A Study on Competency Mapping

A PROJECT REPORT

ON

COMPETENCY MAPPING

IN

BILT GRAPHIC PAPER PRODUCT LIMITEDKAMALAPURAM UNIT

A dissertation Report submitted to the Andhra University in partialFulfillment for the award of

MASTER OF BUSINESS ADMINISTRATION

By

Bh.S.DEEPIKAReg.No:20854100004

Under the guidance of

Mrs. K. LALITHA BHAVANI, M.HRM,Faculty of management studies

ADITYA INSTITUTE OF P.G. STUDIES, SURAMPALEM

2008-10

(Affiliated to Andhra University)

ADITYA INSTITUTE OF P.G.STUDIESDEPARTMENT OF BUSINESS MANAGEMENT

(Affiliated To Andhra University)Aditya Nagar, ADB Road, SURAMPALEM-533437,

E.G.Dst.Phones: (08852)252243,252250,

cell:9866576662

CERTIFICATE

This is to certify that the project entitled “COMPETENCY

MAPPING”with reference to BILT GRAPHIC PAPER PRODUCT

LIMITED, KAMALAPURAM UNIT is the bonafide work done by

Ms.Bh.S.DEEPIKA with Regd.no: 20854100004 during the period 2008-10 in partial

fulfillment of the requirement for the award of the Degree of MASTER OF

BUSINESS ADMINISTRATION in Aditya institute of P.G studies affiliated to

Andhra University is a record of benefited work carried out by under my guidance

and supervision.

Project Guide Head of the dept.

Mrs. K. Lalitha Bhavani, MHRM, Mr. J.Nagendra kumar

DECLARATION

I hereby declare that this project report entitled “COMPETENCY

MAPPING” with reference to BILT Graphic Paper Product Ltd., submitted by me in

partial fulfillment of Master of Business Administration to the department of M.B.A,

AU, ADITYA INSTITUTE OF P.G. STUDIES, SURAMPALEM in genuine and

bonafide work done by me and it is not previously submitted by me for the award

any degree or diploma in any other institute or university.

Bh.S.Deepika

Place:

Date:

ACKNOWLEDGEMENT

I take this opportunity to acknowledge my deep and profound gratitude to the

people concerned who have helped me directly or indirectly completion of this

project.

I would like to extend my sincere thanks to Mr. J. NAGENDRA KUMAR,

Head of the Department MBA., ADITYA INSTITUTE OF P.G. STUDIES

permitting me to take up this project in BGPPL.

I express my gratitude to my project guide (internal) Mrs.K.LALITHA

BHAVANI, M.HRM, and all the other faculty members of ADITYA INSTUTUTE

OF P.G. STUDIES who had helped me to complete this project, successfully under

their valuable guidance and suggestions towards completion of this project.

My sincere thanks to Mr. K. NAGESWAR RAO (Sr.Manager),

Mr.P.R.REDDY (Manager-HR) and other Asst.Managers in H.R.Department for

their kind Co-operation and valuable suggestions which were helpful for completing

this project.

I much obliged to my guide Mr.A.SURYA BHAGAVAN (Executive-HR) for

his assistance, co-operation and excellent guidance and his valuable suggestions for

completing this project.

(Bh.S.Deepika)

CONTENTS

P.No

CHAPTER-1: Introduction 1-9

a. Objectives of the study

b. Need for the study

c. Methodology

d. Limitations

CHAPTER-2: Industry Profile 10-17

CHAPTER-3: Company Profile 18-39

CHAPTER-4: Theoretical Frame Work 40-67

CHAPTER-5: Competency mapping in BGPPL 68-76

CHAPTER-6: a. Findings 77-82

b. Suggestions

c. Conclusion

BIBLIOGRAPHY

CHAPTER-1

INTRODUCTION

INTRODUCTION TO HRM

Taking a look at the world human beings is rewarding experience. Contrasts

abounded in this world. Beauty is juxtaposed with ugliness, mercy with misery,

industriousness with laziness and affluence with poverty. These contrast remain, so

despite the passage of time, sweeping political and economic changes and cultural

differences. Contrasts not withstanding, one thing is certain – it is people who make

an organization a success or allow it to be handed over to the Board of Industrial and

Financial Reconstruction (BIFR). Who are these so-called patrons? How to attract

them? How to retain them? How to motivate them?

MEANING AND DEFINITION

Simply put, Human Resources Management is a management function that

helps manager’s recruit, select, train and develops members for an organization.

Obviously, HRM concerned with the peoples dimension in organization.

DEFINITION

A series of integrated decisions that form the employment relationship: their

quality contributes the ability to the organization and the employees to achieve their

objective.

Is concerned to with the people dimension in management. Since every

organization is made up of people, acquiring their services, developing their skills,

motivating them to higher levels of performance and ensuring that they continue to

maintain their commitment to the organization are essential to achieving

organizational objectives. This is true regardless of the type of organization,

government, business, education, health recreation or social action.

1

Management is the planning, organizing, direction and controlling of the

procurement, development, compensation, integration, maintenance and separation

of human resources to the end that individual, organizational and social objectives

are accomplished.

HR POLICIES & PRINCIPLES:

POLICIES:

A policy is plan of action. It is a statement of intention committing

management to a general course of action. When the management drafts a policy

statement to cover some features of its personnel programmers, the statement may

often contain an expression of a principle or an objective:

“It is the intention of the company to provide a safe plant and a healthy working

environment”

A policy statement is more specific and commits the management to identify

course of action. The following is a policy.

Our policy is institute every practical method for engineering, safety into our

processes and equipment to provide clothing where necessary, to train employees in

safe operating procedures and to vigorously enforce established safety rules. Our

policy is to provide a healthy plant by giving adequate attention to cleanliness,

temperature light and sanitation.

2

BENEFITS OF PERSONNEL / HR POLICIES:

The work involved in formulating personnel policies requires that the

management give deep thought to the basic needs of both the organization and

employees. The management must examine its basic convictions as well as give full

consideration the prevailing practices in other organization.

Established policies ensure consistent treatment of all personnel throughout

the organization. Favouiritisum and discrimination are thereby, minimized.

Continuity of action is assured even though top management personnel

change. The CEO of a company may possess a very sound personnel management

philosophy. He/She may carry the policies of the organization in his/her head and

he/she may apply them in an entirely fair manner. But what happens when he/she

retires or resigns? The ensure of office of any manager is finite but the organization

continue Policies promote stability.

Policies serve as a standard of performance. Actual results can be compared

with policy to determine how well the member’s of the organization are living up to

the professed intentions.

Sound policies help build employee motivation and loyalty. This is

especially true where the policies reflect established principles of fair play and

justice and where they people grow with in the organization.

Sound policies resolve intrapersonal, interpersonal and inter group conflicts.

3

A FEW SPECIFIC PERSONNEL POLICIES ARE:

Policy of hiring people with due respect to factors like reservation, sex,

marital status and the like.

Policy with regard to medical assistance benefits, ESI and medical benefits.

Policy regarding housing, transport, uniform and allowances.

Policy regarding training and development need for, method of and

frequency of training and development.

Policy regarding industrial relations, trade union recognition, collective

bargaining, grievance procedure, participative management and

communication with workers.

In the present scenario, it is difficult for the organization working

independently that each of players in the industry consciously work towards

achieving and maintaining different positions based on service standards. However

any process improvements or innovative ideas set by the leaders are constantly

copied by the competitive players thus providing only lesser returns to them. This

puts considerable pressure on the leaders to constantly upgrade services standards in

the organization.

4

OBJECTIVES OF THE STUDY

Competency refers to the intellectual, managerial, social and emotional,

competencies. It is beneficial and cost effective to have competent people to occupy

higher level positions. Normally, the purpose of analyzing training needs is to

uncover the gap that exists between the present competencies and the competency

needed to reach strategic goals for the future.

To create a competency based culture in the organization.

Identifying and building competencies of an individual is preparing himself

for the next set of responsibilities as efficient and effective managers.

To ensure that right people are identified and placed in the right jobs and

employee potentials is identified, developed and untilled fully.

To help uplift the competencies of critical groups of managers, by providing

them insights into their competencies and developmental opportunities.

Key performance areas can be improved by understanding the fields where

there is a gap between the actual and the desired results.

5

NEED FOR THE COMPETENCY FRAME WORK

The basic need for the competency frameworks are as follows.

To translate agency vision into clear measurable outcomes.

Provide a tool for assessing, managing and improving overall health and

success of business systems.

Continue to shift from prescriptive, audit and compliance based oversight, to

an on going, forward looking strategic partnership involving agency

headquarters and field components.

Identify core capabilities in the business and in the individual to help connect

work with behaviors.

Include measures of quality, cost, speed, customer, service and employee

alignment, motivation and skill tip provide and in depth, Predictive

performance management system.

Replace existing assessment models with a consistent approach to

competency management.

6

METHODOLOGY

IMPORTANCE OF THE STUDY:

An organization comprises of various policies is a plan of action. It is a

statement of intention committing the management to a general course of action.

When the management drafts a policy statement to cover some features of its

personnel programmers, the statement may often contain an expression of

philosophy and principle as well. The following statement is an expression of a

principle or an objective:

“It is the intention of the company to provide a safe plant and a healthy working

environment.”

SCOPE OF THE STUDY:

The scope of the study is intended to cover the Sr.Managers, Managers,

Asst.Managers, Sr.Executives and Jr.Executive in the organization.

OBJECTIVES OF THE STUDY:

The primary objective of the internship has been to gain hands on experience

of the functioning of the HR department in the organization.

To know the competences required for the position and to match the

competencies of person to the position.

To determine the strategic advantage for the organization based on employee

competencies.

To ensure the improvement of the competency/ performance levels of the

employees in the organization.

