“A STUDY ON COMPETENCY MAPPING FOR THE EMPLOYEES IN

INDO SHELL CAST PRIVATE LIMITED, COIMBATORE”

MANAGEMENT THESIS - I

SUBMITTED BY

T.MANIVEL
(REG.NO: 7NBPO046)

UNDER THE GUIDANCE OF

Prof. Mrs. P.H.HEMAMALINI MBA M.Phil.,

In partial fulfillment of the requirements

for the awards of the degree of

MASTER OF BUSINESS ADMINISTRATION

(2007-2009)

POLLACHI

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2
 Certificate

CERTIFICATE

This is to certify that the Management Thesis-I “A STUDY ON

COMPETENCY MAPPING FOR THE EMPLOYEES IN INDO SHELL CAST

PRIVATE LIMITED” submitted by T.MANIVEL Enrollment No. (7NBPO046)

during Semester-III of the MBA program class of 2009 embodies original work done by

him.

Signature of the Faculty Supervisor

Name :

Designation :
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Center :

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 Declaration

DECLARATION

I, T.MANIVEL hereby declare that the project titled “A STUDY ON COMPETENCY

MAPPING FOR THE EMPLOYEES IN INDO SHEL CAST PRIVATE

LIMITED” submitted to ICFAI National college, Pollachi in partial fulfillment of the

requirement for the award of the degree of Master of Business Administration is a record

of original work done by me under the guidance of Prof Mrs. P.H.HEMAMALINI

MBA.M.Phil., Faculty Member, ICFAI National College Pollachi.

Signature of the candidate

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 T.MANIVEL (7NBPO046)

Date:

Place:

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 Acknowledgement
ACKNOWLEDGEMENT

I express my foremost thanks to the almighty for his blessings in helping me to

complete my project work successfully.

Out of the privilege of being the student of ICFAI NATIONAL COLLEGE,

POLLACHI, I would like to thank our principal Mr.R.VIJAYA KUMAR who granted

me this opportunity.

I express my deep sense of gratitude to all the faculty of INC for their motivation.

I express my sincere thanks to my faculty guide PROF P.H.HEMAMALINI for her

guidance and for her extremely useful and effective suggestions.

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 I would also like to convey my special thanks to Mr.RAMAKRISHNAN, Senior

HR Manager and Mr. SIVAKUMAR, assistant HR Manager of Indo Shell Mould

Limited for proving their valuable guidance and support whenever required.

I have immense pleasure in thanking all the staffs, who have given me their help

and a source of great support throughout my project.

I owe my gratitude to all the respondents who have given me the necessary

information for carrying out my project successfully.

Last but not the least I would like to thank my parents and friends who were the

source of encouragement and support for the successful completion of my project.

Content

Chapter No Title Page no

Introduction

1.1 Executive Summary 11

1 12
1.2 Objectives
13
1.3 Scope of the study
14
1.4 Limitations

8
 2 Research Methodology 16
3 PROFILES

3.1 Company Profile 19

3.2 Competency Mapping 34

4 Analysis and Interpretation 51
5 Findings and Suggestions 96
6 Conclusion 100
7 Bibliography 102
8 Annexure 104

List of tables

S.No Table No Title Page No

1 1 Awareness of competency mapping 52

2 2 Recognized competency model through various modes 54

3 3 Necessity of competency mapping in present scenario 56

4 4 Assessment of competency mapping the past 58

5 5 Techniques used for assessing competency mapping 60

6 6 Model for assessing competency mapping 62

7 7 Enhancing competency through training and 64

development

8 8 Competency mapping as a effective tool for selection 66

9 9 Competency map for performance appraisal 68

10 10 Competency mapping in different department 70

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 11 11 Competency assessment instrument 72

12 12 Way to access competency 74

13 13 Methods to access competency 76

14 14 Defining roles & responsibilities 78

15 15 Potential employee excel because 80

16 16 Necessity of separate block to work 82

17 17 Problems in implementing competency mapping 84

18 18 Motivation and support from organization 86

19 19 Training at free of cost 88

20 20 Training program increase productivity 90

21 21 Satisfaction level regarding training program 92

22 22 Improvement in performance level because of training 94

List of chart

S.No Table No Title Page No

1 1 Awareness of competency mapping 53

2 2 Recognized competency model through various modes 55

3 3 Necessity of competency mapping in present scenario 57

4 4 Assessment of competency mapping the past 59

5 5 Techniques used for assessing competency mapping 61

6 6 Model for assessing competency mapping 63

7 7 Enhancing competency through training and 65

development

8 8 Competency mapping as a effective tool for selection 67

9 9 Competency map for performance appraisal 69

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 10 10 Competency mapping in different department 71

11 11 Competency assessment instrument 73

12 12 Way to access competency 75

13 13 Methods to access competency 77

14 14 Defining roles & responsibilities 79

15 15 Potential employee excel because 81

16 16 Necessity of separate block to work 83

17 17 Problems in implementing competency mapping 85

18 18 Motivation and support from organization 87

19 19 Training at free of cost 89

20 20 Training program increase productivity 91

21 21 Satisfaction level regarding training program 93

22 22 Improvement in performance level because of training 95

EXECUTIVE SUMMARY

The title of the study is “A Study on Competency mapping for the

employees in Indo Shell Cast Private Limited, Coimbatore”. In the modern
competitive world, the business managers are required to improve the efficiency and
effectiveness of their business operation. Competency mapping helps to develop
objective system for recruitments, Promotions, training & development, and performance
diagnostics.

The study is carried out in Indo shell Mould private limited. It was
started in the year of 1973. The key people are Mr.K.Jagedeesain, Mr.S.V.Jagadesan and
Mr.K.Jayabal. Indo Shell Mould Limited is a unique foundry in Coimbatore producing

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both Ferrous Castings and Aluminium (Non-Ferrus) Castings. Indo shell also has a well
equipped machine shop for producing various sizes of finished casting parts. More than
500 employees are working in this concern.

The objectives of this study are:

∗ To know about the effectiveness of the knowledge, skills, and abilities which have
direct impact on the success of the employees

∗ To know about the ambiguities in the job and work experience.

∗ To know how competency mapping align behavior with organization strategy and
values which adapt changes

This study is containing both primary and secondary data. The sampling
size of this study is 100. The data for the project from the HR Manager and the
employees of Indo Shell Mould Limited. For interpretation, the study has used Likert
scale method.

The study has found out that the Indo Shell Mould private limited got
benefit out of the Competency model.

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 Chapter 1
Introduction

INTRODUCTION

In this modern competitive world, managers are required to improve the efficiency
and effectiveness of their business operations. As there are several factors that affect
efficiency and effectiveness of operations, the improvement is required to be carried out
in every factor. They are required to bring every factor in synchronization with other
factors. TQM, TPM, BPR and other similar initiatives provide direction to improvement
in business operations.

