A STUDY ON COMPETENCY MAPPING AS A TOOL FOR EMPLOYEE DEVELOPMENT CONDUCTED AT RANE ENGINE VALVE LTD.

A Project Report submitted to

UNIVERSITY OF MADRAS

In partial fulfillment of the requirement for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION Submitted by
J.ENOCK (NG70577), P.JUSTIN VIMAL RAJ (NG70581), N.MAGESH (NG73102), T. RAJESH (NG70594).

Under the Guidance of Mrs. GEETHA RAMESH, M.Com. M. Phil. St. Joseph's College, (Arts & Science)

DEPARTMENT OF BUSINESS ADMINISTRATION ST. JOSEPH'S COLLEGE (ARTS & SCIENCE) KOVUR (Near Porur), Chennai – 602101.

2007-2010

A STUDY ON COMPETENCY MAPPING AS A TOOL FOR EMPLOYEE DEVELOPMENT CONDUCTED AT RANE ENGINE VALVE LTD.
A Project Report submitted to

UNIVERSITY OF MADRAS

In partial fulfillment of the requirement for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION Submitted by
P.JUSTIN VIMAL RAJ, (NG70581)

Under the Guidance of Mrs. GEETHA RAMESH, M.Com. M. Phil. Lecturer in Dept. of B.B.A St. Joseph's College, (Arts & Science)

DEPARTMENT OF BUSINESS ADMINISTRATION ST. JOSEPH'S COLLEGE (ARTS & SCIENCE) KOVUR (Near Porur), Chennai – 602101.

APRIL-2010

NAME: P.JUSTIN VIMAL RAJ, Reg .No: NG 70581 Department of Business administration, St. Joseph’s College of Arts & Science, Chennai – 602101.

DECLARATION I hereby declare that Project report entitled “A STUDY ON COMPETENCY MAPPING IN RANE ENGINE VALVE LTD.” is an independent research work carried out by me under the guidance of Mrs.

GEETHA RAMESH. M.com, M. Phil. For the award of degree BACHELOR OF BUSINESS ADMINISTRATION. This Research work has not formed from the basis of any other similar Titles, Associate ship, Fellowship or awarded for any other Degree.

P.JUSTIN VIMAL RAJ

I thank my family members. M.M.Com. .B. M. M. M. Department of B. M.. We extend our thanks to our guide Mrs.. support and constant presence throughout the study We deeply wish to express our sincere thanks to our beloved Principal Dr. We are thankful to our teachers Mrs. M. M.A.D. CHRISTINA.Phil.Sr. P. GEETHA RAMESH.L.sc. PUSHPA MARY. PANKI RAJ. M. Ph. M. PGDHRM.Com.. Our sincere thanks to the RESPONDENTS of the study for extending their kind cooperation and making this study possible.Phil.B..Phil. and my mom Mrs. SANKARA NARAYANAN. VIJAYA LAKSHMI.Com. K.A. And Mr. PLACE: DATE BY P.A.B.A. VIJAYA KUMAR. L. Ph.Phil.. We are thankful to Mr.A. M. for her valuable advice and blessings. M.Phil.ACKNOWLEDGEMENT We thank ALMIGHTY GOD for his guidance.A. Faculty.B. M. We wish to express our sincere thanks to our vice Principal Mrs.D. M. MADAVAN.JUSTIN VIMAL RAJ. my dad Mr.. FRIENDS who have helped in many ways throughout this study. and Head of the Department of Business Administration for his guidance in this work. M. A. We wish to extend our sincere thanks to our administrator Rev. SABEENAMAL. for his valuable guidance and wish counsel and constant encouragement throughout the project.

M.com. PhD PRINCIPAL _________________________ PROJECT GUIDE Mrs. M..A. K. M. P. ST.B. DEPT. University of Madras during the academic year (2007-2010) under the guidance.. VIJAYAKUMAR.Phil LECTURER. M.Phil.Com. L.L.A. M. GEETHA RAMESH. PGDHRM.CERTIFICATE This is to certify that the project work titled in "A STUDY ON COMPETENCY MAPPING AT RANE ENGINE VALVE LTD. OF BBA __________________________ EXTERNAL EXAMINER . " is a Bonofide record work carried out by P. JOSEPH'S COLLEGE (ARTS & SCIENCE) submitted in partial fulfillment of the requirement for the award of the Degree Bachelor of Business Administration.hD HEAD OF THE DEPARTMENT ( DEPARTMENT OF BBA) Dr. ________________________________ _____________________________ Mr. M. MADAVAN.JUSTIN VIMAL RAJ.

no sports activities. The employees were left alone not only by seeing of their activities . . for effectiveness of communication management should implement some new activities and the above needs for the employee’s skill measure which will be benefit for the management to reduce reduction and increase employees attitude and they will sustain in the organization. Is the company’s environment is not friendly.ABSTRACT REVL is a member of the RANE group which is a leading auto component manufacture in India. We started manufacturing of engine valves in 1959 in collaboration with Farnborough Engg.co. The study was made only to the staff’s working in the company. the research is concluded that the management should consider the above causes. no experienced staff were considered for promotion and salary hike. REVL is the first manufacturing venture of the RANE group. but also helps the employees to grow higher in status as they hard or as they put their full effectiveness towards their work So my project titled “A STUDY ON COMPETENCY MAPPING AS A TOOL FOR EMPLOYEE DEVELOPMENT” With the reference to RANE ENGINE VALVE PVT.. LTD – CHENNAI. multiple choice questions and ranking questions. The research methodology was descriptive research and convenient samples were collected through questionnaire with open ended. So. The tools used for analyzing the data’s were chi-square test. routine jobs in their departments. RANE was established in the year 1940. UK (1958-73) Competency mapping helps to know whether the employee who work in the RANE have right type of attitude towards their Responsibilities. The major findings from the analysis. and weighted average method.

Organization seeking to establish a highly effective and efficient work force must develop a competency mapping technique. It is done to determine the critical activities of the mandatory processes of the organization. Organizations perform the task of Competency Mapping to determine the areas which are crucial for its proper working and success. The competencies which are included in the identification are Managerial. Competency Mapping is made up of two terms – Competency + Mapping. Skill based. Attitude based and Conceptual Knowledge based. All these aspects together lead to determine the actual status of the activity completion and process functioning which is important for the organization. but research suggests that most organizations fail to recognize the competencies of the employees and utilize them efficiently thus disabling the employees to work at their best. Where. Competency refers to clarify any underlying characteristic that is required to perform the process or the activity and Mapping refers to the scheduling of the activities in a sequential order. Competency Mapping refers to the proper scheduling of the activities which are required for the completion of the crucial processes. If Competency Mapping is done. In the Competency Mapping. Together. Technical.INTRODUCTION OF THE STUDY: “Competency Mapping” refers to a process through which the competencies of the necessary process are identified. Behavioral. then the organization can identify its area of thrust and can take necessary actions for future implementation of the activities. the process is break down into sub components named as activities and the competency of all these activities are identified. The aim of this .

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

To map the distance between the expected level and present level of competency found among the employees.OBJECTIVES OF THE STUDY: PRIMARY OBJECTIVE: To analyze the competency level of the employees in RANE ENGINE VALVES PVT. To know whether the employee who work in RANE. have a good observation of work. To suggest the suitable strategy to enhance the competency mapping level of the employee towards the organization. emotional.LTD.LTD. SECONDARY OBJECTIVE: Creating a competency based culture in the organization. To identify whether the employee achieve the competency mapping level. To analyze the individual competency using various dimensions of competency such as intellectual. . To measure the work quality of the workers in the RANE. motivational and social. To know whether the employee has such skill or knowledge to get in the higher level position from their normal position. Identifying and building competencies of individuals as efficient andeffectivemanagers.