7

TOOLS OF DATA COLLECTION:

PRIMARY DATA:

Any research study for the collection of primary data the methods like

questionnaire, interview and observation methods has been used very frequently.

Among these methods the direct interview of the employee and the questionnaire

technique being used as the most versatile of all and capable of interacting opinion

and interventions was used for the purpose of data collection.

SECONDARY DATA:

The secondary information will be collected in this category is as follows:

By go through the internet (T.V.Rao learning systems)

By using the HRD magazines

By collection information from the employees.

By observing and the studying the previous research studies.

8

LIMITATIONS OF THE STUDY

The major limitation of the project under study was “time 8 weeks” it has to

be completed in a very short period of time, which was not sufficient to

under take a comprehensive study.

The study was confined to six years.

Some information is not available due to the confidential matters.

The study is confined only to BGPPL is the largest seller of Rayon grade

pulp in India. So, due to heavy work schedule of the employees they couldn’t

spare much of their time. To be in many cases, company could not provide

detailed information & formats due to various limitations.

9

CHAPTER-2

INDUSTRY PROFILE

INDUSTRY SCENARIO

THE HISTORY OF PAPER MAKING:

Paper has been around for nearly 2000 years!!! Try to imagine life without

it. The papermaking process has come a long way since 105 A.D. When Ts’ai Lon, a

Chinese court official, invented paper. In all likelihood, Ts’ai mixed mulberry bark,

hemp and rags with water, mashed it into pulp, pressed out the liquid, and hung the

thin mat to dry in the sun. Thus began humanity’s greatest revolution in

communications.

William Rittenhouse and William Bradford founded the first North

American paper mill in 1690 at Wissahickon creek, near Philadelphia. Thanks to a

great deal of imagination and hard work, they successfully collected, separated,

cleaned and recycled old cloth rags to make America’s first writing papers.

In the early 1800s, Nicholas-Louis Robert of France invented the

Fourdrinier, a machine that produces paper on an endless wire screen. Fifty years

later, papermakers began successfully using wood fibre to make paper, a process that

was introduced in the United States in the early 1900s.

In 1866, an American named Benjamin Tilghman developed the sulphite

pulping process. The first mill using this process was built in Sweden in 1874. This

was the dominant pulping process until 1937. At that time, Kraft pulping became the

dominant chemical pulping process and still is today. A German chemist, C.F.Dahl,

developed the Kraft (from the German word meaning “strong”) pulping process in

1879. The first Kraft mill in the United States was built in 1911 in Pensacola,

Florida. The Kraft process had several distinct advantages:

10

The chemicals used to dissolve the lignin were recoverable and tremendous

amounts of energy were produced during the recovery process, and the process

could pulp pine trees, a predominant forest species in the United States. The Kraft

process allowed the United States to become a major producer of paper products.

The development of paper signalled the beginning of the modern

communication era. Later innovations incorporating paper would include the

development of the Gutenberg Press, which allowed for mass production of printed

materials thus increasing the demand for and production of paper.

DISCOVERY OF PAPERMAKING:

In 105 A.D. Ts’ai Lun, a Chinese court official, mashed pieces of mulberry

bark, cloth and hemp in water until they were reduced to pulp. He then drained away

the water, pressing and drying the matted fibres. The result was paper.

The secret of papermaking remained in China for 650 years, until Arabs

learned the art from Chinese prisoners of war. The process was brought to Europe in

the 12th century-but the method of making paper from wood was lost along the way.

Rags were used instead.

Early American Papermaking-Use of Rags as Raw material

William Rittenhouse and William Bradford founded the first North

American paper mill in 1690 at Wissahickon Creek, near Philadelphia. Other mills

soon opened, with much of the industry concentrated in New York, Massachusetts,

Pennsylvania and Connecticut.

11

Papermaking in Maine began in the 1730s, when a small mill was built on

the Presumpscot River in Westbrook. Maine’s attraction for paper manufacturing

was its rivers and streams-important sources of power and clean water for the

manufacturing process, which still used rags as its raw material. In 1854 Samuel

Dennis Warren purchased the mill in Westbrook for $28,000, starting the S.D.

Warren Company. At that time discarded clothes were beaten to a pulp and poured

into molds to make paper at the mil. By 1856 the S.D. Warren mill was the largest

importer of rags in the world.

USE OF WOOD FOR PULP SPARKS MAINE INDUSTRY:

A rag shortage in the 1850s, along with increasing demand for paper,

enticed European and American inventors to find alternative supplies for making

pulp. These inventors found mechanical and chemical methods for efficiently

making paper from wood. Poplar was the wood of choice, and new mills began to

open near the source of this fibre. Many of these mills were in New England.

The first wood pulp in Maine was produced in the basement of a Topsham

sawmill in 1868, marking the beginning of the paper industry’s rapid growth in

Maine. The Topsham mill produced one ton of pulp per day. By 1875 the S.D.

Warren mill in Westbrook first blended wood fibres with rag pulp; five years later

the Westbrook mill was the largest paper mill in the world.

At this time mills were using a mechanical pulping process (many still do).

But in 1866, an American named Benjamin Tilghman developed a sulphite chemical

pulping process, heating liquefied wood fibres with a sulphurous solution. The first

mill using this process was built in Sweden in 1874. In 1880s, this process was

brought to Maine, beginning a period of rapid growth in Maine’s pulp and paper

industry.

THE GROWTH YEARS:

In 1882, a saw mill in Old Town began using their by-products to make soda

pulp, forming the Penobscot Chemical Fibre Company. In 1883 the company built a

sulphite pulp mill, producing 18 tons of pulp per day. This mill grew and

transformed into the Georgia-Pacific tissue facility operating today.

In 1888 Hugh J. Chisholm built the Otis Falls Pulp Company mill in Jay, then

the third largest paper mill in the country. In 1898 this mill became one of the

founding mills of International Paper. International Paper sold the Otis mill in 1978;

it is now owned b Wausau Paper. President Grover Cleveland led a team of investors

to bring a new sulphite pulping technology to central Maine in 1889, starting the

Madison Paper Industry mill that is still in operation today.

By 1890 there were 25 pulp mills in Maine: twelve soda/sulphite mills

producing 182 tons of pulp per day, and 13 ground wood mills rated at 157 tons per

day. Five years later Maine’s capacity increased to 1036 tons per day of pulp and

508 tons per day of paper. Maine led the nation in pulp production.

In 1900 the Great Northern Paper Company began manufacturing newsprint in

Millinocket. This mill was, as it opened, the largest in the world, producing 240

tons/day of newsprint, 120 tons/day of sulphite pulp, and 240 tons/day of ground

wood pulp. Great Northern expanded the facility in 1906, adding a mill in East

Millinocket. These mills are now owned by the Katahdin Paper Company. In the

early 1900s two mills that are still in operation today were built on opposite ends of

the state. Hugh J. Chisholm opened the Oxford Paper Company’s Rumford mill,

now owned by Mead Westvaco, in 1901. In 1906 St.Croix Paper opened the Bailey

Ville (Woodland) mill, now owned by domtar.

With this growth Maine surpassed Connecticut, New Hampshire, and

Vermont in the volume of paper produced, becoming the third leading papermaking

state, behind Massachusetts and New York. But the expansion was not limited to the

northeast-new facilities were being constructed in Illinois, Michigan, Ohio and

Wisconsin.

1910-1930: Continued Growth, Increasing Competition:

In the early part of the 20 th century Maine’s mills grew, primarily by adding

new machines, although existing machines were also made to run faster. But new

factories continued to be built further west, as Wisconsin became an increasingly

important player. Competition also came from Canada, where shipments of paper

(largely newsprint) to the U.S. increased from 3.9 million tons in 1912 to 37.7 tons

in 1918. Some Maine mills could not compete and closed, others converted to the

production of writing papers.

Donald Fraser opened a sawmill in New Brunswick in 1877. His company

grew into the largest wood products business in the Maritimes. In 1928 Fraser

started its first lightweight paper machine, and installed a mile-long pipeline to

connect the Edmondson pulp mill to the Madawaska paper mill.

14

When central Maine Power completed the Wyman Dam in Bingham they

needed a customer for its excess power. CMP created and affiliate, the Maine

Seaboard Paper Company, and built what is now the International Paper mill in

Bucksport. This mill initially produced newsprint, but later shifted to lightweight

coated paper used for magazines and catalogs.

THE CHALLENGE FROM THE WEST AND SOUTH

International Paper opened the Androscoggin mill in Jay in 1965. The mill

now includes a wood yard, three wood rooms, utilities, two continuous pulp

digesters, two bleach plants, and five paper machines. The five paper machines have

the combined capacity to produce more than 1,600 tons per day more than the

combined total of all 12 mills operation in Maine.

Machines at other mills continued to be improved to operate faster and

with wider rolls to increase productivity. Despite these improvements, by 1960

Maine lost its claim to be the largest papermaking state to Wisconsin, as many new

mills were brought on line there. Much of the U.S. brown paper (eg.cardboard)

production moved to southern states, which increased their share of the U.S. paper

market as new plants were built to use fiber form southern pine plantations.

This trend continued through the 1970s and 1980s. Paper companies

continued to invest in Maine, but Wisconsin, Washington and several southern states

became more attractive for investment dollars and saw their position relative to

Maine improve. In 1981 Maine’s newest paper mill was completed in Skowhegan.

The Sappi Fine Paper north America Somerset mill now has Maine’s highest

capacity, capable of producing 2,179 tons of paper per day, along with 1,500 tons of

Kraft pulp. The mill produces high quality printing and writing papers.

Maine was making more pulp and paper than ever before. Some mills shifted

to specialty papers, while others upgraded their machines to run more efficiently.

Other mills that did not make these investments were forced to close.