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 Good managers are generally aware about different qualities a person must
possess to do a job effectively, and they make use of their knowledge to select and train
their subordinates. Competency mapping helps to develop objective system for
recruitments, Promotions, training & development, and performance diagnostics.

HR professionals are entrusted with the responsibility for selection, training and
development, administration, deployments support, performance appraisal and
performance diagnostics of the employees. The most important part of these
responsibilities is assessment of the individuals for their suitability for different
functional tasks, and development of their potential to be effective and excel in assigned
tasks.

HR functions entrusted with the responsibility to find right person for every job
and development of the employed person to do the assigned job effectively, have found
competency mapping and assessment as a very effective tool.

PRIMARY OBJECTIVE

 To know about the effectiveness of the knowledge, skills, and abilities which have
direct impact on the success of the employees

 To know about the ambiguities in the job and work experience.

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  To know how competency mapping align behavior with organization strategy and
values which adapt changes

SECONDARY OBJECTIVE

 To know about the concept of competency mapping

 To know about the level of awareness about the competency mapping among the
employees

 To know about how Indo Shell Mould private limited get benefit out of this
Competency mapping

 To know about how the Competency mapping can be used for various purposes

SCOPE OF THE STUDY

The study is mainly conducted to know about the competency mapping for
the employees in an organization and also about how the organization will get benefit out
of this competency mapping. So by conducting the research at the end we gather more

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information regarding how the competency instrument will give benefit to both the
employees and the organization. And to find ‘Is they any pitfalls behind that’. Through
this we can give necessary suggestion wherever necessary and also to suggest innovative
ideas so that it will prevent the company from future challenges to a greater extent.

LIMITATIONS

∗ The study is fully focused on only one organization

∗ The time and cost are constraints

∗ Self bias or data is insufficient

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 Chapter 2
Research methodology
RESEARCH METHODOLOGY

Descriptive research method is used for the study of competency mapping as an effective
tool for HR.

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Source of data:-

This research is containing both primary and secondary data.

Primary data:-

Primary data is collected directly from respondents using data collection methods
like survey interviews, questionnaires, measurements, direct observation or tabulation.

Primary data for this study will be generated through questionnaire & interview with
employees.

Secondary data:-

Secondary data is the data that already exists which has been collected by some
other person or organization for their use, and is generally made available to other
researchers free or at a concessional rate.

Source of secondary data to make the study more effective was possible with the
help of published data such as company data, web site like www.indoshell.com.

Data collection tool:-

Ordinal scale is used to arrange objects according to some particular order. Likert
scale consists of a series of statements where the respondent provides answers in the
form of degree of agreement or disagreement.

Well structured questionnaire using ordinal and Likert scale is used to retrieve
data from primary sources backed by interview.

Sampling techniques:-

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 Convenience Sampling is a type of non-probability sampling method in which
selection of units from the population is based on their easy availability and accessibility
to the researcher.

This study is adopted by Convenience sampling.

Sample unit:-

Sampling unit is a basic unit that contains a single element or a group of elements
of the population to be sampled.

The sample unit for this study is comprised of HR manager and employees of
Indo shell private limited.

Sample size:-

The sample size for my study is 100.

Tool for data analysis:-

Data collection is analyzed with the help of statistical tool such as Likert scale
and Simple percentage method along with tables, charts and graphs will be used for
quick understanding of the study.

Likert Scales:

Likert Scale consists of a series of statements where the respondent provides

answers in the form of degree of agreements or disagreements. This expresses attitude
towards the concept under study. The respondent selects a numerical score for each
statement to indicate the degree of agreements or disagreements. Each such score is
finally added up to measure the respondent’s attitude.

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 Chapter 3
Company profile

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 COMPANY PROFILE

IndoShell Cast Private Limited was started as a small scale unit in the industrial
town of Coimbatore, South India in the year 1973. In 1994, they received the biggest
quality award “National Award for Quality Products” from the President of India. In
1995, it was promoted as a public limited company. The company has obtained ISO 9002
certification from RWTUV, Germany in 1996. In 1999, they received the “Best Vendor
Award” from TVS- Suzuki. And also they have received the “Quality Award” from
Yamaha, Honda motors.

MANAGEMENT:

The firm has been promoted by a team of well-experienced technocrats with

engineering background. Their experience, expertise, professionalism, dynamism and
quality conscious approach have been further enriched technical guidance from their
overseas customers for past two decades.

GROWTH:

Aggressive marketing strategies, World class quality Castings, efficiency and

technical capability have positioned them on a distinct slot today. A significant rise in the
growth charts reflects their consistent, exemplary performance.

Indo shell has extended its marketing operations across the globe. Castings are
exported to various countries in Europe and USA as per customer specifications.

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FERROUS FOUNDRY

Indo Shell is the Largest Shell Moulded Ferrous Casting manufacturing foundry.
Producing critical Automotive, Hydraulic components with Full machining and Sub
assemblies to Fulfill the highest quality requirements.

Indo Shell Producing components in Grey Cast Iron, Malleable Iron, Compacted
Graphite Iron and Ductile Iron (SG Iron), Austempered Ductile Iron to all national and
International specifications.

Indo Shell making intricate thin walled (min 3.5 mm) water cooled components
for Automotive Application. Indo Shell Producing components with thin, complex
Internal ports with highest degree of as cast Dimensional accuracy for hydraulic
applications.

ALUMINIUM FOUNDRY:

Indo Shell producing Pressure Die Casting, Low Pressure Die Casting and
Gravity Die Casting Aluminium Components for Automotive Applications. Railways
compressor components getting tested for pressure tightness. Producing Aluminium
castings for National, International specifications based on the requirement.

Inhouse Heat Treatment carried out.

Indo Shell Producing extruded aluminium tube/rod machined components.

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RANGE OF CASTINGS:

High Pressure Die Castings : 60 tons to 600 tons.

Low Pressure Die Castings : Well equipped LPDC machines with multi-cavity
tools.
Gravity Die Castings : GDC sections comprises of many machines for
production of cylinder heads, brake housings and other complex parts.

MACHINING:

Indo Shell having full fledged machining and sub assembly setup for Automotive,
Hydraulic components machining.

Indo Shell Producing extruded aluminium tube/rod machined components.

∗ Horizontal Machining Centres

∗ Vertical Machining Centres

∗ Turning Centres

∗ Turn Mill Centres

∗ Honing Machine

∗ Precidor Honing Machine

∗ Surface Grinding Machines

∗ High Speed SPM drilling Machines

∗ Tig Welding
METROLOGY LABORATORY:

Indoshell Metrology Lab is well equipped to cater to the stringent requirements

of the Quality Management System laid down by ISO 9000 and TS 16949:2002 for
Gauge calibration.

