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Page 1: Competancy Mapping 2

CHAPTER 1

INTRODUCTION

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1.1 INTRODUCTION

The word competency is derived from Latin words “competere”. Which means to be

suitable. The competency concept was originally developed in psychology denoting

individuals ability to respond to demand placed on them by their environment. Ulrich

defined competency as knowledge, skill or ability of employees relevant for

organizational performance.

Competence management is becoming increasingly important in today’s

dynamic context since it is becoming the only competitive advantages the

organization actually has which cannot be complicated easily by the competitor.

Competence management will have various aspects under it like competence profiling

and finding what the company is good at, building that is building new competence to

match the market demands, recruitment based on competences etc.

Competency mapping is processes of identify key competencies for an

organization and a job and incorporating those competencies throughout the various

process (evaluation, training, recruitment) of the organization.

Competency mapping play a significant role in recruiting and retaining people

as it gives a more accurate analysis of the job requirements, the candidates capability

of the difference between the two, and the development and training needs to bridge

the gaps.

Competencies enable individuals to identify and articulate what they offer

regardless of the job they happen to have at the time so that the organization can see

value and utilize what capability is actually available.

Competence management is becoming increasingly important in today’s

dynamic context since it is becoming the only competitive advantages the

organization actually has which cannot be duplicated easily by the competitor.

Competence management will have various aspects under it like competence profiling

what the company is good at.

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When we talk of competency it is imperative to know the levels of competency such

as:

1. Practical competency: An employee’s demonstrated ability to perform a set of tasks.

2. Foundational competence: An employee’s demonstrated understanding of what and

why he/she is doing.

3. Reflexive competence: An employee’s ability to integrate actions with the

understanding of the action so he/she learns from those actions and adapts to the

changes as and when they are required.

4. Applied competence: An employee’s an employee’s demonstrated ability to perform a

set of tasks with understanding and reflexivity.

REASONS WHY COMPETENCY MAPPING IS USED:

Effectively match individual competencies to position, project team and job

requirements

Prioritize competencies by job, project, or position, and track individual’s abilities to

fulfill requirements

Integrate training and administration applications to focus training efforts

Run gap and match analysis between individuals , jobs , teams and positions

Increase skill set to meet your organization scope and growth

Increase their ability to attract, develop, retain and utilize co-workers

Lengthen the time that staff stay with a company by allowing staff member to

discover individual career paths within the company

Increase capacity by achieving a more holistic view of the accumulated competence

of the entire organization

Achieve access to appropriate competence at the right time and place

Establish an overview of the accumulated resources of the organization and the

demand for the resources.

Find candidates with the right profile, from anywhere in the organization, to fill an

unexpected vacancy

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Identify key positions for which you have no candidates

Reconcile the aspiration of your key people with the opportunities available

Check how closely your development activities are aligned with the needs of your

business

Ensure you are building the appropriate talent pool to support your future needs

Make hiring #1 terms of focus, priorities, and action

Align corporate objectives and strategies to each person in the company.

ELEMENTS OF COMPETENCY MANAGEMENT:

Broadly the area of business and people competence management can

be divided into three main subdivisions:

Resource and capacity tracking and planning:

This is more on the operational front. Various projects required different

skill sets depending on the criticality of the project, the client importance and so on.

Competence management has to consider the project modalities and accordingly

allocate the resource so that the overall optimization of the people competencies can

take place.

The various elements that competence management has to look into these aspects are:

1. Defining the competencies requires for particular jobs:

Until now, the HR department used to define only the skills required for a

Particular job. But as we now know, what we actually require goes beyond the just

technical or soft skills requirements. We need a combination of Intelligence,

education, Experience, Ethics, Interest. Hence a re-look is requires at the existing job

profiles to take into consideration the other parameters like interests and ethics, which

were so far ignored.

2. Rating the performance of individual employee skills:

A person might be comfortable with say java language but might not

be excellent at it. So the level of skill competence needs to be measured and recorded.

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Prepare a skill profile containing the core skills for their job and add appropriate

historical and specialty skills. This is followed by a self – assessment against a skills

glossaries describing skills on a scale from 1(training or light experience) to 5

(industry expert; strategic skill leadership). Ability for the assigned manager,

supervisor or coach to assess the person’s skills separately also needs to be done.

3. Manage skills inventories as well as management and technical competencies:

Once the above steps are complete the system should have some way

of maintaining the database of this information. This will help in the having the

required information at the fingertips of the HR department.

4. Candidate searches to find the right people for the right assignment:

A competence management system needs to be able map the right

people to the right job. For this above steps prove very useful. We need to know what

the job entails and what the capabilities of the people working for us are. The database

enables us to match the profile perfectly.

5. Organizational and unit skills Gap Analysis to determine recruitment needs:

The organization may be working on a project for which it does not

have the requisite skills within the company, so they may have to hire from outside or

maybe even recruit. A competence management system should be able to understand

this need and help plan how the interview should be carried out and what

competencies in a desired candidate.

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Interactive career Development and Training

This is looking the future, but at the individual level. Competence

management also has to look into the aspiration of each individual and asses him/her

to find out what competencies will he require to advance to the next set of hierarchies,

what additional train would he requires, is he fit promotion etc. the elements of this

division are:

1. Compare skills to other job titles to see what a person has to improve:

The database of job profile will help the individual to assess where he

needs to improve; what competencies are required for the next level. This will also

motivate him top learn newer skills by himself and nominate himself for additional

training needs. The competence management system needs to be open enough to be

able to allow the employees to understand what is expected of them for being

promoted.

2. Development plan summaries showing all of the skills people need to work on:

This provides a measurable rationale for training budgets and a mean

to identify people to attend course openings. Here we need to also provide individuals

with the ability to view and enroll in training and development activities, etc. this will

help individuals to be able to plan their work accordingly. The schedules for training

dates and prerequisites need to be displayed so as to allow the individual to take

cognizance of the same.

3. Predict Training Demand:

The above step will help the HR department to calculate the training

staff required based on the summation of individuals plans, which have come in.

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4. Identify individuals who are eligible to be considered for promotion:

A good competence management system has to be able to determine

which competencies need to be promoted and who has them so that the overall

competence level of the organization can grow. Also on the other hand, we also need

to know potential replacements for an unexpected vacancy are so that planning can be

done accordingly.

5. Succession planning:

The competencies required for the top management should be

completed in the job profiling, but further who should be groomed; what

competencies will be needed and hoe to develop the same would require a good

system.