CURRENT STATUS:

Recently competition has come from places far more distant than

Massachusetts, New York, Wisconsin or Canada. Off shore competition started in

Europe, where many new mills and upgraded facilities were completed in the 1980s

and 1900s. Then Latin America jumped in-aided by a vast forest resource of fast

growing trees Brazil and Chile built large new pulping facilities, causing a decrease

in U.S. pulp production since 1995.

New paper capacity is now shifting to Asia. While no new mills have been

built in the U.S. for many years, many new mills are under construction in China,

Korea, Indonesia and across the globe. These new mills are larger and faster than

those in the U.S. In most cases the cost of labour is much cheaper where the new

mills are being built. AS a result pulp and paper prices continue to decline.

In order to compete Maine mills have rebuilt their older machines, when

they can obtain the capital to do so. They have increased productivity through

process improvements, while reducing their labour force.Many smaller mills now

have niche markets-for example, the Sappi mill in Westbrook, built by S.D.

Through innovation and continued investment, along with top- notch

workforce and superior forest resource, Maine has remained competitive. Maine

remains the second leading paper producing state in the U.S. and continues to

produce more paper than ever before. Maine has been producing paper for over 270

years. In that time mills have opened, closed, changed, struggled and prospered.

They continue to do so today.

17

CHAPTER-3

COMPANY PROFILE

COMPANY PROFILE

Ballarpur industries limited- (BILT) is the largest paper industry in India &

the only Indian company to rank between top hundred pulp & paper industries

worldwide. BILT has established a dominant position in its defined product

segments in writing & printing papers & is looking at establishing a certain key in

overseas market. BILT has a consolidate market capacity 460,000 MT/A at which

50,000 MT are exported. BILT has seven co. across the country making it a truly

national player in Indian market. Its 6 units are:-

1. UNIT BALLARPUR (MAHARASTRA)

2. UNIT BHIGWAN (MAHARASTRA)

3. UNIT SHREEGOPAL (HARYANA)

4. UNIT SEWA (ORISSA)

5. UNIT ASHTI (MAHARASTRA)

6. UNIT KAMALAPURAM (ANDHRA PRADESH)

Unit Shreegopal

Unit Shreegopal, in Yamunanagar, Haryana, currently produces

82,000 tonnes of paper per annum. The unit has been certified

by the Ministry of Power and is ISO 9001:2000 certified for

Quality Management System. Unit Shreegopal received the “National Award for

Excellence in Water Management 2007”.

The product mix of this unit includes Sun Shine Super Printing, Royal Executive

Bond, Black-Centred Board and Ivory Board.

18

Unit Ballarpur

Unit Ballarpur, located in Ballarshah in Maharashtra,

currently produces 1,30,000 tonnes of paper per annum.

The unit is ISO 9001:2000 certified, has been named

“Paper Mill of the Year” by the Indian Paper Manufacturers’ Association (IPMA),

besides receiving the Maharashtra Energy Development Agency’s “Award for

Excellence in Energy Conservation and Management” thrice.

Expansion project is underway with the installation of a new paper machine, which

would produce uncoated wood free paper, leading to a capacity increase of 1,50,000

tonnes per annum by July 2009.

Unit Ballarpur’s major product mix comprises of Sun Shine Maplitho, Sun Shine

Super Printing, Ledger, Cream Wove, AR Grade Poster, White Poster and TD

Poster.

Unit Ashti

Unit Ashti located in Maharashtra has both ISO 9001:2000 and ISO 14001:2004

certifications. The unit won the Bureau of Energy Efficiency’s

“Energy Conservation Award” in 2000 and 2007. It also

ranked 9th with 2-leaf rating in the Green Rating Project

conducted by the Centre for Science & Environment in 2002.

It produces copier paper under the brand name of Copy Power. It also manufactures

SS Maplitho paper for the writing, printing and graphic industries. Unit Ashti

currently produces 54,000 tonnes of paper per annum.

19

Unit Bhigwan

Operations at Unit Bhigwan, located in Maharashtra are comparable with the best in

the world, with state-of-the-art technology, equipments and processes. It currently

produces 1,25,000 tonnes of paper per annum.

The Unit is ISO 9001:2000 and ISO 14001:2004 certified. It

also obtained the OHSAS 18001:1999 certification in 2005. It

received the “Energy Conservation Award” from the Central

Government’s Bureau of Energy Efficiency, the “Maharashtra

State Energy Conservation Award” for 2005 and the “Greentech Safety Award” for

2003-04, 2004-05 and 2005-06. It also won the “Safety Innovation Award, 2007”

from the Safety & Quality Forum of India.

Unit Bhigwan produces Coated paper and board. Around 15-20% of its production is

exported. The unit recently won the “National Award for Excellence in Energy

Management, 2008”.

Unit Kamalapuram

Unit Kamalapuram in Andhra Pradesh has the second

largest pulp capacity within the Group, and is the largest

seller of Rayon grade pulp in India.

Unit Sewa

Unit Sewa is located in Jeypore, Koraput district, Orissa.

This Unit has an installed capacity of 70,000 tonnes per

annum. Its product range includes Sun Shine Maplitho,

Image Copier, and Easy Print.

20

Sabah Forest Industries

In 2007, BILT took its first step into the international market by acquiring Sabah

Forest Industries (SFI), Malaysia. SFI is Malaysia’s

largest integrated paper and pulp facility; its paper plant

has a capacity of 1,50,000 tonnes per annum and its

pulping plant has a capacity of 1,20,000 tonnes per

annum. More importantly, it has access to 289,000 hectares of land till 2094.

Expansion plans are underway with the Pulp mill expansion, a new wood yard and

paper machine renovation. With this expansion project, the pulp production would

increase by 100,000 tonnes per annum and the paper production would increase by

60,000 tonnes per annum.

21

AVANTHA

The US$ 3 bn Avantha Group is one of India's leading business

conglomerates. The Group has business interests in diverse areas, including pulp and

paper, power transmission and distribution equipments and services, food

processing, farm forestry, chemicals, energy, infrastructure, information technology

(IT) and IT-enabled services.

With an impressive global footprint, the Group operates in more than 10

countries with 20,000 employees of 20 nationalities.Group companies include

Crompton Greaves Limited, India's largest power equipment company, and

Ballarpur Industries Limited (BILT), India's largest paper manufacturer, both listed

on the Indian stock exchanges.

As part of its global expansion programme, the Group has acquired a host of

companies from around the world. Since 2005, Crompton Greaves has acquired five

international companies: Pauwels (Belgium), Ganz (Hungary), Microsol (Ireland),

Sonomatra (France) and MSE Power Systems (USA). In 2007, BILT acquired Sabah

Forest Industries (SFI), Malaysia's largest pulp and Paper Company. Another Group

entity, The Global Green Company, acquired Intergarden (Belgium, Hungary) and

Puszta Konzerv (Hungary).

22

With these acquisitions, products from the Group are not just at the apex in

India but ranked amongst the best in the world in their respective categories.Across

Avantha, good citizenship is a defined objective, with focused emphasis on

education, community development and healthcare.

Led by Chairman Mr. Gautam Thapar, the Avantha Group demonstrates

strong leadership globally and emerges as a focused corporate, leveraging its

knowledge, leadership and operations to add lasting value for its stakeholders and

investors.

The Group is on an aggressive growth path, with a targeted turnover of US$

10 bn and a market capitalization of US$ 25 bn by 2013.

23

BRIEF HISTORY

Andhra Pradesh Rayon’s Limited was incorporated on 18 th March

1975 as a public Limited Company and received the Certificate of

Commencement of Business on March 31,1975.The company’s name was

Changed to APR Limited from August, 28 1995.The Company was promoted

by Andhra Pradesh Industrial Development Corporation (APIDC) , APIDC

later associated Ballarpur Industries Limited (BILT) of the Thapar Group

as co-promoters for the Project.

Andhra Pradesh Rayon’s factory established in 1978 in

Kamalapuram Township in the agency area of the Mangapet Mandal has

been steadily prospering for the past 28 years of date. It is prospering like a

shading tree providing employment directly and indirectly to

approximately 3000 families. This factory is really an undreamed boon to

the people of the Direct and agency area. Prior to starting of A.P.Rayons,

this is one of the thousands of tiny villages in the District. After

establishment of the factory, today it has gained specialty of being an

industrial center.

A.P.Rayons factory was established by Thapar Group Pvt.Ltd.,125

Kms away from the District Headquarters in Kamalapuram Village of

Mangapet Mandal started in 1978.This factory was constructed at a cost of

40 crore rupees. A.P.Rayons factory working with A,B,C, shifts round

the clock uninterruptedly. Has been progressing in the path of prosperity

tremendously, producing 300 tonnes of rayon grade pulp as against its

installed capacity of 350 tonnes. It is needless to mention here that it is

because of the united efforts of the workman as well as the continuous

etc., Approximately 5000 families are dependent are on this for their

livelihood.

This factory till 1981 ran into several losses and could not gain even

minimum profits. Under this circumstances in 1981 Thapar group as a joint

venture of the Government under Mr.Ansari as Chairman & Managing

Director took over the factory completely and since 1984 it started taking out

production results. Even then because of accumulated losses till 1986 the

company ran in losses only from 1986 onwards it started gaining profits

without looking back linked with good productivity. Because of the

increased production the value of Rs. 5/- not in 1986 reached to Rs 77/- as

of the date. Presently the company is in the forefront with Rs. 12.95

crores profit . For this company, which is producing Rayon grade

pulp the main material Eucalyptus, Casuarinas, Subabul, Neem, Tamarind

wood is being used. This wood is not only from all the areas in the

state but also from other states being imported approximately 60 trucks per

day i.e. 600 tonnes. To import and stack the required wood the company

has established its own depots in various prime cities of the state. Every day

50 trucks of wood, 15 trucks of coal,10 tankers of Chemicals,Gasetc.,are also

being imported. Coal required for the factory is being supplied by coal

from Manuguru mines in Khammam District about 40 Kms from here.