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 We are doing comprehensive calibration services for the range of Gauges and
Instruments in Linear Dimensional measurements. We assure total satisfaction by
accurate and reliable calibration services, traceable to national and International
standards.

We have a team of highly skilled personnel & relevant expertise to undertake

calibration for gauges. Our Laboratories sophisticated Environmental Control System
continuously monitors and maintains strict environmental conditions, which include
floor vibration isolation, Air particle filtrations, and the latest temperature control
technology to maintain 20 +/- 0.5 deg c.

Indo Shell Metrology lab was started in the year 1996. Initially the objective was
to conduct inhouse Instruments, gauges calibration activities to meet ISO 9000
requirement with minimum facilities. Subsequently the company’s Business has
expanded in multi folds. The need for expansion arise for the calibration too,
accordingly the lab was shifted to bigger area with centralized Air conditioning.
Additional calibration facilities were added to meet the inhouse calibration demand.

In the year of 2005, company made a major expansion in the Machine shop to
export critical machined components to Europe, USA. Again the need for expansion
arised to meet the precision Gauges, Instruments calibration. Company deliberately
developed a state of art Calibration Laboratory.

The management felt that to improve the quality of the calibration services,
practicing the management system as per ISO/IEC 17025 standard and NABL standards

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was an essential need. The facilities of Indoshell Metrology Lab partially open for
outside clients.

TOOL ROOM FACILITIES:

Well equipped for making any type of tool, core box and intricate dies.

Makino vertical machining centre - Facilities for tool making using 3 D Solid
modeling Software (Solid Works & Master Cam). Spark erosion & Milling Machines
with Digital read out, lathes & Drilling machines.

We offer full-fledged CAD / CAM Service that includes

∗ Conversion of ‘2D’ drawing to ‘3D’ Model

∗ Parts Assembly using ‘3D’ Model

∗ Intelligent Production Drawing with Easy interpretation of sectional Views

∗ Crystal clear design on complex profile, Multiple angles and fillets

∗ CAM Solution for manufacturing.

PROCESS EQUIPMENT:

∗ Sand coating plant.

∗ Core shooter- Fully automatic machine.

∗ 4 Station – Semi automatic Moulding machine.

∗ Green sand-Moulding plant.

∗ Medium frequency VIP Dual track Induction melting furnaces.

∗ Pouring Yard.

∗ Monorail shell pouring.

∗ Shot blasting machines.

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 ∗ CNC Machine Shop.

∗ Despatch Yard.

In Process Quality Control:

The quality control systems adopted in procurement, production, marketing and

delivery form the backbone of Indo shell's success story today. For required quality
standards in mould and core making, melting, pouring, metal analysis, fettling,
machining, painting, Casting inspection and delivery.

Sand Quality:

Sand Quality is analyzed with the aid of hot tensile tester and stick point tester for
shell sand. Green sand is tested with the help of universal sand strength tester
permeability meter, moisture tester, compactability tester, active clay testing kit.

Metal Quality:

Metal chemistry is analyzed with spectra analyzer. Carbon equivalent meter is

used for checking CE, TC, SI with under cool checking facility.

Casting Quality:

Dimensional inspection is carried out as per inspection plan using sophisticated

testing equipment.

PRODUCT TESTING EQUIPMENT:

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 A separate laboratory with complete testing facilities has been established for ultimate
quality checks.

o Profile projector

o Tesa microhite – height gauge for linear and geometrical dimensional

checking.

o Microscope with image analyzing software for quantitative metalographic

study.

o Endoscope – for checking internal core passages with cc camera &

monitor.

o Roughness tester.

o Hardness tester.

o Universal testing machine.

The standard has master instruments linked with National & International standards for
calibration.
The products of Indo shell have been certified for fulfilling all quality parameters and are
covered under ADMERKBLATT WO / TRD from RWTUV Germany.

TRAINING:

The employees of Indo shell undergo vigorous training through programmers

conducted within the campus.

Various steps are taken every employee is quality conscious at every stage with
latest technical know-how & technological advancements. Special emphasis is on
personality development and building healthy co-employee relationship.

PRODUCTS:

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Automobile Industry

FOR FOUR WHEELERS - TRUCKS/PASSENGER CAR

∗ Break Compressor Cylinder (Single/Double Bore)

∗ Cylinder Head

∗ Wheel Cylinder

∗ Automatic Slag adjuster

∗ Vacuum Brake Housing & Center plate

∗ Bracket hanger for steering application

∗ CVJ Body

∗ Cast flange

∗ Manifold

∗ Crankshaft

For Two Wheelers - Two Stroke (Ported Cylinder)

∗ Air Cooled Cylinder Block (50 CC-250 CC)

∗ Water Cooled Cylinder Block (50 CC – 250 CC)

∗ Sleeves for Al-Fin

∗ Cam shafts / Chilled Cam shafts

∗ Bearing Inserts – Grey Iron, Ductile Iron

∗ Housing Clutch

∗ Piston Outer

∗ Brake Drum

∗ Rear Wheel Hub in Austempered Ductile Iron

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 For Two Wheelers - Four Stroke

∗ Air Cooled Cylinder Block (75 CC-500 CC)

∗ Water Cooled Cylinder Block (75 CC-250 CC)

∗ Cam Shaft- Grey Iron, Ductile and Malleable Iron

∗ Drum Gear Shift

∗ Rotor Oil Filter

Automobile Components

∗ Water Cooled Cylinder

∗ Water Cooled Cylinder Head - Grey Iron

∗ Ductile Iron Pulleys

∗ Rocker Arm and Rocker Support

∗ Brake Cylinder (Single Bore / Double Bore)

∗ Cylinder Head

∗ Gear shift fork , Wheel Cylinder

∗ Automatic Slag Adjuster

∗ Housing for Power Steering

∗ Plate Stiffener

∗ Bearing Housing for Turbo chargers

∗ Suspension Bracket
∗ CVJ Body

Hydraulic Industry:

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 ∗ Valve Body – NG6
NG10
Cee Top

∗ Pressure Plate – Inlet Plate

Outlet Plate

∗ End Cover – Grey Iron, Ductile Iron

∗ Cover Casting - Grey Iron, Ductile Iron

Home Appliances:

∗ Piston for Refrigerator (Successfully converted to shell from Investment Castings)

∗ Support bracket for Refrigerator Compressor

∗ Swing Lever for Sewing Machines

TOTAL PRODUCTIVE MAINTENANCE:

TPM POLICY

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 It is the Vision of Indo Shell Mould Limited to be a World Class Organization
through TPM.
This vision will be met by

∗ Total Customer satisfaction through Highest Quality at lowest Cost and Speed in
Delivery.

∗ Establishing a maintenance system for the entire life of the equipment.