Strategic Competence Development:

This area is looking at the future, but at a more macro level.

Competence management also has to look beyond today and at the changing face of

tomorrow’s market to identify the skills required for tomorrow. It has a more strategic

outlook and is looking at the strategic position of the organization in the future.

The elements of this division are:

1. Providing an overview of the total competence in the organization.

2. Integrating competence development with business strategies.

3. Identifying shortfalls and surpluses in competence in addition to revealing

unexploited resources.

4. Assess trends and developments in competency levels overtime.

5. Giving support to strategic business and personnel planning.

6. Unleashing the company’s intellectual capital.

7. Helping the company to attract, develop and retain co-workers.

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1.2 COMPANY PROFILE

Coromandel Engineering Company Ltd. belongs to the ‘Murugappa Group of

Companies’. Presently they are engaged in two distinct activities namely:

• Construction

• Property Development

Construction

They are providers of integrated turn-key construction services and have executed or

are executing projects across all states and union territories in India. The Co. provides

integrated turn-key construction services in the industrial, commercial, infrastructure

and residential sectors of the construction industry. Their integrated turn-key

construction services include a range of

(i) Construction services such as construction design, engineering, procurement,

construction and project management and

(ii) Construction allied services such as mechanical and electrical (“M&E”),

plumbing, fire-fighting, heating, ventilation and air conditioning, interior fit-out

services and glazing solutions.

They are a professionally managed company headed by civil engineers, and have

constructed significant industrial structures for leading industrial houses and

government organizations. Construction of power plants, pre-fabricated buildings,

turbo generator foundations and other mass foundations has been a fulfilling

experience.They specializes in construction of silos for cement plants and tall tapering

structures for T.V.Towers using imported slip form equipment.

As of March 31, 2008, the total value of their order book was Rs. 8250 Lacs. These

projects include industrial structures, commercial building & educational institution.

Our order book consists of

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(i) Unbilled portions of our ongoing projects and

(ii) Projects for which we have received orders and are yet to commence construction.

Property Development

The Co. is also into the business of property development, with our significant

operations in the State of Tamil nadu. Its business focuses on Real Estate

Development of Residential and Commercial sector. They have an integrated in-house

development team which covers all aspects of property development from project

identification and inception through construction to completion and sale.

They commenced the property development activity in the year 1987-88. Since then

they have developed over 30 residential projects covering approximately 6.54 lacs

square feet of saleable area. Its commercial projects are a mix of office space. They

usually follow an “Undivided Land sale & Construction Contract” model for the

properties they develop.

The income from proceeds of contract jobs and merchant sales for the nine months

ended December 31, 2007 and for financial year ended March 31, 2007, were Rs.

4,438.15 lacs, Rs.4502.40 lacs, respectively.

COMPETITIVE STRENGTHS

The Co. believes that the following are their primary competitive strengths:

• Experienced Management and Employees

Headed by Civil Engineers, our management team has significant experience in the

construction & property development sector. Their management and professional

personnel have extensive experience in anticipating market trends, identifying new

markets and potential sites for development. Their experience includes relationships

with the suppliers from whom they source construction materials and the contractors

they engage for construction services, allowing them to better manage the quality,

schedule and cost of the materials and construction in their projects. They believe that

this experience and expertise

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will enable them to replicate its business model in other geographic areas of India and

for other types of projects.

• Established Reputation for Quality Projects and Construction

Since their incorporation in 1947, they have successfully completed several projects.

They have never experienced any significant quality issues nor have they ever been

cited for any material deficiencies in construction of their projects. They believe

customers identify their projects with quality construction and, as a result, they enjoy

customer confidence, enhancing their ability to sell our projects.

• Their standardised and documented internal processes.

Under the guidance of their Management, they have documented their internal

processes and methodologies which ensure that each department and each employee

of our Company are aware of their respective roles and obligations, and each activity

of construction and development is as per the standards of quality that they have set

for themselves. This also ensures uniformity in all their processes.

MANPOWER

As of 31/03/2008, they have approximately 244 employees employed in their

Company. They do not count any manpower employed by their sub-contractors as

their employee. They expect that with the growth of their business, human resources

and employee recruitment activities will increase. Break-up of the present manpower

in the Company is as follows:

Sr. No. Name of the Department Number of Employees

1. Technical 37

2. Site 178

3. Accounts & Admin 29

Total 244

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Recruitment Strategy

Manpower Planning is done as part of Business Plan and reviewed quarterly.

Depending upon the position/vacancies recruitment is done through campus

interviews, employee referrals and periodic recruitment advertisements. The selection

process consists of panel interview and merit rating as may be required.

Training

The Company provides an induction/onboard training programme to all its new

recruits.

Training for capability development includes:

• Training to potential staff to shoulder higher responsibilities

• Competency mapping middle and senior level executives and adequate training to

bridge the skill gap

• Planning to create competitive edge

The various training programmes held by the Company are as follows:

Programme title Programme for

Organisational Growth Strategies Senior Managerial Team

Performance Excellence Graduate Engineer Trainees – Future Managers

Management of Site Operations Project Heads, Engineers and Supervisors

Role Effectiveness Administrative and Support staff

Retention Strategy

• Periodic review of compensation package to match the industry median.

• Review of employee Performance, based on their achievement on the defined tasks,

at the end of the year, rating is awarded based on the normalization process.

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• They offer family accommodations and suitable site allowances for staff posted at

site away from their family.

• Liberalized compensation package.

• Welfare measures, including defined policy on medical reimbursement, medical

insurance for self and family, personal accident cover.

• All employees are covered by the group gratuity scheme with risk cover managed by

Life Insurance Corporation of India.

Competition

The real estate development industry in India, while fragmented, is highly

competitive. They expect to face competition from large domestic as well as

international property development and construction companies as a consequence of,

among other things, the relaxation of the FDI policy for the real estate sector, rising

government expenditures on infrastructure and various other policy initiatives. Below

are some of their competitors with context to the similarity in business:

Civil Construction: Ganesan Builders, Consolidated Construction Consortium Ltd.,

URC Construction P. Ltd., Arunachalam & Co., Subramanian & Co., etc.

Property Development: Jain Housing & Constructions Ltd.,, Ceebros Ltd.,

Chaitanya, Akshaya Homes, True Valley Homes (I) Pvt. Ltd., Shrivari Constructions

Ltd., Spring Field Shelters Pvt. Ltd., May Flower Enterprises Pvt. Ltd., Royal

Shelters, etc.