Similarly Gas and chemicals are being brought down from Visakhapatnam.

Factory is Presently producing 260 tonnes per day.

25

Pulp is being supplied to National Rayon Corporation, Indian Rayon

Corporation, Century Rayon Corporation and Grasim Rayon Company. The

Management has been putting their part of efforts to provide better

recreational facilities to the workman families who are taking out increased

production. For the residential purpose of its workman amenities. This colony

is near by forest of Kamalapuram has been carved into a beautiful Garden

with all modern facility. Further in order to make the workman and their

families spend their every leisure minute in merry ,two Star Dish Antennas

have been provided at an expenditure of Rs.12 lakhs.

VISION:

Our aspiration is to become a leading creator of Shareholder

value in the Paper Industry

To achieve this, we will use the ENERGY of our people, develop

and implement LEADING EDGE technologies and draw on both to deliver

EFFECTIVE world class solutions to our customers.

MISSION:

To consistently outperform expectations and deliver superior value

to both our customers and Stakeholders.

To achieve this, we will ENERGISE our people with a positive

culture that rewards INNOVATION, breeds INITIATIVE and encourages

INTELLIGENT risk taking.

26

CORE VALUES:

1. HONESTY: We will be principled, straight forward and fair in all

our dealings.

2. INTEGRITY: We will maintain the highest standards of professionalism.

3. FLEXIBILITY: We will adapt ourselves to always stay ahead of change.

4. RESPECT FOR INDIVIDUAL: We will give each team member room to

contribute and grow.

5. TEAM PERFORMANCE: The team comes first ; none of us is as good

as all of us.

LEADERSHIP THROUGH QUALITY:

1. BILT aims to be a world class organization with a clear headway

in terms of consistent quality, low cost, on time delivery.

2. We will focus on adding value at all points of interaction with

each of our customers internal and external.

3. For this, we will redefine standards in responsiveness, excellence

in performance and application of world class technologies that en-

sure zero defect output.

4. Quality improvement is the job of every BILT employee.

CORPORATE DIRECTIONS:

i. Put Customers First: Know your customers and provide superior

value.

ii. Be Innovate: Change existing mindset to ‘returns from Innovation’

by each employee.

27

iii. Grow Revenue: Deliver consistent results and grow shareholder

value.

iv. Be Productive: Adopt principle based approach. Focus on speed

and response.

v. Take Responsibility: Embrace empowerment and knowledge shar-

ing.

vi. Take Responsibility: Embrace empowerment and knowledge shar-

ing.

ENVIRONMENT POLICY :

The Environment Policy outlines our commitment and will serve as a

guideline for all our manufacturing sites.

We reaffirm our commitment to prevention of pollution

byand operations on the minimizing the adverse impact of our activities

environment. The unit is also working on environmental initiatives to wards

ISO 14001 certification.

INITIAL CAPITAL:

The Initial capital of this unit is 40 Crores. And the Present capital is

near to 1200 Crores.

Man Power:

In BILT Unit Kamalapuram the total man power is divided in

four categories . They are Permanent contract workers management &

clerical staff.

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Their strength is:

Permanent Workers : 1060

Contract Workers : 749

Management Staff : 188

Clerical Staff : 5

CATEGORIZED AMONG WORKERS:

US - Unskilled Workers

SS - Semi skilled Workers

SK- 1 - Skilled Workers-1 Grade

SK- 2 - Skilled Workers-2 Grade

HS - Highly Skilled Workers

SG - Special Skilled Workers

Unskilled Workers are considered to be possessing least skills in

his work & special grade worker (S.G) is assumed to be performing

best skill in his work depicted in the above chain of skilled workers with a

continuous growth in skills from Unskilled (US) workers to special grade

workers.

DEPARTMENTS EXISTING:

The entire BGPPL Unit Kamalapuram, is divided into 3 major

departments. They are:

Process Dept.

Engineering & Services Dept.

Personnel & Administration Dept

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These three major departments are again sub-divided into different

individuals. They are:

1. Process Departments

a. Chipper House

b. Pulp Mill

c. Chlorine Dioxide plant

d. Sheeting Dept

e. Soda Recovery

f. Lab & Quality Control

2. Engineering & Service Dept

a. Mechanical

b. Electrical

c. Civil

d. Instrumentation

e. Power House

3. Personnel & administration Dept

a. Personnel Dept

1) Security

2) Canteen

3) Dispensary

4) Time Office

5) Estate

6) Transport

b. Accounts Dept

c. Audit Dept

d. Safety Dept

i. Safety & House Keeping of Factory

ii. Safety & House Keeping of Estate

iii. Wood Yard & Commercial Dept

CUSTOMERS:

1.Grasim industries private limited

2.National Rayons

3.Baroda Rayons

4.Baruch Rayons

5.BILT

6.Pudumji Group of companies

LEVELS OF MANAGEMENT IN BGPPL

31

LEADERSHIP

Gautam Thapar, Chairman

Mr. Gautam Thapar is the Chairman of BILT. After studying Chemical Engineering

in the U.S.A., he returned to India and started his career as a factory assistant in one

of the manufacturing unit’s. He then rose steadily and steered the organization

through strategic interventions to greater heights. Demanding resilience and due

L1 OFFICER LEVEL

L2 EXECUTIVE

L3 ASSISTANT MANAGER

L4 DEPUTY MANAGER

L5 MANAGER

L6 DY. GENERAL MANAGER

L7 GENERAL MANAGER

resolve, he guides the organisational growth. He is a member of boards of directors of

various companies in India and overseas and is one of India's youngest and brightest

global business leaders.

Over the last seventy years, BILT has travelled a long way, making its own road

where none existed. BILT’s path breaking journey is dotted with memorable

milestones.

ENVIRONMENT & CSR:

Environment policy

BILT believes in synergizing business interests with environmental accountability.

All manufacturing units follow stringent environment management systems, with

five of the seven units being ISO certified.

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BILT’s units are committed to the Corporate Responsibility for Environment

Protection (CREP) programme. All manufacturing facilities adhere to the most

stringent environmental norms, conserving water and energy, significantly reducing

emissions and effluents, and effectively managing solid waste.

In addition, all expansion and modernisation projects at our plants are in line with

state-of-the-art environmental norms.

RECRUITMENT AND SELECTION

Recruitment Process:

The Process of searching for prospective employees and stimulating

them to apply for jobs in the organization. This organization recruit

skilled, talented and experienced employees only.

Sources:

This organization search for workforce, where are suitable

candidates available in required number ?

The sources are either external or internal. External sources are

Consultancies like monster, times jobs etc., internal sources are referenced by their

employees, trade unions.

Selection Process:

First of all they analyze the requirements for the candidates to

perform job effectively. And conduct recruitment, after they select suitable

candidates for interview. This is a final step in selection process.

33

Types of Interview:

They conduct Depth interview ( just they test the employees skills on their

past position). And also they conduct aptitude Machine test for their employees.

Induction and Placement:

Induction is a procedure that makes the newly appointed person knowing

about the organization. This procedure makes the organization to introduce about

their organization, nature of work, member of workers, objectives of organization etc.,

to newly appointed person.

The person who get qualified and selected persons are join in the organization

by submitting the appointment order given by the selection committee. He will be

placed on the job for what job he was selected.

TRAINING AND DEVELOPMENT

Training Process:

They select suitable candidates based on their requirements, and give

training related to the employee jobs, and give the overall information

related to organization like culture, policies, rules etc.,

Training Method:

They give both On-the job and Off-the job training to their

employees.

34

Performance Appraisal:

Based on the reaching the targets of employees they appraise the

employees performance in the work spot. And they give rating to each

employees.

Methods:

They follow the rating method to evaluate the employee performance in their

organization.

WAGE AND SALARY ADMINISTRATION

It’s one of the important area of HRM. Every HR manager entrusted with

responsibilities of establishing equitable wage and salary structure to their employees.

Basic Pay:

BGPPL gives Basic pay for administration staff is 6000/ - to fresh

employees and 7000/- for technical staff.

Hours of work:

BILT- Unit Kamalapuram is in a continuous process industry and as

per the requirement, it operates 24 hours a day both the workmen & clerical staff

will do their functions in shift wise.

Shift System:

Shift Wise Code Timings

General Shift - 08.00 hrs to 12.00 hrs

&

13.00 hrs to 17.00 hrs

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Shift A - 06.00 hrs to 14.00 hrs

Shift B - 14.00 hrs to 22.00 hrs

Shift C - 22.00 hrs to 06.00 hrs

Any requirement of continuous work in the general shift without lunch

break. The employee is permitted to leave at 16.00 hrs instead of 11.00 hrs. Both the

time office & shift incharges will records the attendance for workman, clerical &

management staff will sign in the attendance register.

36

BILT GRAPHIC PAPER PRODUCT LIMITED

(Unit: Kamalapuram)

37

TOP ORGANIZATION CHART

38

39

CHAPTER-4

THEORETICAL FRAME WORK

INTRODUCTION TO THE COMPETENCY MAPPING

In the present scenario, it is difficult for the organization working

independently that each of players in the industry consciously work towards

achieving and maintaining

different positions based on service standards however any process improvements or

innovative ideas set by the leaders are constantly copied by the competitive players

thus providing only lesser returns to them. This puts considerable pressure on the

organization.

COMPETENCY

A competency is an underlying characteristic of a person, which enables him

to deliver superior performance in a given job, role or situation.

This characteristic may be called an attribute bundle; consisting of

knowledge, skill, traits, social role, self image, and motive. The underlying

characteristic manifests itself in the form of behavior, which helps deification and

measurement of the competency.

It is defined as the state or quality of being adequately or well qualified to

perform a task which is synonymous with ability. A person gains competency

through education, training, experience or natural abilities.

