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COMPETENCY ANALYSIS AMONG EXECUTIVES AT TERUMOPENPOL

A PROJECT DONE
BY SREELEKSHMI.K.R REG NO:MGT 1005385

Under the guidance of


Faculty Guide Miss.Soumya C Nair Lecturer IMK Adoor Project Guide Mrs.Priya Balan Dpty Manager HR Terumo Penpol
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Introduction
Ongoing technical and social changes leads increasing the need of flexible and skilled workers. With changing business scenario and new challengers emerging in the competitive world. Companies are aware that their workforce must be properly trained and competent

Statement of the problem


To determine the current competency level of executives in production, quality control, and purchase departments and to know the importance of various competencies in performing their job.

1950s: John Flanagan 1954 established Critical Incidents Technique as a precursor to the key methodology used in rigorous competency studies significant behavioral events that distinguish between average and superior performers. It is Flanagans critical incidents technique that sixteen years later inspires David McClelland to discover and develop the term of competency 1970s: Testing for Competence Rather than Intelligence (McClelland, 1973) Competency: an underlying characteristic of a person which enables them to deliver superior performance in a given job, role, or situation. Implication: If competencies are made visible and training is accessible, individuals can understand and develop the required level of performance Can be learned and developed over time

Brief History: A Precursor of Competency Modeling

1980s: Certain characteristics or abilities of the person enable him or her to demonstrate the appropriate specific actions. (Boyatzis,Richard E. The Competent Manager: A Model for Effective Performance. New York: Wiley, 1982, p. 12). the first empirically-based and fully-researched book on competency model developments specific behavior and clearly defined performance outcomes like Flanagan, stressed importance of systematic analysis in collecting and analyzing examples of the actual performance of individuals doing the work behavioral event interview (BEI)

OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE Understand the concept of competency Analysis in todays business environment and its relevance at TPL SECONDARY OBJECTIVE To introduce modern concept competency Analysis in TPL. To identify existing competency level of the eexecutives. To know the personal competency level, knowledge competency level, job related competency level, communication and interpersonal competencies. To find out gap between required competency and current competency level. To identify training and development of executives. To hire right kind of person at right job by establishing statement.

SCOPE OF THE STUDY

Gap analysis Role clarity Selection, potential, identification, growth plans. Succession plans Inventory of competencies for future planning

PERIOD OF THE STUDY The study has been done during a period of 45 days. RESEARCH METHODOLOGY Research design Area of study Data collection method Sample size Sampling technique Data analysis

LIMITATION OF THE STUDY The study was limited only to the executives of TPL and not all.

The primary data collected is from questionnaire and hence the result would bear all the limitations of the primary data.
Busy schedule of employees was the main inconvenience for the data collection. The study is based on sample size and hence the findings & inferences cannot be generalized Lack of time and shortage of data related to the topic.

INDUSTRY PROFILE
Health Care industry is a very vivid one from other types of Industries. The US health care service market, the worlds largest is more than $1.6 trillion, while the European market is worth about $700 billion. In 1939 transfuse-vacuum cleaner, the first vacuum type blood collection and storage unit was introduced. The competition among health care supply distributors, including Alliance UniChem, McKesson, and Owens and Minor, has heated up as facilitates look to cut their number of vendors and the costs of their supplies. These distributors are among the industrys leaders in adopting new technology to help cut costs. Globally, approximately 75 million blood bags are collected annually Major blood bag manufacturers globally include Baxter Bioscience, USA; Bayer Corporation, USA and Octapharma AG; Switzerland
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COMPANY PROFILE
India's largest manufacturer of Blood Bags. One of the largest producers of blood bags in Asia, other than Japan with a capacity of 20 Million Blood Bags Beginning in 1987. Mr.C.Balagopal, an EX-IAS officer In July 1999, formally collaborated with Terumo Corporation, Japan changed to TERUMO PENPOL LIMITED on 01/10/99. Terumo Corporation invested in the equity capital of the company and today it holds 74% with the balance 26% held by the promoters. The Mission of TERUMO PENPOL is: Better Ways to Better Healthcare. 11

PRODUCT PROFILE

1.Teumo single blood bag 2.Terumo double blood bag 3.Terumo triple blood bag 4.Terumo quadruple blood bag 5.Terumo tube sealer 6.Platelet Agitator Incubator 7.Terumo Automatic Component Extractor 8.Blood storage cabinets 9.Donour couch

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DESTINATION

TOTAL EMPLOYEES

JUNIOR EXECUTIVES 3

1% 6% 17%

Junior executives Managers

MANAGERS

65

EXECUTIVES Executives

175

54% 22%

Workers Temporary

WORKERS

234

TEMPORARY

566

TOTAL

1024

TOTAL EMPLOYEES 1024

WHAT IS COMPETENCY?
A competency is defined as a behavior or set of behaviors that describes excellent performance in a particular work context .

A competency is an underlying characteristics of a person which enables him/her to deliver superior performance in a given job, role or situation

DEFINITION
First popularized by Boyatzis (1982) with Research result on clusters of competencies: A capacity that exists in a person that leads to behavior that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results

Competencies are personal characteristics that contribute to effective managerial performance. (Albanese 1989)
Dr. MG Jomon, XIMB

Competencies are INPUTS


KNOWLEDGE

Other characteristics are Motive, Values, Traits, Self concept

COMPETENCIES
SKILL ATTITUDE

Competency analysis is the process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point of time. It generally examines two areas: emotional intelligence or emotional quotient (EQ), and strengths of the individual in areas like team structure, leadership, and decision-making.