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HISTORY

The Company was formed in the year 1947 in the name of “The Coromandel

Engineering Company Limited“. The name of the Company was then changed to

“The Coromandel Engineering CompanyPrivate Limited" on 14/04/1956. The

Company was again converted into a public limited company and the name was

changed to “The Coromandel Engineering Company Limited" on 05/11/1975 and

subsequently to “Coromandel Engineering Company Limited” on 24/02/2006. They

belong to the Murugappa Group of Companies and are into the business of

Construction and Property development.The equity shares of their company listed on

the Madras Stock Exchange In the year 1989 Polutech Ltd. was amalgamated with the

Company. The share holders of Polutech Ltd. were issued the shares of our

company in the ratio of 1:4. Further in the year 1992, Coromandel Prodorite Private

Ltd. was

amalgamated with their Company. The share holders of Coromandel Prodorite Private

Ltd. were issued the shares of our company in the ratio of 5:2.

During the financial year 2006-2007, Coromandel Holdings and Minerals Limited

(‘CHML’), their subsidiary Company was merged with our Company w.e.f.

01/04/2006 pursuant to order of Hon’ble High Court of Judicature at Madras dated

09/03/2007

Major events in the History of the Company

Year Event

1947 Incorporation of the Company

1959 Built 14 storey, LIC Building on Anna Salai, Chennai which is one of the

tallest buildings in South India

1975 Converted into public limited

1987-88 Ventured into the business of property development

1989 Amalgamation of Polutech Ltd. with CECL

1989 Issue of 3,85,295 equity shares of Rs. 10/- each for cash at par on Rights

Year Event

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1992 Amalgamation of Coromandel Prodorite Private Ltd. with CECL

2006 Coromandel Holdings and Minerals Limited (‘CHML’) was merged with their

Company.

MAIN OBJECTS OF THE COMPANY

The main objects of the company are as follows:

1. To carry on the businesses of Builders and Engineers in all their branches.

2. To carry on business as Engineers, Civil, Structural, Mining, Sanitary, Mechanical,

Waterworks, Electrical, Marine, Automobile, Salvage, Air- Conditioning,

Refrigerating, Ventilating, and other classes of Engineers; Architects, Designers,

Planners ; Builders and Contractors and as Consulting Engineers.

3. To carry on the business of iron founders, mechanical engineers and manufacturers

of agricultural implements and other machinery ; toolmakers, brass-founders, metal-

workers, boilermakers, millwrights, machinists, iron and steel converters, smiths,

wood-workers, builders, painters, metallurgists, electrical engineers, water supply

engineers, gasengineers, farmers, printers, carriers, and merchants and to buy, sell,

manufacture, repair, convert, alter, let on hire and deal in machinery, implements,

rolling-stock and hardware of all kinds.

4. To undertake and execute constructional and engineering and allied contracts and

works of all kinds.

5. To construct, execute, carry out, equip, improve, work, develop, administer,

manage, and control public works and conveniences of all kinds, which expression, in

this Memorandum, includes railways, tramways, docks, harbours, piers, wharves,

canals, reservoirs, embankments, irrigations, reclamation, improvement, sewage,

drainage, sanitary, water, gas, electric light and power supply works, telephonic and

telegraphic works, hotels ware-houses, markets and public buildings, and all other

works or conveniences of public utility

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1.3 INDUSTRY PROFILE

Construction Industry

Construction is one of the most vital parts of a country’s infrastructure and industrial

development. It includes houses, offices, hospitals, schools, townships and other

buildings; urban infrastructure, highways, roads, railways, ports, airports; power

systems; irrigation and agriculture systems; telecommunications etc. Construction

industry is one of the basic drivers of socio-economic development of country. This

sector generates employment opportunities, and also helps other related industries

grow with rapid pace. The employment in this sector not only attracts semi skilled and

skilled people but also absorb unskilled workers from rural areas. Due to fiscal

constraints, Government is increasing emphasis on participation of private sector in

this field and projects are being carried out in public-private partnership as well as

BOT (Build – Operate –

Transfer) mechanism. Also some projects undertaken by Government like NHDP

(National Highway Development Programme) and PMGSY (Pradhan Mantri Gram

Sadak Yojana) are providing necessary momentum to rapid growth of this industry.

The construction sector accounts for upwards of 6 per cent of GDP (gross domestic

product) in any advanced economy. It accounts for about 8 per cent of the UK's GDP,

16 per cent of Ireland's and 11 per cent of Dubai's. In India Construction sector

contributes to 6 percent of GDP and this contribution is

going up every year. Recently Government of India has taken an important decision

liberalise norms of foreign direct investment in the construction sector. The

Government has permitted 100 per cent foreign direct investment in the construction

sector with the liberty to repatriate profits after a three-year period.

The minimum project size for foreign investors has also been reduced from the

present norms, based on feedback from prospective investors. These decisions open

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up immense possibilities, not just for the real estate and construction sectors, but also

for the economy as a whole.

The construction industry has been assisting in overall economic development, as its

contribution to GDP has gone up from 5.7 per cent in FY00 to around 7.0 per cent

during FY07. In fact, during FY03-FY07, the sector grew by 16.5 per cent per annum.

Opportunities in real estate & construction industry

• Real Estate and Construction is a US$1600 crores (2006) industry in India.

• Over 200 lacs new housing units required in 5 years.

• There has been a rapid growth in the industry for past few years. High demand

growth has led to prices doubling over 3 years in many cities.

• Real Estate share in total FDI has been increased from 10% in 2004-05 to over 25%

in 2006-07 (estimated at over US$500 crores).

• 100% FDI is allowed in real estate development subject to minimum scale norms of

either:

- 25 acres in case of serviced plots or integrated townships; or.

- 50,000 sq. mtrs. of built-up area for construction development projects.

• Active participation of institutional finance in Real Estate

Coromandel Engineering Company Limited

- Real Estate venture funds permitted: Prominent Indian corporates like Tata, ICICI

Bank, SBI and HDFC have promoted real estate venture funds

- Real Estate Investment Trusts (REITs) expected to be set up shortly

- Several Private Equity firms have specific funds for Real Estate investments. Real

Estate fast

displacing IT/ITeS as the top private equity investment sector in India

Growth potential in real estate & construction industry

• Several factors are expected to contribute to the rapid growth in Real Estate.

- Large demand-supply gap in affordable housing, with demand being fuelled by tax

incentives and a growing middle class with higher savings.

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- Increasing demand for commercial and office space especially from the rapidly

growing Retail, IT/ ITeS and Hospitality sectors.