The HR department has to perform the competency mapping process effectively and must also motivate the employees by providing them with career growth opportunity. Under the above scenario there is a need to study the competency mapping of employees with regards to the above-mentioned factors.  Succession planning. So the employee competency mapping should be the main concern for any HR department.  Performance management.  Job enrichment and job enlargement.Through the competency mapping process. Intellectual.NEED FOR THE STUDY: The study is focused on analyzing the competency skills of employees at RANE ENGINE VALVES PVT LTD. Motivational and social. The productivity of the company mainly depends on the employees. Competent employees will be more productivity. . appropriate appraisals.  Recruitment and selection. The level of competencies and skills of the employees is analyzed through the various dimensions of competency live Emotional.  Training and development. USE OF COMPETENCY MAPPING: Competency mapping can play a significant role in. training programs. identifying the work and implementation awards and other monetary benefits.

 Gap analysis. .  Inventory of competencies for future planning.PURPOSE OF COMPETENCY MAPPING: “Effectiveness of an organization is the summation of the required competencies in the organization” They are.  Succession planning. potential identification.  Restructuring.  Role clarity. growth plans.  Selection.

Identifying and building competencies of individuals as efficient andeffectivemanagers. Help uplift the competencies of critical groups of managers by providing them insights into their competencies and developmental opportunities. To ensure that right people are identified and placed in the right jobs & employee potential is identified. developed and utilized to thefullestextent.SCOPE OF COMPETENCY MAPPING: Creating a competency based culture in the organization. .

proper training can be provided to the individuals to work more efficiently on the processes.  Key performance areas can be improved by understanding the fields where there is a gap between the actual and the desired result. the individual is preparing himself for the next set of responsibilities.IMPORTANCE OF COMPETENCY MAPPING: Competency mapping is excessively used in the organization to determine the crucial elements and activities.  Competency mapping plays a crucial role in career planning of the individual in the organization. . It is beyond doubt that it is beneficial and cost effective to have competent people occupy higher level positions.  Competency mapping leads the individual to understand the actual position from the desired status of work.  Through the competency mapping.  With the help of the competency mapping the individuals can alter the style of work where the gap exists. The basic reason due to which the mapping of the competencies is done is as follows.  Helps the individuals to determine the areas where the development is required and thus leads the individual to develop a self develop.  This is a competency era.  By overcoming the differences in the desired level and the actual status of performance the individual can feel the increase in the self confidence and the motivational level.  Competency based approach can lead the individual to derive much efficient results (with more accuracy) as compared to work in a noncompetency derived situation.  Once the competencies are determined.  If the competencies are determined for the given jobs. then the person whose career planning phase is taking place can consider those competencies and can be ready for the same.

 Competency mapping specially designed to meet the requirements of developing economies like ours. social and emotional competency.  The need of the hour as indicated by many organizations is to design and implement low cost assessment and development centers. Competency refers to the intellectual. managerial.  Many organizations in India and abroad are channelizing efforts to mapping competencies and implementing and development centers. .

.  The first important drawback is the duration of the training period is only for 30 days. the questions had been reduced.LIMITATIONS OF THE STUDY:  The study is confined only to RANE.  Due to short span of time.  The study could not be generalized because findings and conclusions were restricted 100 respondents only.  The sample is limited only to 100 respondents.  Some of the respondents are unwilling to respond the questionnaire. the researcher was able to meet selected employees in the organization.  The response given by the selected employees may be subject bias.  The questions can be increased but due to organizational policy.

The managing Director (MD) guides the strategic planning and decision –making. Since inception in 1959 to date. REVL is the first manufacturing venture of the rane group we started manufacturing of engine valves in 1959 in collaboration with Farnborough engg. and other safety related materials. the company has been a market leader in India OUR MARKET: The company enjoys a diversified market presence. Inc.. The current technical collaborator is RW. we are largest manufacturers of valves in India. We have a network of sales distribution spread across the country. co. Today. a much sought after source for valves to original equipment manufacturers (OEM) in India. UK(1958-73) . the fourth largest in Asia and seventh largest in the world. which is a leading auto component manufacturer in India. We are the preferred suppliers and in many cases. The president guides the routine and .COMPANY PROFILE OUR COMPANY: REVL is a number of the rane group. OUR ORGANISATION: The company is managed under the overall supervision and control of the Board of directors headed by chairman. friction materials. USA. Rane was established in the year 1940.. The first plant was established in 1959 and three more plants have been put our group`s first foray into manufacturing was the manufacture of engine valves and subsequently expanded to other auto components like steering systems.

VISION: A World class supplier of Engine Valves to the global transportation industry. Executives responsible for manufacturing.  Ensure high standards of ethics and integrity in all our actions. These executives report administratively to plant Head and functionally to the corporate Function Head wherever applicable MISSION:  Provide superior products and services to our customers and maintain market leadership. policy for the year and achieving annual targets.  Evolve as an institution that serves the best interest of the stake holders. . Heads of the plants and Heads of the corporate function. He reports to the MD The senior management Group (SMG) consists of the president. quality.  We believe this to be vital to the success of Rane Enterprise. VALUES:  We will ensure the highest standards of business ethics and integrity in all our actions. materials.also assists in preparing the annual operating plan (AOP). We encourage every employee to share this value. Each plant operates as a self –contained division and is headed by a plant head. HRD and finance functions support the plant Heads.  Preserve excellence through TQM. manufacturing engineering. sales and administration.

OTHER ADMINISTRATIVE GROUP LEVEL ESTABLISHMENT:  RANE CORPORATE CENTRE. Tappets. PRODUCTS Valves. composite brake blocks. VARIOUS FUNCTIONAL DEPARTMENTS AT PLANT: 1) Finance 2) Human Resource Development (HRD) . CHENNAI. (RML) 5 RANE (NSK) STEERING SYSTEMS LIMITED (RNSSL) 6 RANE (TRW) STEERING SYSTMS LIMITED(RTSSL) 7 (KAR) MOBILES LIMITED (KML) Power steering systems & Seat belt systems.CHENNAI. Automotive valves.  RANE INSTITUTE OF EMPLOYEE DEVELOPMENT. clutch facings. Brake linings. High pressure dies casting products.OUR GROUP COMPANIES: COMPANY 1 RANE ENGINE VALVES LIMITED (REVL) 2 RANE BRAKE LININGS LIMITED (RBL) 3 RANE DIECAST LIMITED (RDL) 4 RANE (MADRAS) LIMITED Steering & Suspension systems. Large valves for diesel engines for locomotive and defence applications.  RANE DATA CENTRE. CHENNAI. Energy absorbing steering columns. disc pads. valve guides.

(PE) 9) Quality (QA) Sales administration QUALITY POLICY: REVL is committed to deliver superior customer value by continuously improving its processes and system through cross-functional management and employee involvement ENVIORONMENTAL POLICIES: REVL is committed to preserving the environment balance and not causes an adverse impact. the company shall. To ensure this.  Ensure participation of employees.  Preserve the resources through the principles of reduce.3) Management information systems (MIS) 4) Manufacturing (MFG) 5) Manufacturing engineering (ME) 6) Materials 7) Plant engineering (PLE) 8) Product engineering –Corporate position. by adopting appropriate processes and methods in its operations. reuse and recycle.  Comply with all statutory and legal requirements. suppliers and sub contractors and nearby civic authorities in the continuous reduction of the impact created on the environment. .

