3 11 16

critical thinking skills

excellent 16

good 11

average 3

poor 0

very poor 0

0 2 4 6 8 10 12 14 16 18

Figure 12 Respondents rate themselves in 1-5 in time critical thinking skills

Interpretation: According to the survey conducted by the researcher, out of 30 respondents 16 of the
respondents rate themselves excellent in time management skills, 11 of the respondents rate themselves 3 as
good in time management skills while 4 of them rate themselves 3 as average in critical thinking skills.

Table 13 Respondents rate themselves in 1-5 in time flexibility

skills very poor average good excellent

poor
flexibility 0 0 2 8 20

38
 flexibility
25

20
20

15

10 8

5
2
0 0
0
very poor poor average good excellent

Figure 13 Respondents rate themselves in 1-5 in flexibility

Interpretation: According to the survey conducted by the researcher, out of 30 respondents 20 of the
respondents rate themselves excellent in time management skills, 8 of the respondents rate themselves 3 as
good in time management skills while 4 of them rate themselves 2 as average in flexibility skills.

Table 14 Respondents rate themselves in 1-5 in team work

skills very poor average good excellent

poor
team 0 0 1 5 24
work

team work
30

25 24

20

15

10
5
5
1
0 0
0
very poor poor average good excellent

Figure 14 Respondents rate themselves in 1-5 in team work skills

39
Interpretation: According to the survey conducted by the researcher, out of 30 respondents 24 of the
respondents rate themselves excellent in time management skills, 5 of the respondents rate themselves 3 as
good in time management skills while 1 of them rate themselves 2 as average in team work.

Table 15 Respondents rate themselves in 1-5 in problem solving skills

skills very poor average good excellent

poor
problem 0 0 3 10 17
solving skills

problem solving skills

18 17

16
14
12
10
10
8
6
4 3

2
0 0
0
very poor poor average good excellent

Figure 15 Respondents rate themselves in 1-5 in problem solving skills

Interpretation: According to the survey conducted by the researcher, out of 30 respondents 17 of the
respondents rate themselves excellent in time management skills, 10 of the respondents rate themselves 3 as
good in time management skills while 3 of them rate themselves 2 as average in team work.

40
11. System used to score skill mapping

Table 16 System used to score skill mapping

system total
numeric system 15
descriptive system 15
others 0

0%

numeric
50% 50% descriptive
others

Figure 16 System used to score skill mapping of employees

Interpretation: According to the survey conducted by the researcher, out of 30 respondents 50% of them
says skill mapping is done through numeric system and another 50% of them says descriptive system is used
for skill mapping.

41
Chapter-6

42
Findings

 According to the survey conducted by researcher, 70% of the respondents are male and rest
30% are female.
 Majority of the respondents were in the age group 26 to 35 years.
 According to the survey conducted by researcher, out of 30 respondents 24 of the respondents are
U.G. qualified, 5 of the respondents are P.G. qualified and 1 of the respondent is M.Com qualified.
 According to the survey conducted by the researcher, out of 30 respondents 12 of the respondents
are in the foremen level designation, 7 respondents are of IL5 level, 6 of the respondents are of IL6
level and 5 of the respondents are of IL4 level.
 Through this research report, the researcher found that almost all the respondents of Tata
Steel Ltd. are aware of skill mapping.
 Majority of the respondents perceive that skill mapping is implemented at Tata Steel Ltd.
 Majority of the respondents perceive that skill mapping is beneficial for them as an
individual and for the organization as well.
 Managers or the supervisors used to score skill mapping of the employees by both numeric
and descriptive system.
 In numeric system, project evaluation, KRAs, PMS, project management process to map
employees skills.
 The organization/ supervisor advice the employees whenever they need their guidance.

43
Chapter-7

44
Recommendations
 The respondents think their strongest skill are: technical skill, interpersonal communication,
communication skills, technical domain, etc.
 The respondents would like to have some skills that they think is important for them are:
people management, presentation skills, technical expertise, people management, etc.
 The recommendation from respondent is to better emphasis on functional knowledge.
 TATA Steel Ltd. can use new technologies to map their employee’s skills.