FINDINGS
Personal competency level of Executives
Assertiveness level of executives - 52% have better than acceptable standards, 18% of them are exceeds in acceptable standards 30% of them are meets in requirements. About 60% of executives have better innovative level, 10% of the employee exceeds in their standards and 24% of the employee meets up to requirements and 6% of them not up to acceptable standards. About 50% of employee have better competency level in integrity level, 32% of them are exceeds in acceptable standards and 18% of them meets requirements. About 42% of the executives are better than acceptable standards in self sufficiency level 28% of them exceed in acceptable standards 26% are meets in requirements and 4% of them are not up to acceptable standards.

About 34% of the employees are belongs in better than acceptable standards in emotional stamina, 46% are belongs to meets requirements, 6% of them exceeds in acceptable standards, 14% are not up to acceptable standards.

2. Knowledge level competencies About 46% of the employee have better than acceptable standards in commands in basic facts, 12% of them are exceeds in acceptable standards, 42% of them were meets requirements.

40% of employees are belongs to better than acceptable standards in quality consciousness, 44% of them among exceeds in acceptable standards, 14% of them belongs to meets requirements.
About 52% of employee belongs to better than acceptable standards in knowledge on industrial standards, 15% of among exceeds in acceptable standards and 32% are meets requirements About 52% of employee belongs to better than acceptable standards in organizational awareness, 24% of among exceeds in acceptable standards, 18% are meets requirements and 6% of them not up to acceptable standards. About 52% of employee belongs to better than acceptable standards in knowledge on standards and specifications, 12% of among exceeds in acceptable standards and 36% are meets requirement

3. Job related competencies


Presentation skills- 44% of employee belongs to better than acceptable standards in, 16% of among exceeds in acceptable standards,34% are meets requirements and 6% of them not up to acceptable standards. About 42% of employee belongs to better than acceptable standards in analytical and problem solving skills, 14% of among exceeds in acceptable standards,40% are meets requirements and 4% of them not up to acceptable standards. About48% of employee belongs to better than acceptable standards in concern for excellence, 28% of among exceeds in acceptable standards, 16% are meets requirements and 8% of them not up to acceptable standards. About 38% of employee belongs to better than acceptable standards in negotiation skills, 24% of among exceeds in acceptable standards, 34% are meets requirements and 4% of them not up to acceptable standards. About 38% of employee belongs to better than acceptable standards in team management, 14% of among exceeds in acceptable standards,40% are meets

Communication and interpersonal competencies About 40% of employee belongs to better than acceptable standards in listening skills, 36% of among exceeds in acceptable standards,22% are meets requirements and 2% of them not up to acceptable standards. About 60% of employee belongs to better than acceptable standards in precision in communication, 14% of among exceeds in acceptable standards,24% are meets requirements and 2% of them not up to acceptable standards. About 54% of employee belongs to better than acceptable standards in counselling skills, 12% of among exceeds in acceptable standards, 32% are meets requirements and 2% of them not up to acceptable standards. About 56% of employee belongs to better than acceptable standards in persuasion, 8% of among exceeds in acceptable standards, 34% are meets requirements and 2% of them not up to acceptable standards. About 62% of employee belongs to better than acceptable standards in sensitivity, 8% of among exceeds in acceptable standards,26% are meets requirements and 4% of them not up to acceptable standards. From chi square test it is found that there is relation between quality consciousness of the employee and organizational awareness and there is no significant relation between age of the employees and emotional stamina of the employees. From correlation analysis it is clear that there is positive correlation of communication skills of executives and presentation skills of executives.

SUGGESTIONS
Redefining roles or restructuring teams can be done by matching the talents of people to the job.

Recognizing the special talents of employees and encouraging them to use it always give an added advantage to organizations performance. Employees awareness about Job related task and industrial goal will be increase the current competency level.
Company can recruit employees based on their competency. Competency based training will be more advantages both employees and organisation.

Work pressure on the employees should be reduced by proper division of work. The company should create awareness about competency based HR management, so that the employees can know as to what the company is expecting out of them. Physical well being of the employees can be improved through various measures like gym, yoga /aerobic classes.

Flexible timings can be considered as an important factor in order to overcome busy and stressful work life.
The counselling centre may be better utilized to improve the emotional stamina of the associates.

CONCLUSION
The employees competency level is differ from person to person.

All organizations now focus on matching employee talent to job.


The economic meltdown pushes the companies to rethink over employment conditions. HR policies are being restructured in many organizations. In future all HR departments go with competency mapping to improve the efficiency and effectiveness of employment.

BIBLIOGRAPHY
Text references. K. Aswathappa, Human Resource Management, Tata McGraw-Hill Ltd, 5e. Dr .C.B.Guptha, Human Resource Management, Saulthan Chand and Sons, 6e, 2005. C.R.Kothari, Research Methodology, New Age International Publishers New Delhi, 2e, 2004. Uma Sekharan, Research Methodos For Business, John Wiley & Sons, Ltd U.K, 4e, 2006. Websites www.terumopenpol.com http://www.wisegeek.com/what-is-competency-mapping.htm http://www.chrmglobal.com/Briefcase/10/1/What-is-CompetencyMapping-.html http://www.tvrls.com/competency mapping.html Company references HR department Manual