∗ Maximizing the Overall Plant Effectiveness.

∗ Total employee involvement.

∗ Continuous improvement towards Zero defects, Zero wastage, Zero breakdown.

∗ Creating a clean and safe working environment.

TPM TARGET

P - Achieve 90% OEE minimum.

Q - Achieve ZERO customer complaint.

C - Reduce conversion cost by 5% annually.

D - Achieve 100% delivery adherence.

S - Maintain ZERO Accident. Aim for ZERO pollution.

P - Achieve 6 suggestions per employee per year.

SIX SIGMA INITIATIVES:

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 To solve the Quality problems in a scientific way Indo Shell developed 5 Six
Sigma Black Belt Holders. To achieve Rejection reduction, Process variation reduction
various projects are identified on a Continuous basis and problems are solved.

QUALITY ASSURANCE:

"Quality Policy : To Delight the customer by supplying Quality casting

components by means of continuous improvement & Team work."

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INDOAUTOSHELL AMERICAN CORPORATION

INDOAUTOSHELL AMERICAN CORPORATION located in Houston Texas

caters to customers in the Western Hemisphere at USA, CANADA and SOUTH
AMERICA with very good ware housing facility.

BUSINESS DEVELOPMENT:

∗ Developing initial business contacts.

∗ Getting the blue prints (drawings), Designs or Solid models.

∗ Providing the Quote.

∗ Personal & local communication, for smoother and faster development.

CUSTOMER SERVICE

Timely delivery of samples and getting product acceptance for the bulk
production and looking after all the Internal & External Logistics to the customer's
satisfaction.
Handling all the financial transactions, maintaining customer's accounts, quality
issues, timely delivery, product revision and customer's suggestions.

Maintaining "INVENTORY" for the contracted customers to facilitate

continuous and just in time (JIT) deliveries.

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WARE HOUSING facility includes:

∗ 12,000 square foot climate controlled warehouse with 18-foot high ceilings.

∗ Certified Scales, Five/Ten Ton forklift truck.

∗ Six Loading docks, Street level access and 24-hour full time security personnel.
∗ A Five million ($5,000,000.00) dollar general liability policy is maintained on the
facility.

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COMPETENCY MAPPING

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 COMPETENCY MAPPING

DEFINITION:-

Competency for a job can be defined as a set of human attributes that enable an
employee to meet and exceed expectations of his internal as well as external customers
and stakeholders.

Competency mapping helps to develop objective system for recruitments,

Promotions, training & development, and performance diagnostics.

HR professionals are entrusted with the responsibility for selection, training and
development, administration, deployments support, performance appraisal and
performance diagnostics of the employees. The most important part of these
responsibilities is assessment of the individuals for their suitability for different
functional tasks, and development of their potential to be effective and excel in assigned
tasks.

HR functions entrusted with the responsibility to find right person for every job
and development of the employed person to do the assigned job effectively, have fount
competency mapping and assessment as a very effective tool.

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EMPLOYEE COMPETENCY MAP IS A VERY USEFUL DOCUMENT AND
CAN BE USED FOR THE FOLLOWING APPLICATIONS:-

1. Candidate appraisal for recruitment

2. Employee potential appraisal for promotion or functional shift

3. Employee training need identification

4. Employee performance diagnostics

5. Employee self development initiatives

1. Candidate appraisal for recruitment

Selection of candidates for employment is very important decision for any

organization. A wrong selection costs the organization in terms of recruitment costs,
time, and opportunity. Whereas landing into unsuitable job is very painful unsettling
experience for the candidate. Job position competency map provides clear guidelines and
reliable process for selection.

Competency map for the job position and assessment of candidate’s for the
required competencies give comparatively reliable indication about suitability of the
candidate. The assessment also the provides guidelines on the training need for the
candidate if selected for the position

Normally only core competencies are assessed for selection.

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 2. Employee potential appraisal for promotion or functional shift

Every job position requires different set of competency and hence an excellent
performer in junior position may not necessarily perform to the expectation when
promoted to a senior position. Also an average performer in a junior position may turn
into a star performer when promoted to senior position. Similarly a successful person in
one department may turn out to be unsatisfactory in another department and also a not so
competent person in one department may give excellent results in other department.

Hence departmental shifts and promotion need carful assessment of the

competencies of the person with respect to the required competencies of the new
position.

It is recommended to assess core competencies for the promotion or functional shifts

3. Employee training need identification

Competency mapping and assessment provides clear indication of employees

developmental needs. Candidate weakness with respect to the required competencies
discovered in the assessments shows opportunity for development for the candidate.

Employee competency assessment can be conducted periodically, preferably

along with performance appraisal, to identify developmental needs of every employee.

As competency based training need identification has direct relation with the
employee performance, effectiveness of training can be directly gauged through the
assessment of performance of competencies

Generally core competencies are used for training need identification.

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 4. Employee performance diagnostics

Competency based assessment provide excellent understanding of performance

problems. Observance of non performance of an employee can be due to factors that are
out of the control of the employee or due to lack of required competencies.

Employees those are not able to the expectation should be assessed for core as
well as support competencies and any observed inadequacy should carefully studied to
understand its effect before taking any remedial measures.

5. Employee self development initiatives

The competency map and behavioral indicators help individual to understand

direction for their own development. They can very easily identified the gaps and work
on the inadequacies

Performance appraisal with traditional method can assess the performance with
respect to set targets, but these appraisals do not guide for improving the performance.
Competency map very clearly and reliably guides the employees for self development.

The competency map indicates the competencies that are required for improved
performance and behavioral indicators shows the factors that build up the competency

Organization should develop the competency map document and make it available
to all employees for reference and study.

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ELEMENTS OF BUSINESS:

External elements:

1. Market

2. Public infrastructure, support facilities and services

Internal Strategic Elements:

1. Technology

2. Plant and machinery

Internal Operational Elements:

1. Management system

2. Materials

3. Technical manpower

4. Managerial manpower

These elements should be in synch with each other for effective operations.

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 Good managers are generally aware about different qualities a person must
possess to do a job effectively, and they make use of their knowledge to select and train
their subordinates. Organizational psychologists have studied and convert into a
structured and formal process thus making it available for business application.

In organizational and business context, competency required for a particular job

depends on many factors. These factors include social culture, nature of business,
business environment, business environment, organizational culture, work environment,
organizational structure, duties and responsibilities, nature of process and assigned
activities, attitude and motives of colleagues, superiors & subordinates. Some of these
factors may change with time, and thus changing competency requirements for the same
job position in the organization

Competency for any job position at a particular is a unique set and as organization
has many different job positions, managing many such sets is a difficult task. Hence for
the purpose of HR management, the job competency is divided into elemental
competencies.