PRODUCT PERFORMANCE: OUR TOP CUSTOMERS OF OUR PLANT:  Hero Honda. Exports have been growing at a healthy rate during the past three years. TQM PRACTICES ADOPTED: TQM: “TQM is a set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objective so as to provide products and services that satisfy the customers. at the appropriate time and price.  Hyundai.  Tata Cummins. Passenger Cars. Farm equipments. REVL is one of the earliest exporters of auto components from India.  Maruti. Stationery engines. Trucks.  Ashok Leyland Greaves and Deutz.  Mahindra & Mahindra. MARKET SEGMENTATION: Covering all segments such as. Two wheelers.” .

 1964 Started manufacture of friction material.MILE STONES:  1929 RANE was founded as a distributor of automobiles parts.  1959 Diversified into manufacturing and established plant for IC Engine valves.  1991 Established JV with JMA for distribution of auto components.  1995 TRW JV also commenced manufacture of occupant restraint.  1974 Established car mobiles Limited to manufacture automotive and large valves.  2000 TQM launched under guidance of “ union of Japanese scientists and engineers”. .  2005 RANE Engine valve limited wins deeming application prize.  Established JV with NSK for energy absorbing steering. RANE TRW steering systems.  1987 Established JV with TRW for power steering system.(steering gear division) wins deeming application prize.  1960 Established facility to make Tie Rod Ends. Japan  2003 RANE brake lining limited wins deeming application prize.  1975 Started manufacture of manual steering gears. Limited .

Business Type: Exporter.8 billion worth of exports.2 per cent since 2002. valve guides. an increase of 27. Main markets: Asia TS 16949 :2002 & 14000 Founded in 1959 5 manufacturing locations Market leader in India A world class supplier of engine valves to the global transportation industry Group turnover of 351 million USD for the year 2007-2008 .19 billion by 2015. crank shaft for Compressors & Clutch Booster. including US $ 2. It is likely to touch US $ 20.INDUSTRY PROFILE: INDIAN AUTO COMPONENTS INDUSTRY: The Indian auto component Industry is one of the fastest growing manufacturing sectors. As per an ACMA report. The spiraling demand from domestic and international auto companies has seen this sector emerging as one of the fastest growing manufacturing sectors in India. Tappets. RANE ENGINE VALVE LTD IS A: Manufacturers and exports of engine valves. manufacturer. This is both forward integrated with other engineering and manufacturing divisions in the country. According to the auto component manufacture’s Association (ACMA). The turnover of the auto component industry was estimated at over US $ 18 billion in 2007-2008. the Indian auto component sector generated sales of about US $ 15 billion fiscal year 2006-2007.

Companies imple me nt group policies and de velop Unit specific inter ventions Strategies and Initiatives at the Group level: Specific strategies and initiatives are designed to enable actualization of HRD Goals .HRD ORGANISATION: HRD at Rane op erates at two levels: At Group Le vel - Formulates policies. and designs major people de velop ment ini tiatives to enhance professional capabilit y o f emplo yees at group le vel At Business Unit Level .

pro vidi ng e mployees opportunity for lateral & upward growth Professional Kno wledge and ski lls enhanced through continuou s Education at Rane Institute for Emplo yee De velop ment ( RIED) and other reputed academic institutions. thereb y.  Including Graduate campus recruit ments and lateral of Dip loma recruit ment an d of Eng ineers e xperie nced emplo yees.Recruitment and Retention: High caliber emplo yees are r ecruited through well structured process. . Recognitionandreward Outstanding performance is recognized and rewarded through Co mprehensive perfor mance assess ment developme nt syste ms. aligned to TQM principles and practices. Opportunities for Professional Growth: Internal candid ates first considered for job vacancies.

participation in cross functional teams etc. job rotation.Leadership Development: Leadership and managerial cap abilities are de veloped through specific training programmes. unit specific communication pro cesses to meet . contact meetings & regular communication meeti ngs Open House Days and interactions with employees’ families Business particular Needs Specific strategies and initiatives are developed and i mple mented in Each business unit so as to achieve HR D goals. Fostering Employee Involvement: Ne wsletters.

Conclusion:

To de ve lop a work ethos that will build dignit y and pride in our people and en able them experience a sense of belonging to the organization .

INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT:

HUMAN RESOURCES:

Human resources reflect a new philosophy, a new outlook approach and strategy which view an organizations’ manpower as its resources and assets and not as liabilities.

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

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

In generic terms, human resources can be defined as the total knowledge, skills, creative, talents, attitudes, approaches and beliefs’ of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge’s and skills represented by the talents ad aptitudes of the employed persons in an organization.

Human resources approach takes into consideration the potentiality ad vitality of the people available for the organization. Even in age of automation as of day, manpower is the most essential and indispensable resources of any organization. In fact, without appropriate human resource, no business or organization can exist and grow. This is perhaps the reason why human resources management has become the focus of attention of progressive organizations of today.

CHARACTERISTICS OF HUMAN RESOURCES:  Human resources create the business and economic institutions and economic activities through its novel and creative ideas.  Human resource is the most dynamic resource.  The value of human resource increases over the time due to continuous learning process unlike other resources.  It is quite difficult to predict the human behavior.

 All other resource cannot be made use of without the competent and committed human resources.

HUMAN RESOURCE DEVELOPMENT

CONCEPT OF HUMAN RESOURCE DEVELOPMENT

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

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

Human resource development is not only the performance appraisal but many personnel mangers and organizations view human resource development as synonymous to performance appraisal.

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

To aid total quality management. SCOPE OF HUMAN RESOURCE DEVELOPMENT: Human resource management deals with procurement. Career planning and development. compensation. quality circles etc. group and organizational goals. maintenance and utilization of human resources. counseling. employee involvement / workers participation. To ensure smooth and efficient working of the organization. . organizational development. Thus the scope of human resource development is wider and human resource development is part and parcel of human resource management. Development of human resources for efficient utilization of human resources in order to achieve the individual. social and religious program. development. OBJECTIVES OF HUMAN RESOURCE DEVELOPMENT:       To prepare the employee to meet the present and change in future job Requirements To prevent employee obsolescence To prepare employee for higher level jobs To impart new entrance with basic human resource development skills and Knowledge.

  To provide comprehensive frame work for human resource development. To enhance organizational capabilities. FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:  Performance appraisal  Employees Training  Executive development  Career planning and development  Succession planning and development  Organizational change and Organizational development  Involvement in social and religious organization  Involvement in quality circles  Involvement in workers participation .

COMPETENCY MAP: A competency map is a list of an individual’s competencies that represent the factors most critical to success in given jobs. related knowledge and attributes that allow an individual to successfully perform a task or an activity with a specific function or job. as part of an organization. attitude and skills that affect an individual’s ability to perform. ALBANESE 1989: Defines competencies as personal characteristics that contribute to effective managerial performance. organization or industries. Large organizations frequently employ some . and decision-making. They consist of clusters of knowledge. departments. leadership. MEANING: Competency mapping is a process through which one assesses and determines one’s strengths as an individual worker and in some cases. Competencies are mainly seen as inputs. UNIDO 2002: States saying that competencies is a set of skills.COMPETENCY MAPPING DEFINITION: HAYES 1979: Says competencies are generic knowledge motive trait social role or a skill of person linked to superior performance of the job. and strengths of the individual in areas like team structure. It generally examines two areas: emotional intelligence or emotional quotient (EQ).