Competencies are the skills and abilities of an individual that result in better

performance in the given area.

40

It can be defined as “The combination of knowledge, skills, attitude and

personality of and individual as applied to a role or job in the context of the present

and future environment that accounts for sustained success within the frame work of

organizational values”

Hence, competency Mapping is the process of identifying dye competencies

for an organization and the jobs and functions with in tit. It explains how a job could

be done, a competence only describes what has to be done; not how.

Competency can also be referred as a cluster of related Knowledge, attributes,

skills and other personal characteristics that

After a major part of one’s job.

Correlates with performance on the job.

Can be measured against well established standards.

Can be improved via training and development.

Organization of the future will have to rely more on their competent

employers than any other resources. Successfully organization will have to be flatter

and leaner. Much work has to be done by empowered knowledge workers in

multidisciplinary reams competency profiling and mapping of employers has

become a critical and fundamental platform for individual and organizational

success. This can be best accomplished through an evaluation process that provides

feedback as to which competencies meet standards and which competencies must be

improved. Therefore competencies can be thought of as the inner tool for motivating

employees, directing systems and processes and guiding the business towards

common goals that allow the organization to increase its value. Competencies can

provide a common language and method that integrated Human Resources

Management system which will help employees be more productive in the

challenging future years to come.

DIFFERENCE BETWEEN COMPETENCY AND PERFORMANCE

The basic difference between competency and Performance is that the

former indicates “what the employee can do or has the ability to do” and the later

“what the employee does”. Where as the “The performance system measures the

employees worth in the company only after evaluation his periodic performance, the

“competence system” starts mapping and measuring the worth of an individual much

before an employee is appointed on the job and continue to do so till the

job/employee exists.

IMPORTANCE

Structured and documented procedures provide convenience in recruitment,

thereby reducing time and employee cost.

Predefined criteria eliminated chances of wrong recruitment.

The organization has a ready-rekoner of skills inventory/management

inventory.

Training needs identification becomes clear and precise.

Helps me benchmarking the standard.

Gains a clearer sense of true marketability in today’s hob market once the

individual knows how his/her competencies complex to those that are asked

for by the job market in Kay positions of interest.

41

Projects an appearance as a cutting edge and well-prepared candidate, who

has taken the time to learn about competencies, investigate those in demand,

and map his/her own competencies prior to interviewing.

Develops the capability to compare one’s actual competencies to an

organization or positions required/preferred competencies in order to create

and individual development plan.

42

INTRODUCTION TO THE COMPETENCY MODEL

In the early 1970’s, a high ranking official with the United Sates

Information agency (USIA) attended workshop given by Harvard professor David C.

McClelland. A distinguished psychologist with a particular interest in motivation

and achievement. McClelland had habits were shared and demonstrated by high

achievers.

In occurred to the USIA official that McClelland’s approach might help to

solve a persistent problem with the agency’s selection procedures: although blacks

and other minorities regularly applied for jobs in USIA libraries and cultural

missions abroad, the agency’s initial screening procedure almost invariably wound

up eliminating them at the preliminary stages of the selection process. In addition the

tests proved to have very little relation to how well USIA officers actually did their

jobs. The officer who approached McClelland presented him with a challenge could

he identify the attitudes and habits of an out standing USIA officer so that the

agency could begin selection employees on the basis if more irrelevant criteria than

the screening tests?

McClelland said yes. He began by asking the USIA’s personnel director and

some top managers for the names of their most outstanding employees.

Hobs were secure but who were in no way outstanding. To find out the

difference between the two groups, McClelland and his colleague Charles Dailey

initiated a series of intensive interviews with every name on their lists. They asked

fifty people to describe three incidents where they had really messed up. McClelland

and Dailey asked minutely detailed questions to establish a clear picture of what was

said, what was done, when and where it a all happened, who else was there, and so

on. These detailed descriptions enabled them, when analyzing the stories, to find a

pattern: what competencies that outstanding performers had demonstrated that the

other hadn’t.

Some favorable competencies were far beyond the straightforward

management skills that might have been expected. McClelland explained to New

York Times science reporter Daniel Golema:

One of the competencies was social sensitivity. A typical problem that

cultural-affairs officers get into overseas is that there are directives from Washington

saying, for example, it that you must show such and such a film. Now, if they’re in,

say, North Africa, they know damn well that if you show that film the place will be

burned down the next day; . A Washington politician thinks it’s great, but the locals

will find it offensive. What they have to figure or, then, is how to show the film so

that they cab tell Washington that they did and yet not offend any one in the country.

The water walkers (i.e., star performer) came up with the solution of the

screening it when nobody could come. In other words, they had the social sensitivity

to know how the people in the country would react and also knew how to handle it

back home.

This example also points to another competence we have identified: political

judgment, it’s a sort job political savvy that working in a bureaucracy demands. You

have to be able to maneuver within a set of regulation and directives, balancing what

the home office requires and what the reality in the field will allow. You’ve got to

know what you can do and what you can’t get away with. Interestingly many of the

skills that the panel of experts had identified as crucial to job performance turned out

to be irrelevant to the everyday duties of the people interviewed by McClelland and

Dailey.

To validate his conclusions about which competencies were necessary,

McClelland tested them on another group of officers who had been identified as

outstanding about a group who feel in to the mediocre category. Using psychological

tests that had been developed to asses individuals degree of social sensitivity, as well

as tests for other key competencies, he and Dailey found that officers identify as

outstanding consistently performed very well on such tests, where as those rated

mediocre performed poorly. Thus it become clear that social sensitivity and the other

key competencies they had identified were indeed relevant to the job performance.

In 1973, McClelland wrote about hiring practices for civil service jobs. He

pointed out the incongruity of using standardized psychological and intelligence

tests. Such as IQ tests and the Minnesota Multiphase Personality Inventory, for

certain jobs. How necessary is it, he asked, for a prospective policeman to be able

too spot the correct definition of the word “lexicon”? Does anyone really believe

that a talent for finding analogies to words will make someone a good firefighter?

Yet the tests for civil service positions were typically composed of such items.

McClelland argued for the uses of competency testing in place of standardized tests.

45

As he put it: “if you want to test who will be a good policeman, go find out

what a policeman does. Follow him around, Make a list of his activities, and sample

from that list in screening applicants”

The same recommendations, of course, could have applied to corporation’s

use of standardized tests, which were then designed to predict academic performance

rather than performance on the job. In fact, McClelland had chaired a panel of the

social science Research council that found that less academically successful students

were not necessarily poorer performers in life.

Like most good ideas, McClelland’s recommendations were not wholly new.

As far back as the 1920’s Frederick Taylor, the father of scientist was to break down

the subject into its component parts into competencies, in other words and during

World War 11, Psychologist John Flanagan developed what he called the critical

incident interview, which attempted to identify crucial traits and skill required for

successful performance by gathering data on the behavior and observations of

people in relevant situations, such as job events crises, key problems and the like.

Unlinked McClelland’s approach, however, the critical incident technique

did not pay attention to the interviewee’s thanking patterns of fallings. It confined

itself primarily to behavior that as generated and witnesses by the interviewee and

other items deemed significant. But the behavioral approach McClelland used on the

USIA project, which later became a key step in the process of developing

competency models, expanded the focus to include individual experiences and

perceptions of events.

46

APPROCHES TO THE COMPETENCY MAPPING

Competency mapping identifies an individual’s strength, weaknesses in

order to help the person bitter understand himself, and to show him where career

development efforts need to be directed. Competency mapping is pa process of

identifying key competencies for an organization and/or a join, and Incorporating

those competencies thought various process(i.e. hob evaluation, training,

recruitment) of the organization. Thus, up a what, we can define ca competency as a

behavior (communication, leadership), rather than only a skill or an ability.

Competencies are derived from specific hob families with in the organization and

are often grouped around categories, such as strategy, relationships, innovation,

leadership, risk taking etc.

The contemporary approaches to the assessment of individual’s learning

and of workshop performance have been influenced by two essentially

countervailing philosophies. The first is the competence movement, and the second,

the concept of contincieing professional development (lifelong learning). The key

difference between them relates to the locus of contrast, responsibility and

accountability around knowledge and its effective application the workplace.

SOME OF THE CURRENT METHIDS ARE:

COMPLETE PERSONALITY TIPOLOGY:

Deals with the identifying personality type sets that have beep demonstrated as those

essential for effective performance and are then tested through a combination of

battery of psychometric tests and simulation exercises.

47

JOB SUITABILITY ANALYSIS:

Used to help understand work preference indignation of the assessed and to

sedge their current disposition in varying type of jobs. It provides the assessors

detain both, the type of jobs and the suitability for jobs at a mental and

personal level of comfort of the assesses.

In general assessment technique judging criteria includes the following:

CLASSIFICATION:

The goal of assessment here is to produce an accurate and objective measurement of

the job dimensions presumed to underlie job performance. The assessment activates

mist enable the candidate to demonstrate some of the competencies.

PERFORMANCE MEDIA:

Exercises here should comprise of a maximum of performance media such as

written, computer based, spoken and behavioral.

PERFORMANCE ASSESSMENT:

Concerned with different perceptions of the nature and value of learning and

conflicts of interests and issues such as freedom, responsibility and independence on

one hand and standards and accountability on the other.

48

TYPES OF COMPETENCIES

Technical / skill blocks

Non technical/ professional qualities and success factor

TECHNICAL/ SKILL BLOCKS:

Competencies related to a specific area of expertise such as an industry,

process technological, package, or functional area as a knowledge or skill

(Knowledge of safety regulation and international compliance codes).

These competencies are generally acquired through some form of training

(course work, formal education which may be accompanied by some kind of

certification.)

These are various proficiency levels of any skills domain, namely, informed

enthusiast (Basic knowledge, but not applied), Beginner (Trained, Beginning,

Application), seasoned professional (Experienced, anticipates issues and

outcomes), expert (Analysis root cause, solves complex problems).