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 Every job position is a unique set of relationship, responsibilities, objectives and
assigned resources. Every job position should be clearly identified, analyzed, studied and
documented for identification and competencies associated with it.

The job factors can be used for different application include job design,
recruitment, training need identification, remuneration scheme design, organization
restructuring, competency mapping etc.

Job factors:

∗ Envisioning

∗ Direction

∗ Organization and planning

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 ∗ Resources mobilization

∗ Coordination

∗ Execution

∗ Human interaction

∗ Technology

∗ Creativity

∗ Costs

∗ Value addition

1. Envisioning

Whether developing vision is part of the job under study what is the extent and
coverage of envisioning requirement? The vision may be related to market servicing,
operating arrangement, technology environment, facility planning etc. envisioning is
requirement of leadership and managerial roles.

2. Direction

Whether directing business operation or policy formulation is the responsibility of

the job under study? What is the extended and coverage of direction is requirement of
leadership and managerial roles.

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 3. Organizing and planning

Whether the job involves identification of human or material resources and

assigning these resources? Whether the job involving and scheduling usage of resources,
controlling and monitoring usage of these resources? What is the extent and coverage of
organizing and planning? This is requirement of leadership and managerial roles.

4. Resource mobilization

Whether the job involves preparation of the resources for use? What extent and
coverage of resources mobilization responsibility for the job? This involves proper
instruction to be issued to all concerned, ensuring serviceability of the resources and
ensuring required consumables and inputs are available.

5. Coordination

Whether the job involves interaction with other excecutives to ensure

synchronization of activities for effective and efficient utilization of available resources?
What is the extent of coordination requirement of the job?

6. Execution

What are the execution activities of the job? What is the kind of skills required to
execute the activities?

7. Human interaction

What is the nature and extent of human interaction in the job within the
organization? What is the nature and extent of human interaction outside the
organization?

8. Technology

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 What is the nature of technological responsibilities for the job? What kind of
technical decisions are required to be made in discharge of the job responsibilities?

9. Creativity

Does the job require generation of implementable option as part of responsibility?

What is the scope to novelty and innovation the job provides?

10. Costs

What is the cost of the job? How much organizational cost the job controls and
influences?

11. Value addition

How much value does the job adds in relation with other jobs?

COMPETENCY FRAMEWORK:

Aspiration management is a continuous process involving appropriate

assessment procedures, feedback to employees and interventions designed to match
opportunities that create “career best” experiences for the maximum number of
employees.

Managing aspirations begins with assessment at the time of hiring. Skilled

interviewers alone can do justice to the assessment. Often, interviews are focused on
checking technical knowledge, overlooking the candidate’s aspirations. And sometimes,
unintentionally, interviewers even raise aspiration level by overselling the job and future
prospects without clarifying the stringent standards for fast track promotions.

45
 A well-thought out competency framework is key to assessing employees’
future growth potential and sharing it with them; this will help moderate aspirations at
realistic levels. The competency framework in many organizations is a standalone
initiative from HR or another function. In order to provide relevant assessment and
feedback, competency frameworks should be thought out carefully in the light of an
organization’s strategic priorities.

COMPETENCY FRAMEWORK:

T TECHNICAL
R COMPETENCIES

T COMPETENCY
FRAMEWORK &
E ASSESSMENT
G BEHAVIORAL &
Y LEADERSHIP
COMPETENCIES

ASSESSMENT
& FEEDBACK

REALISTIC
RESETTING OF
ASPIRATIONS

46
 A robust competency framework, an objective assessment process and
transparent communication with employees will help manage aspirations well with
limited or no negative fall- outs. Those who appreciate the messaging will seek to
leverage their strengths to the maximum and organizations should create roles and
opportunities to facilitate them to experience their career best. And those who refuse to
appreciate the feedback and adjust to the reality will leave the system rather than sticking
around as disengaged and disgruntled employees.

COMPETENCY MODEL:

The model has three parts:

1. Sample of competency map.

2. Competency assessment instruments

3. Competency grading guidelines

1. Sample of Competency map

The competency model should be for different department and at

different level. The levels are:

∗ Junior executive level

∗ Middle Management level

∗ Senior/ corporate management

47
 In this method, for assessment they allot roles and responsibilities and then
they will assess the individual.

2. Competency assessment instruments

Competency assessment instruments of forms for competencies included in the

model attached herewith for ready reference. These forms describe behavioral indicators
for each of the elemental competency. The behavioral selected for the instruments are
the ones that can be identified in the interviews. The indicators those are difficult to be
identified in the interviews are not included in the assessment instruments. The sheets
also indicate relative importance of the behavioral indicators for the particular
competency.

3. Competency Grading

Every employee has to get maximum level of required competency but it is not
practically applicable. The basic levels are:

∗ Below average (without potential for improvement)

∗ Below average (with potential for improvement)

∗ Average (Generally delivers satisfactory results)

∗ Proficient (Always delivers satisfactory results)

48
 ∗ Highly proficient (Generally delivers more than satisfactory results)

∗ Expert (Delivers reliably good results)

∗ Master (Can deliver precise results)

This is mainly based on the nature and the extent of evidence of behavioral
indicators.

Elemental competencies and their levels need to be differentiated as “Base

Competencies requirements” and “Environmental Competency requirement” to take
changing environment into consideration for competency assessment.

The value of competency mapping and identifying emotional strengths is

that many employers now purposefully screen employees to hire people with specific
competencies. They may need to hire someone who can be an effective time leader or
who has demonstrated great active listening skills. Alternately, they may need
someone who enjoys taking initiative or someone who is very good at taking
direction. When individuals must seek new jobs, knowing one’s competencies can
give one a competitive edge in the job market.

Usually, a person will find themselves with strengths in about five to six
areas. Sometimes an area where strengths are not present is worth developing. In other
cases, competency mapping can indicate finding work that is suited to one’s strengths,
or finding a department at one’s current work where one's strengths or needs as a
worker can be exercised.

A problem with competency mapping, especially when conducted by an

organization is that there may be no room for an individual to work in a field that

49
would best make use of his or her competencies. If the company does not respond to
competency mapping by reorganizing its employees, then it can be of little short-term
benefit and may actually result in greater unhappiness on the part of individual
employees.

A person identified as needing to learn new things in order to remain happy

might find himself or herself in a position where no new training is ever required. If
the employer cannot provide a position for an employee that fits him or her better,
competency mapping may be of little use.

However, competency mapping can ultimately serve the individual who

decides to seek employment in an environment where he or she perhaps can learn new
things and be more intellectually challenged. Being able to list competencies on
resumes and address this area with potential employers may help secure more
satisfying work. This may not resolve issues for the company that initially employed
competency mapping, without making suggested changes. It may find competency
mapping has produced dissatisfied workers or led to a high worker turnover rate.