A great resource to consult is "Competence atWork: Models for Superior Performance" (Lyle Spencer with Signe Spencer) and "The Art and Science of Competency Models" (Antoinette D. selected.form of competency mapping to understand how to most effectively employ the competencies of strengths of workers. Behavioral competencies are derived from the raw data. the level of knowledge required. This aids in setting standards of behavior and thereby performance for the average work forces to follow. They may also use competency mapping to analyze the combination of strengths in different workers to produce the most effective teams and the highest quality work. and competencies defined. THE NATURE AND SCOPE: A specific job role. . As a matter of fact competency is a behavioral and demonstrative ability that is informed to some degree by a conceptual perception. Often the information/data gathering process involves interviews with individuals experienced in the position as well as observation of the role being performed. Lucia with Richard Lapsing). Competency maps provide employers with concrete and objective information usable in all employment decisions. the skills required. and prioritized. and the behavioral capacities required to apply those skills and knowledge in that role. . WHAT IS COMPETENCY MAPPING: It is about identifying ideal behaviors and personal skills which distinguish exceptional and stupendous performance from the average.

Critical Incident Analysis 2. What Methodology is used? The following methods are used in combination for competency mapping. Benchmarking Who Identifies competencies? Competencies can be identified by one of more of the following category of people: Experts. Task Analysis workshops. HR Specialists. Performance Appraisal Formats etc. in consultation with: Line Managers. Task Forces. Repertory Grid 3. . Group work. Behavioral Event Interview 4. Current & Past Role holders. Expert systems 5. Supervising Seniors. Subordinates of the role holders and Other role set members of the role (those who have expectations from the role holder and who interact with h him/her). Internal Customers. Questionnaire. Interviews.TECHNIQUES USED TO MAP COMPETENCIES INCLUDE: 1. Job analysts. Use of Job descriptions. Psychologists. Industrial Engineers etc. Reporting and Reviewing Officers.

competencies are not work motives. CONCEPT OF COMPETENCY: CONCEPT OF COMPETENCY Skill: Ability accomplish Talent: Inherent ability Competency: Underline characteristics that give rise to skill accomplishment Knowledge. Finally. but do include observable behaviors related to motives. competencies do include skills. skill and attitude Dr. XIMB How do competencies differ from skills and knowledge? : Competencies only include behaviors that demonstrate excellent performance. In addition.COMPETENCY vs. but only the manifestation of skills that produce success. skill. Competence: A work.related concept that refers to the dimensions of behavior lying behind competent performer. COMPETENCE Competency: A person. COMPETENCE: COMPETENCY vs. but do include "applied" knowledge or the behavioral application of knowledge that produces success.related concept that refers to areas of work at which the person is competent Competencies: Often referred as the combination of the above two. knowledge and personal attributes attributed to excellent performance . Knowledge understanding acquired through learning. Therefore. they do not include knowledge. Personal attributes inherent characteristics which are brought to the job Behavior The observable demonstration of some competency. Components of Competency: Components of Competency Skill capabilities acquired through practice. MG Jomon.

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

COMPETENCY MAPPING PROCESS: Competency Mapping is a process of identifying key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i. The steps involved in competency mapping with an end result of job evaluation include the following: understanding the core competencies that required for the organization is the initial steps in the competency mapping.  Technology application. recruitment) of the organization.  Interpersonal relations.  Conflict management. training.  Facilitation.  Problem solving. we would define a competency as a behavior (i.e. In general. Many competencies are required for the . communication.  Decision-making.  Communication. leadership) rather than skill or ability. job evaluation.  Ethics.  Self management.Professional competencies:  Coaching and mentoring.e.  Team work.

decision making skill. the job description viz. the competencies required to perform different junctions also varied. For this effort the position and responsibilities of each functional personal person need to be assessed into a job analysis is to be done in the initial stages. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs. . you are ready to develop a competency based job description. While certain competencies like. or you can conduct one-on-one interviews using the PIQ as a guide. finance. Methods like brainstorming and participative focus group discussions etc can realize the core competencies required for the managers. purchase. These are included under core competency areas. . problem solving skills etc. written department of functional. By understanding the core responsibilities positions and departments. A sample of a competency based job description generated from the PIQ was provided to this client. These skills are essential in all the functional areas of management. A sample PIQ that we use when conducting this step with our clients was provided to this client. This can be provided for incumbents to complete. team building skills.. Since the core competencies varied in marketing. mentoring programs and extended to the members by the superiors in the organizations.organization in the effective performance of various functions. This was developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies. operations management. production etc. Conduct a job analysis by asking incumbents to complete a position information questionnaire (PIQ). After the identification of the core competencies the next step is to relate with the various functions in business management. The job description and the competencies identified are the bases of upon which the training and development programs. Using the results of the job analysis. To different and core competencies.

you are on your way to begin mapping the competencies throughout your human resources processes. Competency dictionary model: *competency definition *behavior indicators *competency levels The most important area is competency level displayed for every role would not be similar and hence the competency levels and corresponding behavior traits are to be defined and developed for each role The job family classification or role classification would be primarily done. superiors and subordinates with . Each level will have a different behavior description Competency Interpersonal Skills: Definition: Ability to interact and engage with peers. This will help you focus your training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization. competency levels are described. you can use the results of your evaluation to identify in what competencies individuals need additional development or training. Taking the competency mapping one step further. The competencies of the respective job description become your factors for assessment on the performance evaluation.With a competency based job description. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviors. And for each role.

Skilled Enjoys good amount of rapport and confidence among team. research boundary & the various statistical tools to be used in data analysis & interpretation. Clearly communicates the views and keep the group’s point of view in mind while discussing issues. Manages internal and external clients in harmony CLASSIFICATIONOFCOMPETENCYMAPPING: Novice The extent of rapport and confidence enjoyed by this person with the team members is very minimal. The researcher decides about the sample size. People confide personally and professionally on this person RESEARCH METHODOLOGY The research methodology deals with various aspects of research. but people might not be willing to open up personally all the times.assertiveness and empathy. . The person is either not too engaged with others else new to the group Beginner Enjoys moderate amount of confidence and rapport among people Able to manage very close associates only with whom most of the interactions take place. The researcher plans how data can be collected. it talks about the type of research to be used. The researcher plans what type of questionnaire to be followed &what ranking scales to be used. Engages very well with everyone and plays a vital role in the balancing act during the times of disagreement among the team member. The researcher also plans for the data collection tools. Able to manage the people relations. but in a group may not be effective always Expert Enjoys high amount of rapport and confidence among people. Individually can handle people well.

over again.MEANING OF RESEARCH: • Research is composed of two syllables. RESEARCH PROCESS: • Choosing the research problem • Review of related literature • Collection of data • Interpretation of data • Preparing the research report Methods of Research • Historical method: to reconstruct the past objectively and accurately.  Estimate of expenses to be incurred. often in relation to the Tenability of a hypothesis. • Search means to examine closely and carefully. . to test and try. RESEARCH DESIGN: “A research design is purely & simply the frame work or plan for study that guides the collection data. A good research design has the following characteristics namely  Problem definition.  Time required for project. to probe. undertaken to establish facts or principles. • The two words form a noun to describe a careful and systematic study in some field of Knowledge. • Re means again. • Research is an organized and systematic way of finding answers to questions.  Specific methods of data collection & methods. • Descriptive method: to describe systematically a situation or area of interest factually and accurately. a prefix re and a verb search. In this study. the searcher has adopted Descriptive Research Design. anew.” Fundamental to the success of any formal research project is sound design.