45
Chapter 8

46
8.1 Conclusion
At the end of the report, researcher would like to conclude that skill mapping is beneficial for the
organization and employees both and is implemented at Tata Steel Ltd. Skill Mapping allows HR
professionals to create a visual representation of skills that are aligned with the skills of each
employee in the company. The comparison allows the company to identify skill gaps so that solution
is made. Through skill mapping, an employer has a clear view of the company's team.

The research report highlights the Strengths, Weaknesses, Opportunity and Threats of Tata Steel
Ltd., it also focuses on the Political, Economical, Social, Technological, Environmental and Legal
environment of Tata Steel Ltd, and Porter’s 5 Forces Model.

Skill mapping is an essential tool so that a company reaches its goals. An HR professional
determines the skills present and missing in a team. Once these skills are identified, employees can
work on their strengths and improve their weaknesses.

In turn, the company can hire additional employees to fill the skills gap in the organization.
Managers and HR professionals can also use a skill mapping software to assist them in successful
skills mapping. With the skill matrix, companies don’t only travel on the right path but also develop
stronger connections with clients.

47
Chapter-9

48
9.1 ANNEXURE
[A] Bibliography

Amit Mittal, R. D. (2018). Skill mapping for blue-collar employees and organisational performance.
Benchmarking: An International Journal.

Matthew Adekunle ABIOR1, J. O. (2020). SKILL MAPPING, TALENT POOL MANAGEMENT AND
ORGANISATIONAL DEVELOPMENT: EVIDENCE FROM PROFESSIONAL BODIES IN NIGERIA.
Economics and Business.

Sakshi Takkar, M. A. (2019). A Deep Insight of Automatic Resume Classifiers For Skill Mapping By
Recruiters. THINK INDIA JOURNAL.

Swati Bankar, M. D. (2014). Skill and Competency Mapping: a Tool for Training Need Identification
through Six Sigma . INTERNATIONAL JOURNAL FOR RESEARCH IN EMERGING SCIENCE AND
TECHNOLOGY.

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[B] Questionnaire

Dear Sir/Madam, I am a student of Kejriwal Institute of Management & Dev. Studies and pursuing my
PGDM. As part of course curriculum I am undergoing a Summer Internship with Tata Steel ltd. For my
academic report I would like to request you to kindly fill the following questions. The data given by you
would be kept confidential and would be used only for the academic purpose.

Once again I would like to thank you for your time and concern.

Regards,

Hanifa Perween

PGDM–2021-23

Roll no: 10

Kejriwal Institute of Management &Dev. Studies, Ranchi.

1. Name of the respondent –

2. Contact no.:

3. E-mail ID:

4. Gender
Male female others

5. Age
Below 25yrs 26-35 yrs. 36-45 yrs.
46-55 yrs. Above 55 yrs.

6. Educational Qualification:

10th
12th
Diploma
U.G
P.G.
Ph.D.
Others please specify
7. Designation

8. How many years have you been working with Tata Steel Ltd.?

Less than a year 1-3 yrs.

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 3-6 yrs. 6-9 yrs.
9- 12 yrs.
9. Are you aware of skill mapping?

Yes No May be

10. “Skill mapping is implemented at Tata Steel Ltd.”

Strongly agree agree neutral

Disagree strongly disagree

11. “Skill mapping is beneficial for me.”

Strongly agree agree neutral

Disagree strongly disagree

12. “Skill mapping is beneficial for the organization.”

Strongly agree agree neutral

Disagree strongly disagree

13. How much will you rate yourself in the following skills (1-5), 1 as very poor and 5 as
excellent?

skills 1 2 3 4 5

a. Team management

b. Decision making

c. Critical thinking

d. flexibility

e. team work

f. Problem solving

14. Which system is used to score skill mapping?

Numeric system Descriptive system others, please specify

15. How do organization/ superior identify the skills you lack in?

16. What do you think is your strongest skill?

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17. What do you think is the most important skill you would like to have?

18. Any feedback / suggestions you would like to give?

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