PROCESS OF COMPETENCY MAPPING:

1. Introduction

The facilitator will discuss about the objective of the program and
explain about the concept and practice of competency mapping and assessment.

2. Overview of organization, organizational design and job:

50
 Here the facilitator will briefly present and discuss:

∗ Business, market, customer and customer requirements

∗ Organizational structure

∗ Technical processes

∗ Business and Management processes

3. Overview of Competency model:

The facilitator will briefly discuss about the competency model.

They should explain different competencies and their behavioral indicators.
Facilitator should provide examples of relationships between competencies and
business process requirements like elemental competency of influencing ability and
sales process, Competency of team working & interpersonal effectiveness and
production process etc.,

Facilitator will answer the questions that participants may have, to

clear their doubts. This will complete the orientation of the program.

4. Identification of core competencies:

51
 Facilitators will every job its duties and responsibilities, processes
participated, critical factors for performance and criticality of the job etc., and will
facilitate discussion among participants with respect to the job factors.

The objective is to identify up to ten most important 10 elemental

competencies for each of the job from the list of 20 elemental competencies and divide
them into two groups: core competencies and supporting competencies.

5. Minimum acceptable level of competency:

To decide minimum acceptable level of each of the competency.

6. Base competency map:

Prepare a table of competency and their minimum acceptable level

of each of the job position in the organization. This may be called as Base
competency map for the organization.

7. Further development of the competency model:

The Base competency map based on the model provides broad

requirements for each of the job. This map helps to establish basic requirements for a
competency based performance and potential appraisal system.

For performance diagnostic applications the model needs to be

further refined with in-depth job studies for each of the job.

52
 The overall competency requirement for a job needs to be understood in
terms of elemental competencies which depend upon education, knowledge, training,
experience, technical and non-technical skills, attitude, personal image etc., and some of
these attributes are difficult to objectively assess and measure.

Competency mapping and assessment is a very important development for

HR function. It provides much needed objectivity to HR activities. With the help of tool
like Competency mapping, role of HR has changed from support function to core
function. With Competency based HR systems and programs, HR function can directly
contribute to organization effectiveness.

53
 Chapter 4

Analysis and interpretation

DATA ANALYSIS AND INTERPRETATION

TABLE: 1

AWARENESS OF COMPETENCY MAPPING

NO OF NO OF
S.NO AWARENESS RESPONDENTS RESPONDENTS (%)
1 Yes 80 80
2 No 20 20
Total 100 100

54
INTERPRETATION:

The above table spells about the respondents having awareness about the
competency mapping. From the above table it is clear that 80% of the respondents are having
awareness about the competency mapping and the remaining 20% of the respondents don’t have
awareness about the competency mapping. The awareness can be created through various
programs which can be conducted by the organization.

CHART: 1

AWARENESS OF COMPETENCY MAPPING

55
TABLE: 2

RECOGNIZED COMPETENCY MODEL THROUGH VARIOUS MODES

NO OF NO OF
S.NO MODES RESPONDENTS RESPONDENTS (%)
1 Through colleague 5 5

56
2 Through Organization 90 90
3 Through Academics 5 5
4 Other Media - -
Total 100 100

INTERPRETATION:

The above table explains about the modes through which the employees know the
competency model. From the above table, it is clear that 5% of the employees know through
their colleagues, 90% of the employees know through the organization and the remaining 5% of
the employees know through the academics.

CHART: 2

RECOGNIZED COMPETENCY MODEL THROUGH VARIOUS MODES

57
TABLE: 3

NECESSITY OF COMPETENCY MAPPING IN PRESENT SCENARIO

NO OF NO OF

58
S.NO NECESSSITY RESPONDENTS RESPONDENTS (%)
1 Yes 93 93
2 No 7 7
Total 100 100

INTERPRETATION:

The above table explains about the respondents of necessity of competency

mapping in the present scenario. From the above table, it is clear that 93% of the employees say
that competency mapping is necessary for the organization and the remaining 7% of the
employees says that there is no necessary for having competency mapping in the organization.
At present, all the organization has realized the importance of competency mapping and worked
out that.

CHART: 3

NECESSITY OF COMPETENCY MAPPING IN PRESENT SCENARIO

59
TABLE: 4

ASSESSMENT OF COMPETENCY MAPPING IN THE PAST

NO OF NO OF
S.NO ASSESSMENT RESPONDENTS RESPONDENTS (%)
1 Yes 15 15

60
2 No 85 85
Total 100 100

INTERPRETATION:

The above table spells about the respondents of assessing competency mapping in
the past. From the above table it is clear that 15% of the respondents have assessed the
competency mapping in the past and the remaining 85% of the respondents didn’t assess the
competency mapping in the past. Now the organization has training the employees about the
ways through which they assess their competencies.

CHART: 4

ASSESSMENT OF COMPETENCY MAPPING IN THE PAST

61
TABLE: 5

TECHNIQUES USED FOR ASSESSING COMPETENCY MAPPING

S.NO TECHNIQUES NO OF NO OF

62
 RESPONDENTS RESPONDENTS (%)
1 During recruitment 9 9
2 Further development need 20 20
3 Succession planning & promotion 30 30
4 Organizational development 41 41
Total 100 100

INTERPRETATION:

The above table explains about the respondents using various techniques for
assessing the competency mapping. From the above table, it is clear that 9% of the employees
have assessed their competencies at the time of recruitment, 20% of the respondents have
assessed at the time of further development need, 30% of the respondents have assessed their
competency for succession planning & Promotion and the remaining 41% of the respondents
have assessed for the organizational development.

CHART: 5

TECHNIQUES USED FOR ASSESSING COMPETENCY MAPPING

63
TABLE: 6

MODEL FOR ASSESSING COMPETENCY

NO OF NO OF
S.NO MODEL RESPONDENTS RESPONDENTS (%)
1 Job-match model 15 15

64
2 Strategy based model 55 55
3 Strategy developmental model 15 15
4 Intellectual capital model 15 15
Total 100 100

INTERPRETATION:

The above table explains about the respondents using various models for
assessing the competency mapping. From the above table, it is clear that 15% of the employees
have assessed their competencies by Job-match model, 55% of the respondents have assessed
by the strategy based model, 15% of the respondents have assessed their competency by
strategy developmental model and the remaining 15% of the respondents have assessed by the
Intellectual capital model.

CHART: 6

65
MODEL FOR ASSESSING COMPETENCY

66
TABLE: 7

Do you think that the Training and Program will enhance your competencies?