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

The collection of primary data is done by questionnaire method.” The researcher would have to decide which sort of data would be used for the study & according to it the can be sorted & used for the study. It is not original in character. It happens to be original in character. documents and others. It is a second hand data. journals. SOURCES OF DATA: The data are collected from two major sources:  PRIMARY DATA  SECONDARY DATA PRIMARY DATA: “Data which are collected a fresh & for the first time is called a primary data. The primary data refers to fresh data collected for the study by the researcher with own personal effort. The secondary data has been collected through the various records. Data is collected through primary and secondary data.DATA COLLECTION METHOD: Most of the study is based on the primary data collection and secondary data leads to collect the employee’s details of the company. SECONDARY DATA: Data which are collected from earlier research work is called secondary data. . The needed primary data is collected through survey method by the way of questionnaire.

manuals. which might occur by chance. FORMULA: 2= (Oi-Ei)2 / Ei Where. It is used for comparing a sample variance to a theoretical population variance.  = Chi-square Oi = Observed frequency Ei = Expected frequency DEGREES OF FREEDOM: df = (r-1) * (c-1) (Number of rows-1) * (Number of column-1) . The objective of chi-square () is to determine whether areas of significant difference exist among the various groups. The symbol  is a Greek letter “chi” & it was used by Karl Pearson in the year 1990.This data are collected from profile. and report & from information bulletin maintained by Human resource development Department. websites. Chi-square test involves comparison of expected frequency (Ei) with observed frequency (Oi) to determine whether the difference between the two is greater. STATISTICAL TOOLS: CHI-SQUARE TEST: The  test based on the chi-square distribution & it is a parametric test. The test has become very popular because. brochure. they can be applied in any type of situations.

the researcher has proceeded further.X3) + ……….Where. Manuals etc.. After having a preliminary discussion with them. To construct an index number. Afterwards. this method weights. PILOT STUDY / PRE TESTING THE QUESTIONNAIRE: As soon as the topic was approved. df = Degree of Freedom r = Number of Rows C = Number of columns SIMPLE WEIGHTED AVERAGE METHOD: With simple weighted average method there are several ways to determine weighted value.. + Wn.X3) + (W3. : RANE ENGINE VALVES LTD : Employees in RANE : Random or Probability Sampling : 100 Employees . + (Wn. Research design Sources of data Research instrument Sampling area Sampling unit Sampling technique Sample size : Descriptive Research design : Primary data & Secondary data : Questionnaire. Websites. FORMULA: X = (W1. the necessary changes have been made in the questionnaire. the researcher has done an intensive study The researcher has made a preliminary study among the top level executives.. A questionnaire has been constructed by the researcher & tested with the executives.Xn) / W1 + W2 + W3 + ……….X3) + (W2.

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.DATA ANALYSIS AND INTERPREATION TABLE: 1 GENDER OF THE RESPONDENTS INFERENCE: From the above the table 1 it is clearly inferred that’s out of 100 respondents FACTORS NUMBERS MALE FEMALE 78 22 RESPONTENTS PERCENTAGE 78% 22% TOTAL 100 100% 78% of the employees are males and 22% of employee’s females.

Gender is used to know the number of respondents belongs to which category by getting opinion from respondents. GENDER FEMALE 22% MALE 78% . In this study the majority of the respondents come under the male category.FIGURE: 1 GENDER OF THE RESPONDENTS It shows the respondent’s gender. gender state that both male and female.

.TABLE: 2 AGE LEVEL OF THE RESPONDENTS FACTORS NUMBERS 20-30 YERS 30-40 YEARS 40-50 YEARS 50-60 YEARS TOTAL 28 30 24 18 100 RESPONDENTS PERCENTAGE 28% 30% 24% 18% 100% INFERENCE: From the above statistical analysis it is being made clear that 30% of the respondents are in the age group of 30-40 years and 28% of the respondents are in the age group of 20-30 years and 24% of the respondents are in the age group of 40-50 years and 18% of the respondents are in the age group of 50-60 years in RANE ENGINE VALVES LTD.

AGE 35% 30% 25% 20% 15% 10% 5% 0% 20-30 YRS 30-40 YRS 40-50 YRS 50-60 YRS . Age is used to know the number of respondents in each age category.FIGURE: 2 AGE LEVEL OF THE RESPONDENTS The age is the length of time that one has existed. also this gives the period of existence of the respondents. In this study. which is obtained in terms of completed years.

.TABLE: 3 MARITAL STATUS OF THE RESPONDENTS IN RANE FACTORS NUMBERS MARRIED SINGLE TOTAL 80 20 100 RESPONDENTS PERCENTAGE 80% 20% 100% INFERENCE: From the above table it is clearly stated that out of 100 respondents in 80% of the respondents are married and 20% of the respondents are single.

FIGURE: 3 MARITAL STATUS OF THE RESPONDENTS MARITAL STATUS 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% MARITAL STATUS MALE 80% FEMALE 20% .

TABLE: 4 THIS TABLE SHOWS EDUCATIONAL QUALIFICATION OF THE RESPONDENTS FACTORS NUMBERS UG PG DIPLOMA OTHERS TOTAL 26 30 22 22 100 RESPONDENTS PERCENTAGE 26% 30% 22% 22% 100% INFERENCE: From the above table it is shows that 30% of the respondents are post graduates and 26% of the respondents are under graduation and 22% of the respondents are diploma and the excess 22% of the respondents are having an other qualifications in RANE .

FIGURE: 4 THIS FIGURE SHOWS EDUCATIONAL QUALIFICATION OF THE RESPONDENTS Qualification shows the ability. which makes the person to be identified as educated or not. Each position requires a particular qualification. the respondent’s education qualification is used to know the educational status of respondents. Qualification is of different levels. BASIC QUALIFICATION OTHERS 22% UG 26% DIPLOMA 22% PG 30% . skill or talent. In this study.

24% of the employees having 10-20 years of work experience and 20% of the employees having 20 & above years of working experience and 0-5 years working respondents also having the 20% of experience. . Is that 36% of the employees having 5-10 years of work experience.TABLE: 5 THIS TABLE SHOWS WORK EXPERIENCE OF THE RESPONDENTS IN REVL FACTORS NUMBERS 0-5 YEARS 5-10 YEARS 10-20 YEARS 20&ABOVE TOTAL 20 36 24 20 100 RESPONDENTS PERCENTAGE 20% 36% 24% 20% 100% INFERENCE: From the above table clearly inferred that the work experience of the respondents.

the experience of the respondents plays a role. In this study. EXPERIENCE 36% 24% 20% 20% 0-5 YRS 5-10 YRS 10-20 YRS 20&ABOVE .FIGURE: 5 THIS FIGURE SHOWS EXPERIENCE OF THE RESPONDENTS The accumulation of knowledge or skill that results from direct participation in events or activities over a given number of years. as associates with experience in the current organization and to know how many years of experience each respondent worked in a particular organization.

TABLE: 6 RESPONDENTS AWARENESS ABOUT COMPETENCY MAPPING OPINION RESPONDENTS NUMBERS PERCENTAGE 80% 20% 100% YES NO TOTAL 80 20 100 INFERENCE: From the above it is clearly represent that out of 100 respondents 80% of the employees are having the awareness about the competency mapping and only 20% of the employees are weak in awareness. .

FIGURE: 6 AWARENESS ABOUT COMPETENCY MAPPING In this study to know the competency mapping is following in the respondents company by getting opinion from respondents. AWARENESS 80% 70% 60% 50% 40% 30% 20% 10% 0% AWARENESS YES 80% NO 20% A .

.TABLE: 7 ANALYSING THE RESPONDENTS PERFORMANCE IN RANE FACTORS NUMBERS HIGHLY SATISFIED SATISFIED DISSATISFIED 36 40 24 RESPONDENTS PERCENTAGE 36% 40% 24% TOTAL 100 100% INFERENCE: From the above table shows the satisfaction level of respondents. Nearly 40% of the respondents are satisfied with their performance. 36% of the respondents are highly satisfied with their performance only 24% of the employees are satisfied with their performance.

FIGURE: 7 SATISFIED WITH THE RESPONDENTS PERFORMANCE. RIGHTLY RECOGNIZED BY THEIR ORGANISATION 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% HIGHLY SATISFIED SATISFIED DISSATISFIED RESPONDENTS PERFORMANCE 24% 36% 40% .