- The recently announced JNNURM expected to provide further impetus.

• Investment opportunities exist in almost every segment of the business.

- Housing: About 200 lacs new units expected to be built in five years.

- Office space for IT/ITeS: Five-fold increase in office space requirement over the

next 3 years.

- Commercial space for organised retailing: 2000 lacs sq. ft. by 2010.

- Hotels & Hospitality: Over 40,000 new rooms in the next 5 years.

• Investment opportunity of over US$7500 crores in the next five years.

• Major foreign institutional investors including Morgan Stanley, Goldman Sachs,

Merrill Lynch, AIG,

Blackstone and Calpers have invested/are investing in Indian real estate.

Indian Construction Industry

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SOME OF THE PRESTIGIOUS COMMERCIAL PROJECTS UNDERTAKEN

BY COROMANDEL ENGINEERING ARE

1. Pylon , Vijayawada Thermal Power Station

A 450 MT Steel crown girder supported on 4 RCC Pylons of 5 M X 5 M at a height of

70 Mtrs. The boiler is hung from the crown girder. Each of the Pylon has foundation

using well sinking method upto a depth of 28 Mtrs below ground level in hard and

soft soil rock. The Pylon was constructed using Slip Form Technique and all four

Pylon were slipped simultaneously. At one stroke the 450 MT fabricated steel was

lifted to the height of 70 Mtrs without crane and using hydraulic jacks and pre-

stressed wires.

2. Forebay and Circulatory Pump House System, Tuticorin Thermal Power Station

On the seashore, doing excavation upto (-) 9 M from the ground level and making 144

nos. rock anchors of 100 MT each to support the base slab at (-) 9 Mtrs by drilling

holes upto (-) 31 Mtrs using Well Point Water System for De-watering to construct

Forebay & Pump House to bring in raw water from sea to pump house.

3. RCC TV Tower, Shimoga

Erection of 150 Mtr high tower with 106 Mtrs RCC tapered structure built using Slip

Form Technique 44 Mtrs above RCC – Galvanised structural steel tower.

4. Blending Silo, India Cements Ltd., Tirunelveli

Two large pre-stressed RCC silos of 28 Mtr. Dia and 32 Mtrs height and 22 Mtrs dia

with a height of 90Mtrs. using Slip Form Method.

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5. Coal Storage Building, India Cements Ltd., Tirunelveli

88 Mtrs. Dia steel cover without any intermediate support.

6. Ford India Building, Chennai

First PEMBS (Pre -Engineered Metal Building System) building in India using butler

system. Spread across 10,000 Sq.Mtr.

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1.4 OBJECTIVES OF STUDY

The objectives of study are as follows:

To study the knowledge, skill, talent, attitude of the employee.

To study the feasibility to implement the competency mapping.

STATEMENT OF THE PROBLEM

Hence, the present study is framed to check the feasibility to implement the

competency mapping. It also emphasizes on identifying the significant measures to

increase the potential employee.

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1.5 SCOPE OF THE STUDY

Scope to the company

This is the exclusive study to check the feasibility to implement the competency

mapping in COROMANDEL ENGINEERING.

The need for the project is:

To create awareness of the competency mapping to the employees.

To improve the competency of the companies.

To find and retain the potential employees.

Scope to researcher:

The researcher acquires more information about the competency mapping which can

be used as core in every department of the company.

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1.6 Limitation of study

The following are the various limitation of the study

Since the study is conducted in a particular company, the results of this study

cannot be generalized to other companies seniors or industries.

Some employees are not interested in disclosing their true skills/qualifications, so

there is a chance of getting some false information’s.

The study totally depends upon the information provided by the respondents,

subjective bias is not eliminated.

Due to lack in time, sample size is very small and in depth analysis is not done.

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CHAPTER 2

LITERATURE REVIEW

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2.1 Literature review

Introduction to Competency mapping

Competency mapping is important and is an essential exercise. Every well managed

firm should have well defined roles and list of competencies required to perform each

role effectively. Such list should be used for recruitment, performance management,

promotions, placements and training needs identification.

Competency –explanations and definitions

Competency is the vital behavioral skills, knowledge and personal attributes that are

translations of organizational capabilities and are deemed essential for success. They

distinguish exemplary performers from adequate performers.

In that regard, competencies offer a highly descriptive means of discussing job

performance. They go beyond traditional job descriptions because they focus on how

employees perform their jobs, not simply on what they do. While job descriptions

detail specific tasks, competencies encompass the tangible and intangible abilities

employees possess. For instance, a necessary competency for a marketing

professional might be the ability to perform detailed market analysis while another

competency might be leadership qualities, as evidenced through the ability to build

consensus.

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Components of Competency

There are four major components of competency:

1. Skill: capabilities acquired through practice. It can be a financial skill such as

budgeting, or a verbal skill such as making a presentation.

2. Knowledge: understanding acquired through learning. This refers to a body of

information relevant to job performance. It is what people have to know to be

able to perform a job, such as knowledge of policies and procedures for a

recruitment process.

3. Personal attributes: inherent characteristics which are brought to the job,

representing the essential foundation upon which knowledge and skill can be

developed.

4. Behavior: The observable demonstration of some competency, skill, knowledge

and personal attributes. It is an essentially definitive expression of a competency

in that it is a set of action that, presumably, can be observed, taught, learned, and

measured.

UNIDO (2002) - A Competency is a set of skills, related knowledge and attributes

that allow an individual to successfully perform a task or an activity within a specific

function or job.

Albanese (1989) - Competencies are personal characteristics that contribute to

effective managerial performance.

Dubois (1993), - A leading expert in the applied competency field, defines

competence as "the employee's capacity to meet (or exceed) a job's requirements by

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producing the job outputs at an expected level of quality within the constraints of the

organization's internal and external environments

The Concept of Competency: The Work of David McClelland.

The movement was originally propelled by

dissatisfaction among researchers about the value of personality traits tests in

predicting job performance. For instance, Ghiselli (1966) and Mischel (1968) found

that testable personality traits have little correlations with job performance, and

consequently research on these variables was of questionable value.

Simultaneously, an increasing number of studies were published which showed that

traditional academic aptitude and knowledge content test, as well as school grades and

credentials did not predict job performance; and were often biased against women and

persons from lower socioeconomic strata.

These findings led McClelland (1973) to conduct research in order to identify

“competency” variables which did predict job performance and which were not

biased by sex or socioeconomic factors.