S.NO TRAINING AND NO OF DEGREE RESPONDENCE

EVELOPMENT WILL RESPONDENTS LEVEL LEVEL
ENHANCE
OMPETENCIES
1 Strongly agree 15 2 30
2 Agree 50 1 50
3 Neutral - 0 0
4 Disagree 35 -1 -35
5 Strongly disagree - -2 0
Total 100 45

Using Likert’s scale,

The degree level = 45 / 100

= 0.45

INTERPRETATION:

The above table spells out the respondents of enhancing the competencies
through training and development program. From the statistical data, it is clear that most of the
respondents agreed that by providing training and development program, the employee will
enhance their competencies. The organization has to concentrate more on training and
development.

67
CHART: 7

ENHANCING COMPENTENCY THROUGH TRAINING AND DEVELOPMENT

PROGRAM

68
TABLE: 8

COMPETENCY MAPPING AS AN EFFECTIVE TOOL FOR SELECTION PROCESS

S.NO COMPETENCY NO OF DEGREE RESPONDENCE

MAPPING FOR RESPONDENTS LEVEL LEVEL
SELECTION PROCESS
1 Strongly agree 10 2 20
2 Agree 75 1 75
3 Neutral 15 0 0
4 Disagree - -1 0
5 Strongly disagree - -2 0
Total 100 95

Using Likert’s scale,

The degree level = 95 / 100

69
 = 0.95

INTERPRETATION:

The above table spells out the respondents using competency mapping as a
selection process tool. From the statistical data, it is clear that most of the respondents agreed
that for selection process, competency mapping will be used as an effective tool.

CHART: 8

COMPETENCY MAPPING AS AN EFFECTIVE TOOL FOR SELECTION

PROCESS

70
TABLE: 9

COMPETENCY MAP FOR PERFORMANCE APPRAISAL

71
S.NO COMPETENCY NO OF DEGREE RESPONDENCE
MAPPING FOR RESPONDENTS LEVEL LEVEL
PERFORMANCE
APPRAISAL
1 Strongly agree 5 2 10
2 Agree 65 1 65
3 Neutral 30 0 0
4 Disagree - -1 0
5 Strongly disagree - -2 0
Total 100 75

Using Likert’s scale,

The degree level = 75 / 100

= 0.75

INTERPRETATION:

The above table explains about the respondents using competency mapping for
performance appraisal. From the statistical data, it is clear that most of the respondents agreed
that for performance appraisal, competency mapping will be used as an effective tool.

CHART: 9

72
COMPETENCY MAP FOR PERFORMANCE APPRAISAL

73
TABLE: 10

COMPETENCY MAPPING IN DIFFERENT DEPARTMENT

S.NO COMPETENCY NO OF DEGREE RESPONDENCE

MAPPING IN RESPONDENTS LEVEL LEVEL
DIFFERENT
DEPARTMENT
1 Strongly agree - 2 0
2 Agree 80 1 80
3 Neutral 20 0 0
4 Disagree - -1 0
5 Strongly disagree - -2 0
Total 100 80

Using Likert’s scale,

The degree level = 80 / 100

= 0.80

INTERPRETATION:

The above table explains about the respondents are using competency mapping in
different department and in different position. From the statistical data, it is clear that most of
the respondents agreed that they are using the competency mapping in different department and
in different position in their organization.

74
CHART: 10

COMPETENCY MAPPING IN DIFFERENT DEPARTMENT

75
TABLE: 11

COMPETENCY ASSESSMENT INSTRUMENT

S.NO COMPETENCY NO OF DEGREE RESPONDENCE

ASSESSMENT RESPONDENTS LEVEL LEVEL
INSTRUMENT
1 Strongly agree 80 2 160
2 Agree 20 1 20
3 Neutral - 0 0
4 Disagree - -1 0
5 Strongly disagree - -2 0
Total 100 180

76
Using Likert’s scale,

The degree level = 180 / 100

= 1.80

INTERPRETATION:

The above table explains about the respondents are using competency assessment
instrument. From the above statistical data, it is clear that most of the respondents strongly
agreed that they are using the competency assessment instrument for assessing the
competencies.

CHART: 11

COMPETENCY ASSESSMENT INSTRUMENT

77
78
TABLE: 12

WAYS TO ACCESS COMPETENCY

S.NO WAYS TO ACCESS NO OF NO OF

COMPETENCY RESPONDENTS RESPONDENTS (%)
1 Personal interview 45 45
2 Written test 30 30
3 Group discussion 20 20
4 Psychometric test 5 5
Total 100 100

INTERPRETATION:

The above table clearly explains the respondents of using various ways for
assessing their competencies. From the above table, it is clear that 45% of the respondents have
used personal interview as an assessment tool, 30% of the respondents have used written test as
an assessment tool, 20% of the respondents have used group discussion as an assessment tool
and the remaining 5% of the respondents have used Psychometric test as an assessment tool.

79
CHART: 12

WAYS TO ACCESS COMPETENCY

80
TABLE: 13

METHODS TO ACCESS COMPETENCY

S.NO METHODS TO ACCESS NO OF NO OF

COMPETENCY RESPONDENTS RESPONDENTS (%)
1 Assignments 25 25
2 Projects 55 55
3 Special responsibilities 20 20
4 Issues - -
5 Events 5 5
Total 100 100

81
INTERPRETATION:

The above table clearly explains the respondents of using various methods for
assessing their competencies in an organization. From the above table, it is clear that 25% of the
respondents have used assignments as an assessment tool, 55% of the respondents have used
projects as an assessment tool, 20% of the respondents have used special responsibilities as an
assessment tool and the remaining 5% of the respondents have used special events as an
assessment tool.

CHART: 13

METHODS TO ACCESS COMPETENCY

82
83
TABLE: 14

DEFINING ROLES & RESPONSIBILITIES

S.NO DEFINING ROLES & NO OF DEGREE RESPONDENCE

RESPONSIBILITIES RESPONDENTS LEVEL LEVEL
1 Strongly agree 7 2 14
2 Agree 93 1 93
3 Neutral - 0 0
4 Disagree - -1 0
5 Strongly disagree - -2 0
Total 100 107

Using Likert’s scale,

The degree level = 107 / 100

= 1.07

INTERPRETATION:

The above table explains about the respondents have got their respective roles &
responsibilities from the organization. From the above statistical data, it is clear that most of the
respondents agreed that they have got their responsibilities and their respective roles from the
organization. The HR Manager clearly defines the roles & responsibilities of the employees in
Indo Shell Mould Private Limited.

84
CHART: 14

DEFINING ROLES & RESPONSIBILITIES

85
TABLE: 15

POTENTIAL EMPLOYEE EXCEL BECAUSE OF SPECIFIC SKILL

S.NO EXCEL BECAUSE OF NO OF DEGREE RESPONDENCE

SPECIFIC SKILL RESPONDENTS LEVEL LEVEL
1 Strongly agree 25 2 50
2 Agree 70 1 70
3 Neutral 5 0 0
4 Disagree - -1 0
5 Strongly disagree - -2 0
Total 100 120

Using Likert’s scale,

The degree level = 120 / 100

86
 = 1.20

INTERPRETATION:

The above table explains about the respondents excel because of possessing
specific skills in them. From the above statistical data, it is clear that most of the respondents
agreed that they are excelling because of having some specific skill in them.