TABLE: 8 ANALYSING THE LEVEL OF RESPONDENTS INDIVIDUAL PERFORMANCE FACTORS NUMBERS YES NO TOTAL 80 20 100 RESPONDENTS PERCENTAGE 80% 20% 100% INFERENCE: From the above table it is clearly inferred that out of 100 respondent 80% of the respondents are clearly understand about their level of performance. . and 20% of the respondents are having insufficiency knowledge about their performance.

INDIVIDUAL PERFORMANCE OF RESPONDENTS YES NO 20% 80% .FIGURE: 8 THE RESPONDENTS ARE CLEARLY UNDERSTOOD ABOUT THEIR INDIVIDUAL PERFORMANCE IN THE ORGANISATION.

TABLE: 9 THE RESPONDENTS THINK ABOUT THE COMPETENCY MAPPING IT’S A DE-MOTIVATING FACTOR OR NOT FACTORS NUMBERS YES NO TOTAL 66 34 100 RESPONDENTS PERCENTAGE 66% 34% 100% INFERENCE From the above table it is clearly represent that 66% of the respondents are said self-competency mapping is are de-motivating factor and 34% of the respondents are said it is not a de-motivating factor. .

FIGURE: 9 COMPETENCY MAPPING IT’S A DE-MOTIVATING FACTOR OR NOT DE-MOTIVATING FACTOR NO DE-MOTIVATING FACTOR. 34% YES 0% 10% 20% 30% 40% 50% 60% 70% .

16% of the employees are strongly disagreeing that they are not acquiring knowledge with ED programs.TABLE: 10 ANALYSIS OF RESPONDENTS WHO ACQUIRED ANY SKILLS. KNOWLEDGE AND ABILITIES THROUGH THE ED PROGRAM FACTORS NUMBERS STRONGLY AGREE AGREE DISAGREE 34 46 4 RESPONDENTS PERCENTAGE 34% 46% 4% 16% 100% STRONGLY DISAGREE 16 TOTAL 100 INFERENCE This table shows that 46% of the respondents are agree that they are acquiring knowledge with ED programs 34% of the respondents are acquiring knowledge with ED programs. 4% of the employees are disagreeing that they are not acquiring any new skills and knowledge through the ED programs. .

KNOWLEDGE AND ABILITIES THROUGH THE ED PROGRAM NEW SKILLS 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE .FIGURE: 10 RESPONDENTS WHO ACQUIRED NEW SKILLS.

it shows the opportunities given to the respondents 82% of the respondents said that organization is giving an adequate opportunity and 18% of respondents said that organization is not giving an adequate opportunity .TABLE: 11 ANALYSIS OF THE RESPONDENTS ORGANISATION GIVEN ANY ADEQUATE OPPORTUNITIES FACTORS NUMBERS YES NO TOTAL 82 18 100 RESPONDENTS PERCENTAGE 82% 18% 100% INFERENCE: From the above table.

FIGURE: 11 ORGANISATION WHICH GIVE ADEQUATE OPPORTUNITIES NO 18% YES 82% 0% 20% 40% 60% 80% 100% .

TABLES: 12

ANALYSIS OF RESPONDENTS ABOUT THEIR EXISTING COMPETENCY DEVELOPMENT INITIATIVES ARE ENOUGH OR NOT

FACTORS NUMBERS YES NO TOTAL 42 58 100

RESPONDENTS PERCENTAGE 42% 58% 100%

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

FIGURE: 12

ABOUT THEIR EXISTING COMPETENCY DEVELOPMENT INITIATIVES ARE ENOUGH OR NOT

60% 50% 40% 58% 30% 20% 10% 0% YES NO 42%

TABLE: 13

COMPETENCY MAPPING IS A EXCELLENT TOOL FOR EMPLOYEES DEVELOPMENT AND SUCCESSION PLANNING

FACTORS NUMBERS YES NO TOTAL 68 32 100

RESPONDENTS PERCENTAGE 68% 32% 100%

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

FIGURE: 13 COMPETENCY MAPPING IS A EXCELLENT TOOL FOR EMPLOYEES DEVELOPMENT AND SUCCESSION PLANNING EXCELLENT TOOL 68% 32% YES NO .

it shows that 50% of the respondents are agreeing with this concept and 24% of the respondents are strongly disagree that competency mapping not help for that and 20% of the respondents are strongly agree that competency mapping is helping to go for higher post. .TABLE: 14 ANALYSIS OF THE RESPONDENTS WHO ARE AGREEING WITH THE NATURE OF COMPETENCY MAPPING IS REQUIRED FOR THE POSITION THAT MAKES IMMIDIETLY HIGHER OR NOT FACTORS NUMBERS STRONGLY AGREE AGREE DISAGREE 20 50 6 RESPONDENTS PERCENTAGE 20% 50% 6% 24% 100% STRONGLY DISAGREE 24 TOTAL 100 INFERENCE: From the above table. but the 6% of the respondents are disagree that competency mapping is not helping them to go for higher post.

5 1 1.5 2 2.5 STRONGLY AGREE.5 3 3. 6% 0% 0 0.FIGURE: 14 THIS FIGURE SHOWS THE RESPONDENTS WHO ARE AGREEING WITH THE NATURE OF COMPETENCY MAPPING IS REQUIRED FOR THE POSITION THAT MAKES IMMIDIETLY HIGHER OR NOT HIGHER POST 60% 50% 40% 30% 20% 10% DIS AGREE. 24% AGREE. 20% STRONGLY DISAGREE.5 4 4. 50% .

it is shows that. and 6% of the respondents are disagree that they are also not self update on the industry level. and 22% of the respondents are strongly disagree that they are not self updated on the industrial status. 48% of the respondents are agree that they are self updated on the industrial status. . 24% of the respondents are strongly agree that they are self updated on industrial status.TABLE: 15 ANALYSIS OF THE ALL RESPONDENTS WHO ARE HAVING A SELF UPDATED ON THE INDUSTRY STATUS FACTORS NUMBERS STRONGLY AGREE AGREE DISAGREE 24 48 6 RESPONDENTS PERCENTAGE 24% 48% 6% 22% 100% STRONGLY DISAGREE 22 TOTAL 100 INFERENCE: From above the table.

FIGURE: 15 THIS FIGURE SHOWS THE ALL RESPONDENTS WHO ARE HAVING A SELF UPDATED ON THE INDUSTRY STATUS SELF UPDATED 60% 50% 40% 30% 24% 20% 10% 6% 0% STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE 22% 48% .

.TABLE: 16 ANALYSIS OF THE RESPONDENTS WHO ARE HAVING A GOOD UNDERSTANDING WITH MAJOR COMPETEITORS FACTORS NUMBERS YES NO TOTAL 76 24 100 RESPONDENTS PERCENTAGE 76% 24% 100% INFERENCE: From the above table clearly represent that the 76% of the respondents are said yes and they having the good understanding with major competitors and 24% of the respondents are said no and they don’t have the good understanding with major competitors.

5 1 1.5 2 2. 76% .5 NO. 24% YES.FIGURE: 16 THIS FIGURE SHOWS THE RESPONDENTS WHO ARE HAVING A GOOD UNDERSTANDING WITH MAJOR COMPETEITORS GOOD UNDERSTANDING 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 0 0.

it shows that 40% of the respondents are agreeing that new concept or technology learned by them as soon as possible.TABLE: 17 ANALYSIS OF THE RESPONDENTS WHO LEARNED THE NEW CONCEPT AND TECHNOLOGY AS SOON AS POSSIBLE FACTORS NUMBERS STRONGLY AGREE AGREE DISAGREE 38 40 10 RESPONDENTS PERCENTAGE 38% 40% 10% 12% 100% STRONGLY DISAGREE 12 TOTAL 100 INFERENCE: From the above table. . 12% of the respondents strongly disagree that new concept and technology learned as not possible and 10% of the respondents are disagree which this concept. 38% of the respondents are strongly agree that new concept or technology learned by them as soon as possible.