The most important of these principles were:

Use of criterion sample: compare people who are clearly successful in jobs with

less successful persons to identify those characteristics with success

Identification of operant thoughts (knowledge) and behaviors causally related to

these successful outcomes. That is, competency measures should involve open-

ended situations in which individual has to generate behavior.

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Skills

Personal Motives

Knowledge

Competency Components

Competencies: Competency:

Position a new product uses an understanding of

Introduction so that it is market pricing dynamics

Clearly differentiated in to develop pricing models

The market

Knowledge: Understand market

pricing dynamics

Skill: Set up new

Product

Introduction

Project

Competency:

Meets all commitments

In a timely manner

Personal Motives: Achievement – wants to do an excellent job

Competencies

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Competency causal flow model:

Personal Attributes/Motives

Knowledge

Skills

Competency

Observable Behaviors

Job PERFORMANCE

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The steps involved in competency mapping

Professor M. Dileep kumar , symbiosis , pune.

1) Conduct a job analysis by asking incumbents to complete a position information

questionnaire (PIQ). This can be provided for incumbents to complete, or you can

conduct one-on-one interviews using the PIQ as a guide. The primary goal is to gather

from incumbents what they feel are the key behaviors necessary to perform their

respective jobs.

2) Using the results of the job analysis, you are ready to develop a competency based

job description. A sample of a competency based job description generated from the

PIQ may be analyzed. This can be developed after carefully analyzing the input from

the represented group of incumbents and converting it to standard competencies.

3) With a competency based job description, you are on your way to begin mapping

the competencies throughout your human resources processes. The competencies of

the respective job description become your factors for assessment on the performance

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

evaluations based on displayed or not displayed behaviors.

4) Taking the competency mapping one step further, you can use the results of your

evaluation to identify in what competencies individuals need additional development

or training. This will help you focus your training needs on the goals of the position

and company and help your employees develop toward the ultimate success of the

organization

Page 30: Competancy Mapping 2

Competency Mapping at Zensar & L&T Infotech

Zensar has a behavioral competency model which is based on various job roles in the

organization. The following is the process of implementation of competency mapping.

Having defined the various job roles, a focused study was initiated where job role

holders were interviewed on the critical incident method and the data of success-

critical factors collated.

The job roles and deliverables were finalized on the basis of the competencies derived

from the data. This data was further analyzed, and on the basis of this competencies

that had an impact on the job roles and deliverables were finalized.

After identifying the competencies, a job analysis exercise was carried out where the

importance level of every competency was ascertained before freezing the

competency model.

L&T Infotech a PCMM Level 5 company has a successful competency based HR

system. Recruitment, training, job rotation, succession planning and promotions all

are defined by competency mapping. Nearly all our HR interventions are linked to

competency. Competencies are enhanced through training and job rotation. He adds

that all people who have gone through job rotation undergo a transformation and get a

broader perspective of the company. For instance a person lacking in negotiation

skills might be put in the sales or purchase department for a year to hone his skills in

the area

Page 31: Competancy Mapping 2

CHAPTER 3

RESEARCH METHODOLOGY

Page 32: Competancy Mapping 2

3.1 Research methodology

The methodology of the study explains the systematic way of finding answers to the

pre determined objectives. Moreover this provides the clear path to accompl8ish and

ach8ieve the desired results. The following are the stages through research have to

pass for collecting analyzing and interpreting the various information.

Research design

In this study the researcher has adopted a descriptive research method. Descriptive

researches are those studies which are concerned with describing the characteristics of

a particular individual, or of a group.

Research tool

Two questionnaire are used as a research tool for this study.the questionnaire are

chosen as it provides a more comprehensive view than any other research tool. The

results are analyzed using SPSS.

A standardized model is prepared based on the opinions of the executives and this

standardized model is compared with the opinions of employees to determine the gap.

Design of questionnaire

Two questionnaire were designed

One - To study the feasibility to implement the competency mapping

Two – To study the knowledge, skill, talent, attitude of the employee

Page 33: Competancy Mapping 2

Questionnaire was framed in such a way to gather information, which favors the

objective. The question included where of rating questions

Questionnaire has four sections in it

Question related to personal details of the employee.

Questions related to knowledge about their job.

Question related to job competencies.

Question related to behavior competencies.

Sample design

It is a definite method for obtaining a sample from a given population.

It is a technique the researcher usually adopts in selecting items for the sample.

Sampling technique

The researcher has adopted a Lottery method to solicit the opinions from the

respondents. Here the respondents are given equal chance of getting selected. It is a

probability sampling method.

Sample size

As there is time constraint, the number of samples chosen is 50 employees.

Statistical tool

Correlations

The joint variation of two or more variables for determining the amount of correlation

between two or more variables.

Page 34: Competancy Mapping 2

One way ANOVA

ANOVA split in consisting the variance for analytical purpose. If we take one factor

and investigate the difference amongst its various categories having numerous

possible values.

Frequency analysis

This analysis helps us to show the frequency of distribution of various items and the

valid percentage of distribution.

Chi-Square Test

Chi-square = (O-E)/ (E2)

Where O and E denote the observed and expected frequencies, respectively.

Inspection of this definition shows that Chi Square is a descriptive

measure of the magnitude of the discrepancies between the observed and expected

frequencies. The larger these discrepancies the larger Chi Square will tend to be. If no

discrepancies exist and observation and expected frequencies are the same Chi Square

will be Zero.

In this study, Chi-Square analysis was used to test the relationship

between demographic factors and variation in recruiting the staff for different

departments.

Percentage Analysis:

This is the earliest and best method to analyze the given data. The

percentage wise distribution of the data gives an idea of which factor is more or which

is less.

Percentage analysis = (No. of Respondents/ Sample size) *50

In this study, percentage analysis was used for many questions in the questionnaire to

analyze the effectiveness of competency mapping in Coromandel Company.

Page 35: Competancy Mapping 2

CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

Page 36: Competancy Mapping 2

Table 4.1 Age of the respondent

Graph 4.1

Inference:

The above percentage analysis makes it clear that

age

Frequency Percent

Valid 22-30 26 52.0

30-40 22 44.0

40-50 2 4.0

Total 50 100.0

Page 37: Competancy Mapping 2

Majority of the respondent fall between the age group 22-40.

Table 4.2 Work experience

Graph 4.2

Inference:

work experience

Frequency Percent

Valid 1-2yrs 14 28.0

2-3yrs 10 20.0

>3yrs 26 52.0

Total 50 100.0

Page 38: Competancy Mapping 2

The above percentage analysis makes it clear that

52% of respondents are with more than 3yrs experience.