NON-TECHNICL/ PROFESSIONAL QUALITIES AND SUCCESS

FACTORS:

Competencies of ten considered soft skills usually abilities and personal

attributes (risk taking, flexibility etc.)

These competencies generally not specific to an industry, process,

technological package or functional area.

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TYPES OF COMPETENCY CHARACTERISTICS

Motives

Traits

Self-concept

Knowledge

Skill

MOTIVES

The things a person consistently thinks about or wants that cause action.

Motives “Drive, direct & select” behaviors toward creation actions/ goals and away

from others.

TRAITS

Physical characteristics and consistent responses to situations / information.

SELF CONCEPT

A person’s attitude, values / self image Knowledge: Information a person has

in specific areas. Knowledge at best predicts what someone condo, not what he/she

will so.

SKILL

The ability to perform a certain physical/mental task.

50

Many organizations select on the basis of surface knowledge and skill

competencies and either assume that recruits have the underlying motive and trait

competencies or that these can be instilled by good management.

In complex jobs, competencies are relatively more important in predicting

superior performance. In higher level technical, marketing, professional and

managerial jobs, almost everyone has an I.Q of 120 above and an advanced degree

from a good university. A superior performer in these jobs is motivation,

interpersonal skills and political skills, skills of which are competencies. It is the

most cost effective way to staff these positions.

THE COMPETENCY FRAMEWORK COMPONENTS

For any competency framework to be effective it should be understood and

should be in a position to be applied in varying situations that an incumbent is places

while performing a job. Increasingly, certain basic standards for competency

framework have been established. Theses are: Relation to the job role easy

comprehension, relevance, affecting all staff, taking into account expected changes,

application to varying situation, inclusion of specific behavior indictors,

benchmarking against specific standards etc.,

The competencies are observable or measurable knowledge skills

and abilities

These KSA’s must distinguish between superior and other

performers.

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The various components of the competency framework process can be

explained in a three level presentation.

LEVEL 1

Organizational vision, aspiration, foresight and business landscape in which

the business operates.

Articulation of a strategy, core competence, delineation, of business plan,

defining critical success factors, key performance indicators.

Creating a competency dictionary with core competence of the firm.

Defining the HR strategy and its influence with core competencies or the

firm.

LEVEL 2

Organizational structure and architecture, including roles, responsibilities.

Defining employee bonds, role maps, job clusters, defining variation in

levels.

Determining the assessment set.

Assessment worksheets for individuals including templates, key areas to be

covered.

LEVEL 3

Short term initiative in terms of individual development plans.

Long term initiative in terms of individual development plans.

Integrated individual development plans.

Assessment data(Individual and summarized)

Assessment technique (Methods, tools, formats, expert panels, etc)

THE COMPETENCY COVERS

The American Heritage dictionary defines a competency as “the state or

quality of being properly or well qualified.” That is a good general descriptions; it

does not clarify what is being measured.

ABILITY:

MENTAL ABILITY

Ability to deal with multiple issues and details; learning capacity.

QUANTITATIVE REASONING

Ability to reason with, analyze and draw conclusions from numbers; felling

comfortable with quantitative data

DIVERGENT THINKING

Ability to see and think beyond the obvious and formulate original solutions

PERSONALITY:

HIGH EMOTIONAL STAMINA

Ability to maintain focus and effectiveness under stressful and frustrating

situations

ASSERTIVENESS

Ability to maintain one’s motivation and work independently for extended

periods of time with minimal support and approval

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SOCIABILITY

Desire to interact with others; projecting warmth; relating to a wide variety of

people

COMPETITIVENESS

Desire to win and to achieve and surpass goals; persistence in the face to

obstacles

HIGH ENERGY LEVEL

Ability to establish and maintain a fast pace and tempo

SKILLS:

BASIC SELLLING SKILLS

Establishing rapport, determining customer needs, relating benefits to product

features, handling objectives and closing.

PROBLEM-SOLVING SKILLS

Anticipating problem, inviting ideas distinguishing symptoms from causes,

modifying and implementing solutions.

PRESENTATION SKILLS

Ability to communicate to large and small groups, establish rapport with the

group articulate delivery of ideas, read group cues, effectively sue visual aids, and

maintain a commanding presence.

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COACHING / TRAINING SKILLS

Assessing learning needs and closing knowledge gaps, simplifying

information, ensuring understanding, reinforcing desire; behavior, and motivating

the learner.

KNOWLEDGE:

FINANCIAL ANALYSIS

Understanding the financial impact of decisions on the customer. The

customer’s customer and the company.

COMPUTER LITERACY

Basic computer skills for application to marketing programs, including

prospect list, customer contacts, and relevant economic data

PRODUCT KNOWLEDGE

Expertise related to the company’s product and services, as well as other

crucial aspects of the business.

COMPETITIVE ENVIRONMENT

Knowledge of competitive forces and how the company stacks up against

competitors and their product.

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COMPETENCY PROFILE

It is defined as asset of competencies and includes associated behavior that

link directly to the work to be performed, as well as the levels of proficiency for

each behavior. There are usually several competencies for a given positions and they

are specific to a job or group of jobs.

Investments by the organizations in preparing competency profiles in par

with the strategic vision and objectives of the organization will help in long term

benefits for the individual and the enterprise. But these profiles created holds good,

commonly for static roles played by different positions in the organizations and

limited to dynamic roles, But this does not mean that individual contribution the

employees to the roles they play must be discouraged. This gives a conclusion that

the competency profile can be of two different types, one specific to the role played

and the other general to win the changes occurring.

A) SPECIFIC COMPETENCY PROFILE:

These are competencies which have to; be possessed by employees who have to

perform a work or to play a specific role in the organization.

B) GENERAL COMPETENCY PROFILE:

Competencies like taking initiatives in uncertain situations, ability to cope with

ambiguity, ability to control oneself under the time pressure, excessive work load

shifting expectations, stress etc are the general competencies to be posed by every

employee on contributing towards organizational objectives.

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COMPETENCY MAPPING

It is process of identifying key competencies for a particular position in an

organization and then using it for job-evaluation, recruitment, training and

development, performance management development appraisals and in identifying

training needs.

It is also agreed that competency mapping process does not fit the one-size all

formula and it has to be specific to the user organization, based on the nature of

business, job employees. But, it is suggested that each and every organization can

develop their own models depending upon their needs and their strategies.

The aggregated level of knowledge, skill and process abilities available

within a competency community determines an organization capability in that

workforce competency. The members of the organizations workforce who share

common knowledge, skills and process abilities of a particular workforce

competency constitute a competency community. The capability of an organization’s

business processes is in part, determined by the extent to which competency

communication can translate their collective knowledge, skills into work

performance.

57

STEPS INVOLVED IN COMPETENCY MAPPING

The competency Mapping plays a very important role while going for

performance Management.

The entire process is designed to highlight the future competency needs and

requirements of the organization and measuring the progress of competence

achievement in predetermined directions.

Two methods can be used to identify the competence development process

a) The top-down approach

b) The individual approach

a) THE TOP-DOWN APPROACH

It starts with the formation of management teams when the business plans are drawn

up. Strategic competencies that are required for the growth of the business, is

identified while doing the business planning, stratify and actions are3 then identified

to develop, secure and distribute the competencies with the help of department heads

(or) special and the management teams.

The bottom-up dimensions is done at an individual’s level. It starts while

performance discussions take place, where future development needs are discussed,

taking individual targets as inputs. The two dimensions are then aligned and the

needs are synchronized into a complete whole.

A third somewhat similar way that could be identified as a process of identifying

competencies is by using the questionnaire method. In this method the process in the

following way:

58a) A job analysis is carried out by asking employs to fill a questionnaire that

asks them to describe what they are doing and what skills, abilities and

attributes they need to perform the job well. There would be a bit that request

them to list down attributes needed to make it up to the next level, thus

making it behavioral as well as skill based.

b) Having discovered the similarities in the questionnaire, a competence based

hob description is crafted and presented to the personnel department for their

agreement and auditions if any. The competencies of the respective job

descriptions become the factors for assessment on the performance

evaluation. Using competencies will help to guide to perform more objective

evaluations based on displayed or not displayed behaviors.

c) Having agreed on the requirements and the skills and attributes needed to

progress with in it and become more productive; one can start mapping the

capability of the employees to the benchmark. There are several index points

within the responsibility level. An approximate level of attainment is noted

against each benchmark indication the areas where

d) The assessable in terms of personal development and achievement.

59

b) THE INDIVIDUAL APPROACH:

The individual level process is divided into three stages.

a) goal analysis

b) bridging the gap

c) Implementation

Individual objectives, also known as key performance areas, are established

before the process starts. Team members with the support of department heads

complete the process every year with the support from HR. Fixing upon the key

performance areas play a major role while doing the performance appraisal. It acts as

an important means for doing individual succession planning, where performance is

reviewed against objectives, future goals are planned, expectations are conveyed,

feedback is given and performance review meeting is conducted.

In order to create competence profiles and a competence development plan,

individual objectives are first established for all employees. The individual

objectives are aligned with the business plan; efforts are made to ensure that

employees can easily follow the link between company objectives and their own

objectives or goals. The vital so that everyone works towards the same objectives. It

also motivates people and hops them see how their objectives are aligned with the

company’s objective, picture.

60

Goal analysis helps to detriment the gap between a desired level of

competence and the actual present level of competence that is shown while

performing an their job. The backbone of gap analysis on an individual level is the

key performance setting. Key performance areas need to be set for all the positions

in the organization keeping in mind the fasts changes in the industry environment,

the profile needs to be flexible and easy to adapt different situation and jobs.