FIGURE: 17 THIS FIGURE SHOWS THE RESPONDENTS WHO LEARNED THE NEW CONCEPT AND TECHNOLOGY AS SOON AS POSSILE LEARNING CAPACITY DISAGREE 10% STRONGLY DISAGREE 12% STRONGLY AGREE 38% AGREE 40% .

But 58% of the respondents are not have time to attend training programs. .TABLE: 18 ANALYSIS OF THE RESPONDETS HAVE TIME TO ATTENED VARIOUS TRAINING PROGRAMS FACTORS NUMBERS YES NO TOTAL 42 58 100 RESPONDENTS PERCENTAGE 42% 58% 100% INFERENCE: From the above table clear represent that the 42% of the respondents have time to attend training programs.

TABLE: 18 THIS TABLE SHOWS THE RESPONDETS HAVE TIME TO ATTENED VARIOUS TRAINING PROGRAMS TRAINING PROGRAMS YES 42% NO 58% .

20% of the employees are strongly agree that they are well versed in this system and 18% of the respondents are strongly disagree that they are not well versed in this system and 14% of the respondents are disagree that they are not well versed in competency mapping. It is inferred that 48% of the employees are agreeing that they are well versed in this system. .TABLE: 19 ANALYSIS OF THE RESPONDENTS WHO ARE WELL VERSED IN COMPETENCY MAPPING FACTORS NUMBERS STRONGLY AGREE AGREE DISAGREE 20 48 14 RESPONDENTS PERCENTAGE 20% 48% 14% 18% 100% STRONGLY DISAGREE 18 TOTAL 100 INFERENCE: From the above the table.

FIGURE: 19 THIS FIGURE SHOWS THE RESPONDENTS ARE WELL VERSED IN COMPETENCY MAPPING WELL VERSED STRONGLY DISAGREE 18% DISAGREE 14% STRONGLY AGREE 20% AGREE 48% .

.TABLE: 20 ANALYSIS OF COMPETENCY MAPPING AS AN IDEAL TOOLS FOR EMPLOYEE DEVELOPMENT FACTORS NUMBERS AGREE DISAGREE TOTAL 76 24 100 RESPONDENTS PERCENTAGE 76% 24% 100% INFERENCE: From the above table. it is represent that 76% of the respondents are agree that competency mapping is an ideal tool for EMPLOYEE DEVELOPMENT and 24% of the respondents are disagree that competency mapping is not an ideal tool for EMPLOYEE DEVELOPMENT.

FIGURE: 20 THIS FIGURE SHOWS COMPETENCY MAPPING AS AN IDEAL TOOLS FOR EMPLOYEE DEVELOPMENT 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 76% 24% AGREE DISAGREE IDEAL TOOL .

2.  Questionnaire was framed. effects.test. TEST NO.  The factors for limitation of the study ware also recognized SELECTION OF STATISTICAL TOOL: The data collected has been analyzed by using statistical tools such as.  Questionnaire was put to per. Chi – square test. communication.  The research problem was formulated.  The final form of questionnaire was framed. Weighted average method. The opinions of the respondents ware obtained through 30 questions.STATISTICAL ANALYSIS: In this chapter. etc.1 CHI – SQUARE TEST AIM: .  Random sampling was done. . Chennai on the basis of certain aspect such as sources. DATA COLLECTION. ANALYSIS & INTERPREATION: DATA COLLECTION METHODS USED: The method of data collection is a path of achieve the target of the research. DATA ANALYSIS: The researcher has proceeded to analyze at RANA ENGINE VALVE private limited. the researcher analyzed and interpreted the data in terms of the objectives mentioned in methodology.  The place of study was chosen. The steps are. 1.

NULL HYPOTHESIS :( HO) There is no significant relationship between age and experience of employees. ALTERNATIVE HYPOTHESIS :( H1) There is significant relationship between age experiences of employees CHI – SQUARE TEST: TABLE: 1 FACTORS NUMBER A B C D TOTAL 28 30 24 18 100 AGE RESPONDENTS PERCENTAGE 28% 30% 24% 18% 100% .To test the significant relationship between age and experience factors of employees.

10 EXPERIENCE 10 .TABLE: 2 EXPERIENCES: FACTORS NUMBER 0–5 5 – 10 10 – 20 20 And above TOTAL 20 36 24 20 100 RESPONDENTS PERCENTAGE 20% 36% 24% 20% 100% TABLE: 3 OBSERVED FREQUENCIES (OI) AGE 0-5 5 .20 20 &Above a b c d TOTAL 4 4 8 4 20 12 12 10 2 36 8 10 2 4 24 4 4 4 8 20 28 30 24 18 100/100 TOTAL .

72 7. 08 10. 32 24 5.10 EXPERIENCIE 10 . 6 20 28 30 24 18 100/100 TOTAL .20 20 &Above a b c d TOTAL 5. 8 3. 2 5. 64 6.6 20 10. 6 6 4. 08 8.TABLE: 4 EXPECTED FREQUENCIES (EI) AGE 0-5 5 .8 3. 6 6 4.76 4. 48 36 6.

457 0. 097 0. 8 3.32 5.8 3. 6 -2 -0. 4 (O – E)2 2. 28 2. 1376 0. 133 0. 84 14. 2 1. 088 2. 44 1. 377 17.666 0. 48 1. 8496 20. 6 -2 3. 36 (O – E)2 / E 0. 08 10. 8 4.365 0. 76 4. 8 -3. 1024 2. 133 0.454 0. 6384 7. 56 4 10. 92 1.214 3. 56 4 0. 547 . 72 7. 6 6 4. 0704 1. 8 8. 48 6. 16 3. 6864 1.6 10. 2 5. 64 19. 023 0. 36 -4. 4 1. 243 1. 24 0. 457 0. 32 -1. 133 5. 044 0. 2 0. 6 6 4.6 100 (O – E) .666 2. 76 -0. 64 6.TABLE: 5 O 4 4 8 4 12 12 10 2 8 10 2 4 4 4 4 8 TOTAL E 5.1.

e. 9 Calculated value of chi. . Calculated value > tabulated value (i. INFERENCE: It is analyzed by applying chi-square test that age of respondents level has a positive association with the level of respondents level has a positive association with the level of respondents experience.) calculated value is higher than tabulated value.square = 17. 547 Here. O = Observed frequency.FORMULA: Chi -square (x^ 2) = £ (O-E) ^ 2 E WHERE. E = Row total X Colum total Grand total DEGREE OF FREEDOM = (R-1) X (C-1) = (4-1) X (4-1) = 3x3 DF = 9 Tabulated value at degree of freedom at 5% of significant level = 16. So H1 accepts and rejects HO Hence there is a significant relationship between Age and experience of the employees. E = Expected frequency.

TEST. NO 2 WEIGHTED AVERAGE METHOD: RESPONDENTS SUGGEST THE OTHER ED INITIATIVES: FACTORS NUMBERS A B C D E TOTAL 24 28 22 16 10 100 RESPONDENTS PERCENTAGE 24% 28% 22% 16% 10% 100% OTHER INITIATIVES 10% 16% A B C 22% 28% D E 24% .