48% are with less than 3yrs of experience.

Table 4.3 Designation of respondent

Graph 4.3

Inference:

The above percentage analysis makes it clear that

designation

Frequency Percent

Valid Finance 14 28.0

HR 29 58.0

Marketing 7 14.0

Total 50 100.0

Page 39: Competancy Mapping 2

58% are from HR department

28% are from Finance department

14% are from marketing department

Table 4.4 Employee’s knowledge will be enhanced

Graph 4.4

Inference:

The above percentage analysis makes it clear that

82% of respondents agree to it that if competency mapping is implemented

their knowledge will be enhanced.

Employees knowledge will be enhanced

Frequency Percent

Valid SA 18 36.0

A 23 46.0

N 9 18.0

Total 50 100.0

Page 40: Competancy Mapping 2

18% of respondents neither agree nor disagree that if competency mapping is

implemented their knowledge will be enhanced.

Table 4.5 Employee’s skills will be sharpened

Graph 4.5

Inference:

The above percentage analysis makes it clear that

Employees skills will be sharpened

Frequency Percent

Valid SA 17 34.0

A 24 48.0

N 9 18.0

Total 50 100.0

Page 41: Competancy Mapping 2

82% agree that if competency mapping is implemented their skills will be

sharpened.

18% neither agree nor disagree that if competency mapping is implemented

their skills will be sharpened.

Table 4.6 Competitive advantage with in the team of the employees

Graph 4.6

Inference:

The above percentage analysis makes it clear that

46% of respondents agree that if competency mapping is implemented the

Competitive advantage with in the team of

the employees

Frequency Percent

Valid SA 10 20.0

A 13 26.0

N 18 36.0

D 8 16.0

SD 1 2.0

Total 50 100.0

Page 42: Competancy Mapping 2

Competitive advantage with in the team of the employees will increase

36% of respondents neither agree nor disagree to the statement.

18% of the respondents completely disagree with the statement.

Table 4.7 It helps in meeting target of the employees

Graph 4.7

Inference:

The above percentage analysis makes it clear that

70% of the respondents agree to that if competency mapping is implemented it

It helps in meeting target of the employees

Frequency Percent

Valid SA 7 14.0

A 28 56.0

N 11 22.0

D 3 6.0

SD 1 2.0

Total 50 100.0

Page 43: Competancy Mapping 2

will help them meeting the targets.

22% of the respondents neither agree nor disagree to the statement.

08% of the respondents completely disagree with the statement.

Table 4.8 It can increase employee’s amount of initiative and self reliance towards work

Graph 4.8

Inference:

The above percentage analysis makes it clear that

66% of the respondents agree to it that if competency mapping is implemented

It can increase employees amount of

initiative and self reliance towards work

Frequency Percent

Valid SA 15 30.0

A 18 36.0

N 9 18.0

D 8 16.0

Total 50 100.0

Page 44: Competancy Mapping 2

it will increase their amount of initiative and self reliance towards work.

18% of the respondents neither agree nor disagree to the statement.

16% of the respondents do not agree to the statement.

Table 4.9 When a project comes to me am completely aware of my role

Graph 4.9

Inference:

The above percentage analysis makes it clear that

78% of the respondents agree to it that when a project comes to them they are

When a project comes to me am

completely aware of my role

Frequency Percent

Valid SA 4 8.0

A 35 70.0

N 10 20.0

D 1 2.0

Total 50 100.0

Page 45: Competancy Mapping 2

completely aware of their role.

20% of the respondents neither agree nor disagree to the statement.

02% of the respondents do not agree to the statement.

Table 4.10 According to my role my competencies are clear to me

Graph 4.10

Inference:

The above percentage analysis makes it clear that

70% of the respondents agree to it that according to their role their

competencies are clear to them.

According to my role my competencies are

clear to me

Frequency Percent

Valid SA 7 14.0

A 28 56.0

N 10 20.0

D 5 10.0

Total 50 100.0

Page 46: Competancy Mapping 2

20% of the respondents neither agree nor disagree to the statement.

10% of the respondents do not agree to the statement.

Table 4.11 My job makes best use of my abilities

Graph 4.11

Inference:

The above percentage analysis makes it clear that

60% of the respondents agree that their job makes best use of their abilities.

32% of the respondents neither agree nor disagree to the statement.

08% of the respondents do not agree with the statement.

My job makes best use of my abilities

Frequency Percent

Valid SA 6 12.0

A 24 48.0

N 16 32.0

D 4 8.0

Total 50 100.0

Page 47: Competancy Mapping 2

Table 4.12 I am completely aware of my role in organization

Graph 4.12

Inference:

The above percentage analysis makes it clear that

74% of the respondents agree to the statement that they are completely aware

of their role in the organization.

I am completely aware of my role in

organization

Frequency Percent

Valid SA 9 18.0

A 28 56.0

N 8 16.0

D 5 10.0

Total 50 100.0

Page 48: Competancy Mapping 2

16% of the respondent neither agree nor disagree to the statement.

10% of the respondents do not agree to the statement.

Table 4.13 I am able to apply the concepts learned by me

Graph 4.13

Inference:

The above percentage analysis makes it clear that

78% of respondents agree to the statement that they are able to apply the

concepts learned by them.

I am able to apply the concepts learned by

me

Frequency Percent

Valid SA 6 12.0

A 33 66.0

N 8 16.0

D 3 6.0

Total 50 100.0

Page 49: Competancy Mapping 2

16% of the respondents neither agree nor disagree with the statement.

06% of the respondents do not agree with the statement.

Table 4.14 Individual work rather than team work matters me allot

Graph 4.14

Inference: The above percentage analysis makes it clear that

64% of respondents agree to the statement that Individual work rather than

Individual work rather than team work

matters me allot

Frequency Percent

Valid SA 11 22.0

A 21 42.0

N 8 16.0

D 7 14.0

SD 3 6.0

Total 50 100.0

Page 50: Competancy Mapping 2

team work matters them allot

16% of the respondents neither agree nor disagree with the statement.

20% of the respondents do not agree with the statement.

CROSS TABS

4.15 Association between – initiative by organization towards personal

development and Policies & practices match each other

H0: There is no association between personal development and Policies &

practices

H1: There is association between personal development and Policies & practices

Table 4.15 In past 6 months some one has talked to you about your personal

development and Policies and practices match each other

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)

Pearson Chi-Square 17.350a 9 .044

INFERENCE:

The Chi-square analysis shows a low significance value (typically below 0.05)

indicates that the Null Hypothesis is rejected which means there is association

between personal development and Policies & practices.