The gap analysis consists of three main steps. First, comes the key

performance area setting. The manager and the team member together review the job

description and individual objectives for the coming year. Based on this review, the

key performance areas are set and hence, a competence based profile is prepared

seven to ten critical competencies necessary to succeed in the job are identified.

At the next stage, competence levels are assessed. The desired level for each

competence is determined by the manager based on inputs from the business plan,

compositions of the team, and job description and individual objectives. Finally the

team member and the manager discuss and reach consensus on the present level for

each competence. It is important that the gap differences are defined and agreed

upon.

Bridging the gaps is done in two steps.

a) On an individual level.

b) On a departmental level.

61

When the gaps have been identified and agreed upon various measures are

taken to fill or minimize the gaps the ways of reducing the competency gaps include:

Training programs, coaching, tools, and reassignment and job rotations.

The first step is to analyze the gap and find out causes behind the gap.

When there have been changes in the job such as new tasks or when the

current performance is unsatisfactory. In the analysis the different elements of

competence need to be considered. Is it a knowledge issue, a skill issue, and attitude

issue or a combination? The solution will most probably differ depending on which

type of competence is being dealt with. The next step is summarize the identified

activate into an individual development plan.

Finally, individual plans aggregate, into an organizational or departmental

plan. This plan includes all planned competence development activities for the

department like competence areas, people involved, activities, common programs,

timing, further action planned and the persons responsible.

Implementation consists of design, execution, monitoring and follow-up.

Before actually implementing activities, it is useful to work one step further with

activities and design them for team member needs. Design can mean either tailored

or an external program. In both cases, the first step should be always to establish

learning objectives. Specific, measurable attainable, Realistic and time bound

criteria help to design, monitor and follow-up the activities. It also to check if the

activities chosen are enough to close the competence gap. Achievement in relation to

agreed objective are followed up at a specific date. It is evaluated in the nest

competence development talk.

These give the HR department a fairly good picture of the employee to see

whether he needs to perform better or more a bit on the scale. Once the employee

tops every indicator or parameter at his level, he is given a promotion.

Competency management can only be successful if the purpose of the

competency initiative is clearly established when it is integrated with applications

that linked with the organizational aspiration, line managers see it as an enterprise

initiative rather than a HR initiative. When this happens, line managers support the

project and organizations achieve their development goals and the expected return

on investments.

DESIGN OF COMPETECNY MAPPING:

Map competencies/skills required for a particular job and specify the

required performance level against that.

Conduct a competency/skill test (prior to recruitment) or a skill audit (later

on the job)

Measures the current performance level.

Conduct a competency gap analysis

Hire or reward if current performance level is more than or equal to required

performance level.

Benchmark the performance level.

63

DEVELOPMENT OF COMPETENCY MODEL:

According to “Stephan Marten” and international authority in this field, and

president of ITAP, Europe. It should start with small, discrete groups or teams,

ideally in two directions a “Horizontal slice” across the business that takes in a

multifunctional or multisided grape, more or less at the same organizational level,

and a vertical slice taking in one whole department or team from top to bottom.

From that, the organizations will be able to learn about the process of competency

modeling, and how potential alternative formats for the modules may or may not fit

the needs of the business.

The following paragraphs enlighten the development of structured

competency model for two different categories of employees which can be

fabricated the requirements of the user organization.

To identify the common competencies that may be more appropriate for two

different categories of employees that is workers/ operators and managerial

personnel in different manufacturing organizations after the discussion was made

with the General managers, superiors, top management etc, form the following.

COMETENCY PROFILING MODEL FOR WORKERS/

OPERATORS/ HELPERS

BEHAVIOURAL SKILLS

Punctuality to co-ordination

Potential for development

Creativity & initiative

TECHNICAL SKILLS

Cleanliness of the machine

Efficiency in handling the machine

Effective use of raw materials

Achieving targets

Maintain quality

Problem solving skills (Technical)

Communication

COMPETENCY PROFILING FOR STAFF/MANAGENIG

PERSONNEL

TECHNICAL SKILLS

Planning

Decision making

Communication skills

Supervisory/monitoring skills

Time management

Computer skill

Aptitude skills

GENERAL SKILLS

Awareness about the industry

Negotiating skills

65

BEHAVIOUR SKILLS

Leadership skills

Initiative

Problem solving

Ability

Work style presentation of the job

Knowledge up gradation

Ability to learn

Creativity

Achieving results

Adaptability to the environment

Managing stress

Motivational skills

Guiding qualities

With regard to the lower management employees, the skills require for

the competency includes behavioral and technical skills. As for as the workers

concerned, they should poses more number of the technical skills as they are the

people who executive what is planned. Behavioral skills are equally important

but they do not constitute a major like the technical skills.

The managerial staff on the other hand has to posses’ technical, behavioral

and general skills. It has been identified that more or less equal number of techno

and behavioral skills have to be present for successful working of managers.

Apart from these two skills, they should also have a din-depth knowledge of

general skills which includes collection of information from the internal and

external business environment to cope with changes as they are the people who

lead the business.

The purpose of competency development into constantly enhances the

capability of workforce to perform their assigned tasks and responsibilities.

67

CHAPTER-5

COMPETENCY MAPPING

IN BGPPL

COMPETENCY MAPPING IN BGPPL

Competencies are the skills and abilities of an individual that result in better

performance in the given area. The combination of knowledge, skills, attitude and

personality of an individual as applied to a role or job in the context of the present

and future environment that accounts for sustained success within the framework of

organization values.

Competency can also be referred as a cluster of related knowledge, attributes,

skills and other personal characteristics that

a) Affects a major part of one’s job.

b) Correlates with performance on the job.

c) Can be measured against well established standards.

d) Can be improved via training and development.

The competency mapping plays a very important role while going for

performance management. The entire process is designed to highlight the future

competency needs and requirements of the organization.

STEPS INVOLVED IN COMPETENCY

The four steps involved in Competency Mapping in BGPPL these are

mentioned and explained below.

68

1. Prepare the Positions profile of each profile

2. Rate the each position and discuss with the HR department

3. Identifying the Gap

4. Developing the programmes

1. Prepare the position profile of each position

A job analysis is carried out by asking employees to fill a questionnaire that

asks them to describe what they are doing and what skills, Knowledge and education

experience to perform the job well. There would be a bit that requests them to list

down questionnaire needed to make it up to the next level, thus making it behavioral

as well as skill based.

2. Rate the each position & discuss with the HR department

Having discovered the similarities in the questionnaire, a competence based

job description is crafted and presented to the HR department for their agreement

and additions if any, the competencies of the respective job description become the

factors for assessment on the performance evaluation. These competencies will help

to guide us to perform more objective evaluation based on displayed or not

displayed behaviors.

Having agreed on the job requirements and skill and knowledge needed, to

progress within it and become more productive, helps mapping the capability of the

employees to the benchmarks.

69

Individual objectives are established before the process starts. We have

completed the process with the support of Department Heads, employees and

support from H.R. The key performance areas played a major role while doing the

performance appraisal.

3. Identifying the gap

Gap analysis helps to determine the gap between a desired level of

competence and the actual present level of competence that ones shown while

performing on their job. The backbone of a gap analysis on an individual level is the

key performance area setting. Key performance areas need to be set for all the

positions in the organization. The gap analysis consists of three main steps.

Key performance setting. It is reviewed by the manager and us for the

coming year. Based on this review, the key performance is set and

competence profile is prepared.

The current competencies levels of employees are assessed with the

competency profile in this stage. The desired level for each competence is

determined by the manager based on inputs from the business compositions

of the tem, job description and individual objectives.

Finally, the Head of the HR department, concerned department head discuss

and reach a general agreement on the present level for each competence.

It is important that this agreement decisions and that the gap differences are

defined and agreed upon.

70

4. Developing the gap:

Bridging the gap done in two steps.

On an individual and on a departmental level.

When the gaps have been identified and agreed upon, various

Measures are taken to fill or minimize the gaps

The ways of reducing the competency gaps include training programs,

coaching, tools, reassignments and job rotation.

The first step is to analyze the gap and find out causes being the gap

A gap exists when these have been changes in the job such as new tasks or

when the current performance is unsatisfactory.

In the analysis the different elements of competence need to be considered. It

takes a knowledge issue, a skill issue, an attitude issue, or a combination.

The next step is to summarize the identified activities into an individual

development plan.

Finally, individual plans aggregate into an organizational or departmental

plan.

This plan includes all planned competence development activities for the

department, like competence areas, people involved activities, common

programs, timing further action planned and the persons responsible.

Implementation consists of design, execution monitoring and follow up.

Before actually implementing activities, it is useful to work one step further

with activities and design them for team member needs.

Design can mean either a tailored or external program

In both cases, the first step always is to establish learning objectives.

Those specific, measurable, attainable realistic and time bound criteria help

to design monitor and follow up the activities.

It also serves to check of the activities chosen are enough to close the

competence gap. Achievements in relations to agreed objective are followed

up at a specific date.

It is evaluated in the next competence development talk.

These gives the HR department a fairly good picture of the employee to see

whether the needs to perform or more a bit on the scale.

Once the employee tops every indicator or parameter at his level, he is given

promotion.

In my opinion, competency management can only be successful it the

purpose of the competency initiative is clearly established.

When it is integrated with applications that are linked with the organizational

aspirations.

Line managers see it as an enterprise initiative greater than the HR initiative.

When this happens, line manager support the project and organizations

achieve their development goals and the expected return on investment.

71

BILT GRAPHIC PAPER PRODUCT LIMITED

COMPETENCY MAPPING ASSESSMENT FORM

Department: Mechanical Position: Technician/operatorEmployee name:Employee No: Personal Competencies Desired level Current level1. Adaptability: Conform and adjust to changing circumstances and work environments.