The weighted average method for the expectations of the competency mapping of the employees. FACTO RS RANK CAPACTI Y BUILDIN G PROGRA MS 1 2 3 4 5 TOTAL 24 10 18 30 18 100 28 10 6 14 42 100 22 12 24 26 16 100 16 26 24 20 14 100 10 42 28 10 10 INDIVIDUA VARIOUS L MONITORI NG SYSTEM TRAININ G PROGRA MS MEASURE THE EE’S PERFORMAN CE LEVEL OTHE RS TABLE: 2: CAPACITY BUILDING PROGRAMS RANK 1 2 3.5 3.5 5 TOTAL W1 30 24 18 18 10 100 W1X 30 48 63 63 50 254 Weighted average =  W1X W1 .

RANK 1 2 3 4 5 TOTAL W1 26 24 20 16 14 100 W1X 26 48 60 64 70 268 WEIGHTED AVERAGE: Weighted average = W1X W1X = 268 100 = 2.54 TABLE: 3 Measure the employees performance.68 TABLE: 4 INDIVIDUAL MONITORING SYSTEMS. RANK 1 2 3 4 5 TOTAL W1 42 28 14 10 6 100 W1X 42 56 42 40 30 210 .= 254 100 =2.

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

54 2.1 2.64 2.TABLE: 6 OTHERS RANK 1 2 4 4 4 TOTAL W1 42 28 10 10 10 100 W1X 42 56 40 40 40 218 WEIGHTED AVERAGE = W1X W1 = 218 100 = 2. TABLE: 7 FACTOR CAPACITY INDIVIDUAL TRAINING PERFORM OTHERS WEIGHTAGE 2.18 RANK 3 5 2 1 4 .18 INFERENCE: Based on the above table the factor which influences the expectation of the competency mapping of the employees is ranked bellow.68 2.

.RESULT: Measuring the employee’s performance level is the major factor which influences the expectation of the competency mapping of the employees in RANA ENGINE VALVE LTD.

. 9. 6. 30% of the employees in the organization are in post graduate in RANE ENGINE VALVE LTD. Most 78% at the respondent are of male in RANE ENGINE VALVE LTD.It shows 68% of the respondents are saying that competency mapping is an excellent tool for planning in their organization. 13. 3. 5. The majority 38% of the respondent are in age group of (30-40) years in the organization. 11. 80% of the employees are said that they are having the awareness about the competency mapping system followed in the organization.The 82% of the employees surely satisfied with the organization for providing adequate opportunity to developing the skill and abilities in performing their jobs. It is observed that 80% of the employees are clearly understood about their individual performance in the organization. 14. It is observed that 80% of the employees are married. 2. 7. 4. It so found that 40% of the employees are satisfied with their individual performance in the RANE ENGINE VALVE LTD. 10. I have concluded that 36% of the employees have the 5-10 years experience in that organization.The 28% of the respondents are suggesting that competency development initiatives can be given by individual monitoring system. It has been exhibited that 66% of the employees said that the self competency mapping is not de-motivating factor for their imprudent.58% of the respondents are satisfied with their existing training schemes and employee development initiatives. 8.It is observed that 34%of the employees are agreeing about their employee development program by the organization. 12.FINDINGS: 1.

Mostly 48% of the employees are well versed in the competency mapping system.It is observed that 76% of the employees care agreed the competency mapping ideal tool for employee development.15.updating the industry statist.40% of the employees shows interested learn new technology concept as soon they possible.76% of the respondents have the cordial relationship with the major competitors. 20.48%of the employees are satisfied that they are self. .Nearly 50% of the respondents agreed that the competency mapping required archiving the higher post in the organization. 19. 18.58% of the respondents have time to attend the various training programs and seminar conferences conducted in RANE ENGINE VALVES LTD. 17. 21. 16.

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

Competency mapping is an ideal tool for a succession planning. So it is followed by some of the organizations. If the organization conduct the competency mapping means they may get good feedback from the employees otherwise they can test the performance of the employees if they are lack in performance the organization should provide the various training programs. As we conclude this project. . So that in every organization they use the competency mapping.CONCLUSION Competency mapping is a new concept of every organization. It’s helpful for the employee’s performance measuring. skills and knowledge . Competency mapping is basic concept for performance appraisal as well as training of employees. we expect all the organization should follow the competency mapping to measure the employees and profit of the organization. obscene of work and no involvement in work. Otherwise they face lot of problems between the employees like conflict. So every organization must follow this concept.

com Www. Com / competency mapping .com Www. com Www. Workitect . hrm.com . tvrls. com / competency mapping assessment. R.html Http// www. Google .com Http// www . Cite hr . Html Www.rane . model and method for competency mapping and assessment.BIBILIOGRAPHY BOOKS REFERED: Milind kotwal (2008). Palan (2006) competency mapping – A practitioner’s guide WEBSITE: www. R com .

Dear Sir/Madam. Total years of work experience at RANE a) 0-5 yrs b) 5-10 yrs c) 10-20 yrs d) 20 & above 4. Whether you are satisfied with your performance. PERSONAL DETAILS: 1. II. This is for my academic purpose.B. I am doing my project on COMPETENCY MAPPING. rightly recognized by your organization? a) Highly satisfied b) Satisfied c) Dissatisfied . Chennai-602 101. JOSEPH’SCOLLEGE. Basic Qualification 3. Are you aware of competency mapping that is followed in your organization? a) Yes b) No 5. IV.A final year in ST. I am studying B. so please choose the correct answer for all the questions and give your valuable support for my project.QUESTIONNAIRE A STUDY ON COMPETENCY MAPPING AS A TOOL FOR EMPLOYEE DEVELOPMENT IN RANE ENGINE VALVE LTD. I attached my project questionnaire based on my objectives. UG PG DIPLOMA OTHERS 2. III.Name : a) Designation b) Department c) Age d) Gender e) Marital status Married Single : I.

Does competency mapping is an excellent tool for succession planning in your organization? a) Yes b) No 13. Can you clearly understand the level of your individual performance in the organization? a) Yes b) No 7. Whether you are agreeing with the nature of competencies required its criticality and actual level is required for the position that makes you to go immediately higher? a) Strongly agree b) Agree c) Disagree d) Strongly disagree . knowledge and abilities through the ED program? a) Strongly agree b) Agree c) Disagree d) Strongly disagree 9. Do you feel the existing training schemes and competency development initiatives are enough?  Yes  No 11. Does your organization given any adequate opportunities.6.competency mapping is a de-motivating factor? a) Yes b) No 8. Whether you are acquired any new skills. If you feel the existing training schemes and competency development initiatives are not enough means what other ED initiatives can you suggest? a) Capacity building programs b) Individual Monitoring system c) Various training programs d) Measure the employee’s performance e) Others 12. knowledge and abilities at work? a) Yes b) No 10. Do you think the self. to implement the newly learnt skills.

Do you feel the competencies necessary for the required level of immediate higher post? a) Yes b) No 15. Do you have the good understanding with the major competitors? a) Yes b) No 17. do you make sure that you learned it as soon as possible? a) Strongly agree b) Agree c) Disagree d) Strongly disagree 19. Do you update any existing level of your knowledge. Do you have time to attend various training programs and seminar conferences? a) Yes b) No 20.14. a new concept or technology is introduced. that keep constantly you’re self updated on the industry status? a) Strongly agree b) Agree c) Disagree d) Strongly disagree 16. in which your organization is operating. Whenever. Are you well versed with this system? a) Strongly agree b) Agree c) Disagree d) Strongly disagree 21. skills and abilities to be on par with the ongoing industry levels? a) Strongly agree b) Agree c) Disagree d) Strongly disagree 18. to conclude. do you think competency mapping serves as an ideal tool for employee development?  Agree  Disagree THANK YOU FOR YOUR CO-OPERATION IN FILLING THIS QUESTIONNAIRE . Finally. Do you aware about the nature of the industry.

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