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4.16 Association between awareness of organization goal and awareness of role

to be performed in project

H0: There is no association between awareness of organization goal and awareness

of role to be performed in project

H1: There is association between awareness of organization goal and awareness of

role to be performed in project

4.16 Am completely aware of my organization goal and When a project comes to me am completely aware of my role

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)

Pearson Chi-Square 18.624a 6 .005

INFERENCE:

The Chi-square analysis shows a low significance value (typically below 0.05)

indicates that the Null Hypothesis is rejected which means there is association

between awareness of organization goal and awareness of role to be performed in

project.

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4.17 Association between competency mapping helps molding personality of the

employees and initiative by organization towards personal development

H0: There is no association between competency mapping helps molding

personality of the employees and initiative by organization towards personal

development

H1: There is association between competency mapping helps molding personality

of the employees and initiative by organization towards personal development

4.17 It helps in molding personality of the employees and In past 6 months some

one has talked to you about your personal development

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)

Pearson Chi-Square 21.532a 12 .043

INFERENCE:

The Chi-square analysis shows a low significance value (typically below 0.05)

indicates that the Null Hypothesis is rejected which means there is association

between molding personality of the employees and personal development

.

Page 53: Competancy Mapping 2

ANNOVA

4.18. Relationship between the awareness about the project and tenure in the

organization

H0: There is no significant relationship between the awareness about the project and

tenure in the organization

H1: There is significant relationship between the awareness about the project and

tenure in the organization

4.18 The awareness about the project and tenure in the organization

Criteria F Sig.

Tenure in the organization and awareness about the project

2.810 .050

INFERENCE:

It is clear that the significance value is below 0.05 thus the null hypothesis is

rejected it means that there is a significant relationship between the awareness about

the project and tenure in the organization

Page 54: Competancy Mapping 2

4.19. Relationship between the age of the employees and change in their

performance

H0: There is no significant relationship between the age of the employees and change

in their performance.

H1: There is significant relationship between the age of the employees and change in

their performance.

4.19 The age of the employees and change in their performance

Criteria F Sig.Change in employees

performance 4.125 .006

INFERENCE:

It is clear that the significance value is below 0.05 thus the null hypothesis is

rejected it means that there is a significant relationship between the age of the

employees and change in their performance.

Page 55: Competancy Mapping 2

4.20. Relationship between the gender of the respondent and the opinion that

appraisal should be based on tem work

H0: There is no significant relationship between the gender of the respondent and the

opinion that appraisal should be based on tem work.

H1: There is significant relationship between the gender of the respondent and the

opinion that appraisal should be based on tem work.

4.20 The gender of the respondent and the opinion that appraisal should be

based on tem work

Criteria F Sig.Appraisal should be based on

team work 2.128 .023

INFERENCE:

It is clear that the significance value is below 0.05 thus the null hypothesis is

rejected it means that there is a significant relationship between the gender of the

respondent and the opinion that appraisal should be based on tem work.

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CORRELATION

4.21. Relationship between the designation of the respondents and completely

aware of the organizational role.

Correlation, (often measured as a correlation coefficient), indicates the

strength and direction of a linear relationship between two random variables.

Designation of the

respondents

Completely aware of the organization

al role

Designation of the respondents

Pearson Correlation

1.000 .269*

Sig. (2-tailed) .039

N 100.000 100

Completely aware of the organizational role

Pearson Correlation

.269* 1.000

Sig. (2-tailed) .039

N 100 100.000

INFERENCE:

Correlation exists, as the significance level is 0.039, but the strength of the

association between the variables is weak (0.269). Therefore there is a weak

association between the designation of the respondents and completely aware of the

organizational role.

Page 57: Competancy Mapping 2

4.22. Relationship between the training programs are conducted regularly and

the employees’ skill will be sharpened

Correlation, (often measured as a correlation coefficient), indicates the

strength and direction of a linear relationship between two random variables.

Training programs

are conducted regularly

Employees skills will be sharpened

Training programs are conducted

regularly

Pearson Correlation

1.000 .898*

Sig. (2-tailed) .019

N 100.000 100

Employees skills will be sharpened

Pearson Correlation

.898* 1.000

Sig. (2-tailed) .019

N 100 100.000

INFERENCE:

Correlation exists, as the significance level is 0.019, but the strength of the

association between the variables is weak (0.898). Therefore there is a strong

association between the training programs are conducted regularly and the employees’

skill will be sharpened.

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INDEPENDENT T - TEST

4.23

H0: There is no significant difference in the perception of gender based respondents

about the competency mapping for their career development

H1: There is significant difference in the perception of gender based respondents

about the competency mapping for their career development.

Independent t - test

It pay way for the career development of

employees t df Sig. (2-tailed)

Equal variances assumed -2.368 48 .022

INFERENCE:

It is clear that the significance value is below 0.05 thus the null hypothesis is

rejected it means that there is a significant difference in the perception of gender

based respondents about the competency mapping for their career development.

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4.24

H0: There is no significant difference in gender on the employees’ perception that

competency mapping instills changes in employees’ performance.

H1: There is significant difference in gender on the employees’ perception that

competency mapping instills changes in employees’ performance.

Independent t – test

Instills changes in employees’ performance t df Sig. (2-tailed)

Equal variances assumed -2.610 48 .012

INFERENCE:

It is clear that the significance value is below 0.05 thus the null hypothesis is

rejected it means that there is a significant difference in gender on the employees’

perception that competency mapping instills changes in employees’ performance.

Page 60: Competancy Mapping 2

4.25

H0: There is no significant difference in work tenure on the employees’ perception

that the job makes use of best of the abilities.

H1: There is significant difference in work tenure on the employees’ perception that

the job makes use of best of the abilities.

Independent t - test

Best use of employees abilities t df Sig. (2-tailed)

Equal variances assumed -2.898 34 .007

INFERENCE:

It is clear that the significance value is below 0.05 thus the null hypothesis is

rejected it means that there is a significant difference in work tenure on the

employees’ perception that the job makes use of best of the abilities.

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CHAPTER 5

FINDINGS, SUGGESSTION & CONCLUSION

Page 62: Competancy Mapping 2

5.1 FINDINGS OF THE STUDY

Majority of the respondent i.e. 52% are with more than 3 years of experience.

where as 48% of respondent are less than 3 years of experience

A high percentage of employees i.e. 82% feel that if competency mapping is

implemented their knowledge will be enhanced; where as 18% of employees

neither agree nor disagree to it.