1 2 3 4 5 1 2 3 4 5

2. Stress tolerance: Cope up with work strains that arise as a consequence of working situations of targets, deadlines, work load and pressure from superiors.3. Self motivated: Able to work with limited supervision

4. Honesty: Honest and sincere towards the work and responsibility

Knowledge level competencies Desired level Current level5. Detailed knowledge of materials and tools used for assembling

1 2 3 4 5 1 2 3 4 5

6.Operational knowledge of machines and tools7. Knowledge on product standard and specification8. Knowledge on product testing

Job related skills/competencies Desired level Current level9.Technical skills 1 2 3 4 5 1 2 3 4 510. Learning oriented: Work with an attitude to learn new things11. Concern for excellence: Always work with positive attitude to produce qualitative result12. Initiative: Take voluntary steps to address existing and potential problems at the work place

Interpersonal and communication skills Desired level Current level13.Team oriented: Enjoy working in groups and able to contribute to and learn from the group

1 2 3 4 5 1 2 3 4 5

14. Clarity in oral expression: Communicate clearly with other15. Receptive to corrections16. Committed to responsibilities: Exercise the responsibilities with trust, sincerity and commitment

72BILT GRAPHIC PAPER PRODUCT LIMITED

COMPETENCY MAPPING ASSESSMENT FORM

Department: Human resources Position: ManagerEmployee name:Employee No:

Basic knowledge and information Desired level Current level1. Command of basic facts: Understand the business and have sound knowledge of basic facts surrounding the business such as short and long term goals, product knowledge and the roles and relationships between various departments.

1 2 3 4 5 1 2 3 4 5

2. Relevant professional knowledge: Know the background of management principles including planning, organizing controlling and directing

Skills and attributes Desired level Current level3. Continuing sensitivity to events: Aware of what is going on and is perceptive and open to information; hard information such as figures and facts, and soft information such as feeling of other people

1 2 3 4 5 1 2 3 4 5

4. Analytical, problem solving and decision-making skill: Weigh the pros and cons in an uncertain and ambiguous situation, calling for a high level of judgment or taking appropriate decision without much delay5. Social skills and abilities: Develop, negotiate, resolve conflict, persuade, use and respond to authority and power so as to get things done6.Emotional resilience: Deal with emotional stress and strain that arises as consequence of working situations of authority, leadership, power, targets and deadlines7. Pro-activity: Respond to the needs of the instant situation, but while making such a response consider the long-term aims and goals and the impact of immediate decision

73

Meta Qualities Desired level Current level8. Creativity: Come up with unique ideas or solutions either ones own ideas or ideas from another source

1 2 3 4 5 1 2 3 4 5

9. Mental agility: Grasp problems quickly, think about several things at once, understand the whole situation quickly and ‘think on ones feet’10. Balanced learning habits and skills: Use a range of learning process including use of inputs like teaching, discovery from ones own personal experiences and reflection11. Self-knowledge: Aware of ones own beliefs, goals, values, feeling, behavior and the part they play in influencing their actions

74BILT GRAPHIC PAPER PRODUCT LIMITED

COMPETENCY MAPPING ASSESSMENT FORM

Department: Quality control Position: ExecutiveEmployee name:Employee No:

Personal competencies Desired level Current level1. Assertiveness: Able to state one’s opinion firmly and positively

1 2 3 4 5 1 2 3 4 5

2. Integrity: Gain trust and confidence by interacting with fairness, honesty and truthfulness3. Self- sufficiency: Exercises the professional duties without assistance4. High emotional stamina: Relaxed & poised. Maintain effectiveness even under pressure

Knowledge level competencies Desired level Current level5. Command of basic facts: Understand the business holistically and have a sound knowledge of the basic facts of Millipore business

1 2 3 4 5 1 2 3 4 5

6. Quality consciousness: Work always with quality awareness7. Organizational awareness: Have wide knowledge about the organization, its departments and functions8. Knowledge on standards and specifications

Job related skills/competencies Desired level Current level9. Presentation skill: Able to present ideas, concepts, plan and procedures clearly to the target group

1 2 3 4 5 1 2 3 4 5

10. Analytical and problem solving skill: Weigh the pros and cons in an ambiguous situation and takes appropriate decision without delay11. Concern for excellence: Work with burning desire to perform outstandingly12. Negotiation skill: Discuss and share opinions so as to arrive at a constructive agreement.

75

Communication and interpersonal competencies Desired level Current levelListening skills: Listen to others views with patience

1 2 3 4 5 1 2 3 4 5

Precision in communication: Listen to others and express the idea with clarity and precisionPersuasiveness: Able to move others in getting things doneSensitivity: Aware of what is going on in the work place and responds in a suitable manner to situations as they arise

76

CHAPTER-6

FINDINGS, SUGGESTIONS ANDCONCLUSION

FINDINGS

Competency index of an Individual= (Actual level/No. of factors85)/

(Desired Level/No. of Factors)

S.No Name of the Department D.L A.L No.of

factors

CI of individual

1 Quality control 66 61 16 4.6212

2 Quality control 65 58 16 4.4615

3 Quality control 66 64 16 4.8484

4 Quality control 66 47 16 3.5606

5 Quality control 63 46 16 3.6567

6 Quality control 63 63 16 5

7 Quality control 63 61 16 4.8412

8 Quality control 66 64 16 4.8484

9 Quality control 66 42 16 3.1818

10 Quality control 66 59 16 4.4696

11 Quality control 66 36 16 2.7272

12 Quality control 66 68 16 5.1515

13 Human Resources 43 43 11 5

14 Human Resources 41 50 11 6.0975

15 Human Resources 38 23 10 3.0263

16 Human Resources 44 59 11 6.7045

17 Human Resources 43 41 8 4.7674

18 Human Resources 34 30 8 4.4117

19 Human Resources 32 20 10 3.125

20 Human Resources 38 38 8 5

21 Human Resources 32 25 8 3.9063

22 Human Resources 32 20 11 3.125

23 Human Resources 43 40 11 4.6511

24 Human Resources 45 50 11 5.5555

25 Human Resources 43 35 8 4.0697

26 Human Resources 30 21 11 3.5

27 Human Resources 47 33 10 3.5106

28 Mechanical 22 18 16 4.0909

29 Mechanical 63 63 16 5

30 Mechanical 58 40 16 3.4482

31 Mechanical 63 56 16 4.4444

32 Mechanical 45 57 16 6.333

33 Mechanical 63 50 12 3.9682

34 Mechanical 63 48 16 3.8095

35 Mechanical 63 69 16 5.4761

36 Mechanical 63 49 16 3.8888

37 Mechanical 45 30 16 3.3333

38 Mechanical 63 38 12 3.0158

39 Production 65 65 16 5

40 Production 65 54 16 4.1538

41 Production 65 59 16 4.5384

42 Production 53 24 12 2.2641

43 Production 51 28 12 2.745

44 Production 65 28 16 2.1538

45 Production 65 41 16 3.1538

46 Production 65 26 16 2

47 Production 57 68 16 5.9649

48 Production 57 42 16 3.6842

49 Production 48 23 12 2.3958

50 Production 54 68 16 6.2962

Competency index average for all departments:

Quality Control 716 669 4.28

H.R Department 585 528 4.43

Mechanical 611 518 4.25

Production 710 526 3.69

Competency index of BGPPL:

D.L A.L No. of factors

2622 2211 698

=4.16

Name of the Dept

C I

Score

QUALITY CONTROL 4.28

H.R. 4.43

MECHANICAL 4.25

PRODUCTION 3.69

79

Competency Index Scores of Department

4.28 4.43 4.25

3.69

00.5

11.5

22.5

33.5

44.5

5

QUALITYCONTROL

H.R. MECHANICAL PRODUCTION

Name of the Dept.

CI s

co

re

Score

80

SUGGESTIONS

Competency is the ability to do ones job to apply knowledge and experience

correctly and reflexive in all kinds of events over an extended period. Systematically

accumulation training, information enables a person to exercise good judgment and

act appropriately. The more swiftly a person can deal with an abnormality, the

higher the level of competence.

Competence is the product of personal motivation and through training, The

end result is mastery, To enable people achieve mastery, companies must develop

the effective training program is to identify the level of knowledge, technology, skill

and competence people need to fulfill this need to great extent. BGPPL may

consider the following suggestion further refining its competency mapping record.

The gap in the competencies and identified training needs are to be

indicated to the individual so that the individual may strive to excel on

his own within a short period.

The identified and prioritized needs are to be identified clearly in the

assessment record. Training can be ‘On the job’, or ‘Off the job’ and ‘self

development initiatives. These three types of training needs are to be

linked, especially for technical personnel.

The review mechanism period of the competency levels is to be clearly

indicated in the assessment record it may be atleast once in a quarter/six

months.

If the employee involvement in the competency mapping is gives a good

advantage to the employee to strive themselves.

In order to refine further the competency assessment recorded, a

benchmarking study/survey among the manufacturing industry on

attributes for each position may be carried out.

81

CONCLUSION

Human resources management adds values when it helps individuals and

organization does better than their present level of performance. The competency

methods described in this study focus on identifying those measurable and

developable human characteristics that (with good job-person matches) predict

superior job performance and satisfaction without race, age, gender, culture or

credential bias. The competency approach is fairer, freer and more effective.

Competencies provide a common language and method that can integrate all

human resource functions and services-selection, performance appraisal, career and

succession planning, training and development and compensation - to help the

people firms and even societies are more productive in the challenging years ahead.

82

BIBLIOGRAPHY

T.V.Rao ………… T.V.Rao learning systems

(Website article)

Websites:

WWW.hrnetworks.com

www.bilt.com

WWW.cite HR.com

Competency at work ……. Lyle M.Spencer, Signe M.Spencer.

The Art and Science of Competency Model ….. Jossey-Dass

Personnel / HRM …………. Stephen.P.Robbins

Personnel / HRM ………….. P. SubbaRao, V.S.P.Rao

HRD Magazine