A high percentage of employees i.e. 82% feel that if competency mapping is

implemented their skills will be sharpened, where as 18% of employee neither

agree nor disagree to it.

A 46% of employees agree to it that if competency mapping is implemented

the competitive advantage with in the team will increase, where as 36%

neither agree nor disagree to it and 18% of respondent completely disagree to

it. This shows majority of the employees are ready for implementation of

competency mapping.

a high percentage of employees i.e. 70% agree to it that if competency

mapping is implemented it will help them in meeting targets, where as 22%

neither agree nor disagree with it and 8% very minimal percent of employee

disagree with it.

A 66% of employees agree to it that if competency mapping is implemented it

will increase the initiative ness towards the work, where as 18% neither agree

nor disagree with it and 16% of the employee completely disagree with it.

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There is an association between initiative by organization towards personal

development of employee and polices & practices followed by them which

means if competency mapping is implemented as a policy of the company it

will lead to the development of the employee.

There is a strong relationship between awareness of organizations goal and

awareness of role to be performed by an employee, which means competency

mapping can make the role played by an employee much clear and crisper.

There is an strong association between molding personality of an employee

and personal development, which means competency mapping can identify the

traits in employee n develop its personality which will lead to personnel

development

As the tenure of the employee increases he becomes more aware towards the

role to be played by him in a project.

As the age increases there is change in an performance

There is difference in opinion between genders wheatear the appraisal should

be based on team work or not

There is not much relation between the designation of the employee and

awareness regarding the organizational role.

Regular training programs will sharpen the skills of employee

Opinion regarding implementing the competency mapping differs from male

to female.

There is an difference in opinion between male to female that competency

mapping effects the individuals performance

Page 64: Competancy Mapping 2

78% of the respondents are aware of their role to be played in the project,

where as 20% neither agree nor disagree with it and only 2% of the respondent

do not agree to it.

70% of the employees are clear with their competencies, where as 30% of

employee are not aware of it.

60% of the employee agrees that their job makes best use of their abilities,

where as 32% of the employee neither agree nor disagree to it and 8% of the

employee feel that their abilities are not used.

74% of employees are aware of their organizational goals and 26% of the

employees are not aware of their organizational goals.

78% of the employees agree that they are able to apply the concepts learned by

them where as, 22% of respondent are not able to apply the concepts learned

by them.

64% of the employees feel that individual work matters them allot where as,

36% of employee say that team work matters them allot.

Page 65: Competancy Mapping 2

SUGESSTIONS

(1) HR person should use the competency assessing to find out the employee present

competency and the future training needs. So, that proper training at right time can be

given to employee to keep them updated.

(2) Even if there is no competency gap while mapping, the Organization has to invest

to improve employee competency continuously.

(3) HR can follow the competency appraisal system to provide frequent incentives to

employees who perform well. This helps to motivate the employees.

(4) More Training programs have to be devised to improve the competencies,

particularly for the employees with minimum experience. The employee with the right

type of training will prove to be valuable.

(5) Organization can follow this competency based job description, rather than

following the traditional job description, as it helps the management to find and select

the right kind of person for the job.

(6) Manager can check the competency of employee and provide the most competent

people an opportunity to grow.

(7) HR and Department heads to gether should define roles and list of competencies

required to perform each role effectively. Such list should be used for recruitment,

performance management, promotions, placements and training needs identification.

Page 66: Competancy Mapping 2

CONCLUSION

Based on the research conducted it is evident that the employee

ability and skills have the greatest potential to help the company to achieve its

business objectives.

The job description assigned for the employees do not match with

their competency and skills level, though most of the employees satisfied with their

work.

The training programs are conducted frequently by the company and these programs

helps in improving the competency of employees and the training programs are found

effective.

But company needs to work on designing a proper structure to measure each

individual’s competency and help them to grow individually with the organization;

this will not only motivate them but also retain them with in the organization as they

feel highly satisfied.

Using competency mapping as criteria for performance evaluation will also

make the organizations productivity to go high.

Page 67: Competancy Mapping 2

CHAPTER 6

ANNEXURE AND BIBLOGRAPHY

Page 68: Competancy Mapping 2

ANNEXURE

QUESTIONNAIRE

AGE : 22-30yrs 30-40yrs 40-50yrs 50-60yrs

SEX : Male Female

Designation : ____________________________

Work Experience : 1-2yrs 2-3yrs >3yrs

If the competency mapping is implemented?

S

NO:

Particulars 1 2 3 4 5

1. Employees knowledge will be enhanced

2. Employees skills will be sharpened

3. It can develop employees attitude

4. It pay way for the career development of employees

5. Will be a change in employees performance

6. Competitive advantage with in the team of the

employees

7. It helps in meeting target of the employees

8. It can improve tacit knowledge of employees to meet the

need of company

9. It helps in molding personality of the employees

10. Employees will be consistent to the area they work

11. Will it be helpful in selecting the competitive candidates

in recruitment process

12. Will it be a tool for performance appraisal

13. It can increase employees amount of initiative and

Page 69: Competancy Mapping 2

self reliance towards work

14. Employees logical and analytical ability what they

learned can be applied in their job

15. It will help in meeting the current demands of the

industry

Tick the option which best suits your response to the above questions:

1) STRONGLY AGREE 2) AGREE 3) NEUTRAL 4) DISAGREE 5) STRONGLY DISAGREE

Tick the option which best suits your response to the above questions:

SNO: Particulars 1 2 3 4 5

1 I am completely aware of my organization goal

2 When a project comes to me am completely aware of my role

3 When comes to numbers, I am the best

4 Training programs are regularly conducted

5 According to my role my competencies are clear to me

6 At work, your opinion counts

7 I know what my boss expects from me

8 My job makes best use of my abilities

9 In past 6 months some one has talked to you about your personal development

10 Policies and practices match each other

11 Training program helped me to increase my performance

12 I am completely aware of my role in organization

13 I am able to apply the concepts learned by me

14 Individual work rather than team work matters me allot

Page 70: Competancy Mapping 2

15 Appraisal should be based on teamwork rather than individuals work

1) STRONGLY AGREE 2) AGREE 3) NEUTRAL 4) DISAGREE 5) STRONGLY DISAGREE

Thank You

BIBLIOGRAPHY

Websites

www.allexperts.com

http://a2zmba.com

www.citehr.com

Other Reference:

Model and method for competency mapping and assessment

--- by milind kotwal