CHART: 15

POTENTIAL EMPLOYEE EXCEL BECAUSE OF SPECIFIC SKILL

87
TABLE: 16

NECESSITY OF SEPARATE BLOCK TO WORK

S.NO NECESSITY OF NO OF DEGREE RSPONDENCE

88
 SEPARATE BLOCK TO RESPONDENTS LEVEL LEVEL
WORK
1 Strongly agree - 2 0
2 Agree 85 1 85
3 Neutral 15 0 0
4 Disagree - -1 0
5 Strongly disagree - -2 0
Total 100 85

Using Likert scale,

The degree level = 85 / 100

= 0.85

INTERPRETATION:

The above table explains about the respondents need a separate block to work and
to showcase their talents. From the above statistical data, it is clear that most of the respondents
agreed that they are requiring the isolated block to work and prove them as a talented
personality.

89
CHART: 16

NECESSITY OF SEPARATE BLOCK TO WORK

90
TABLE: 17

PROBLEMS IN IMPLEMENTING COMPETENCY MAPPING

S.NO PROBLEMS IN IMPLEMENTING NO OF NO OF

COMPETENCY MAPPING RESPONDENTS RESPONDENTS (%)
1 Yes 55 55
2 No 45 45
Total 100 100

INTERPRETATION:

The above table spells about the respondents having problems in

implementation of the competency mapping in an organization. From the above table it is clear
that 55% of the respondents are having the problems during the implementation of competency
mapping and the remaining 45% of the respondents didn’t have the problems during the
implementation of the competency mapping in an organization. Before implementing the
competency model in their organization, they can explain to their employees by conducting
meeting.

91
CHART: 17

PROBLEMS IN IMPLEMENTING COMPETENCY MAPPING

92
TABLE: 18

MOTIVATION AND SUPPORT FROM ORGANIZATION

S.NO MOTIVATION AND NO OF DEGREE RESPONDENCE

SUPPORT FROM RESPONDENTS LEVEL LEVEL
ORGANIZATION
1 Strongly agree 20 2 40
2 Agree 70 1 70
3 Neutral 10 0 0
4 Disagree - -1 0
5 Strongly disagree - -2 0
Total 100 110

Using Likert’s scale,

The degree level = 110 / 100

= 1.10

93
INTERPRETATION:

The above table explains about the respondents got the motivation and
support from the organization. From the above statistical data, it is clear that most of the
respondents agreed that they are requiring the motivation and support from the organization to
exhibit their talents. The organization has to continuously provide the motivation and support to
the employees.

CHART: 18

MOTIVATION AND SUPPORT FROM ORGANIZATION

94
TABLE: 19

TRAINING AT FREE OF COST

S.NO TRAINING AT FREE NO OF DEGREE RESPONDENCE

OF COST RESPONDENTS LEVEL LEVEL
1 Strongly agree 10 2 20
2 Agree 80 1 80
3 Neutral 10 0 0
4 Disagree - -1 0
5 Strongly disagree - -2 0
Total 100 100

Using Likert’s scale,

The degree level = 100 / 100

= 1.00

INTERPRETATION:

95
 The above table explains about the respondents got the training at a free of
cost from the organization. From the above statistical data, it is clear that most of the
respondents agreed that they have got the training from the organization at a free of cost.

CHART: 19

TRAINING AT FREE OF COST

96
TABLE: 20

TRAINING PROGRAM INCREASES PRODUCTIVITY

S.NO TRAINING PROGRAM NO OF DEGREE RESPONDENCE

INCREASES RESPONDENTS LEVEL LEVEL
PRODUCTIVITY
1 Strongly agree 10 2 20
2 Agree 70 1 70
3 Neutral 20 0 0
4 Disagree - -1 0
5 Strongly disagree - -2 0
Total 100 90

Using Likert’s scale,

The degree level = 90 / 100

= 0.90

INTERPRETATION:

97
 The above table spells out the respondents increases their productivity
because of the training provided by the organization. From the above statistical data, it is clear
that most of the respondents agreed that they have increased the productivity of the
organization by the proper training.

CHART: 20

TRAINING PROGRAM INCREASES PRODUCTIVITY

98
TABLE: 21

SATISFACTION LEVEL REGARDING TRAINING PROGRAM

S.NO SATISFACTION LEVEL NO OF DEGREE RESPONDENCE

REGARDING TRAINING RESPONDENTS LEVEL LEVEL
PROGRAM
1 Highly satisfied 25 2 50
2 Satisfied 75 1 75
3 Neutral - 0 0
4 Dissatisfied - -1 0
c5 Highly dissatisfied - -2 0
Total 100 125

Using Likert’s scale,

The degree level = 125 / 100

= 1.25

INTERPRETATION:

99
 The above table spells out the respondent’s satisfaction level regarding the
training provided by the organization. From the above statistical data, it is clear that most of the
respondents agreed that they have more satisfaction regarding the training program provided by
the organization.

CHART: 21

SATISFACTION LEVEL REGARDING TRAINING PROGRAM

100
TABLE: 22

IMPROVEMENT IN PERFORMANCE LEVEL BECAUSE OF TRAINING PROGRAM

S.NO IMPROVEMENT IN NO OF DEGREE RESPONDENCE

PERFORMANCE LEVEL RESPONDENTS LEVEL LEVEL
1 Strongly agree 10 2 20
2 Agree 35 1 35
3 Neutral 10 0 0
4 Disagree 25 -1 -25
5 Strongly disagree 20 -2 -40
Total 100 -10

Using Likert’s scale,

The degree level = -10 / 100

= -0.01

INTERPRETATION:

The above table spells out the respondent’s level of improvement in the
performance due to the training provided by the organization. From the above statistical data, it

101
is clear that most of the respondents disagreed that they have showed in their performance
level but not due to the training provided by the organization. The organization should
concentrate more on training and development program.

CHART: 22

IMPROVEMENT IN PERFORMANCE LEVEL BECAUSE OF TRAINING PROGRAM

102
103
 Chapter 5
Findings & Suggestion

FINDINGS

∗ 80% of the employees in Indo Shell Mould Limited have the awareness about the
concept of Competency mapping. Because they have this concept in their organization.

∗ Respondents are known about the competency mapping through their organization only.
Some of the respondents are known through their colleagues and academics.

∗ 93% of the employees said that the Competency mapping is very important in this
present scenario.

∗ Before the employees joined this organization, a 15% of the respondents only assessed
their competencies in the past.

∗ But the remaining respondents have assessed their competencies only after they have
joined the Indo Shell Mould limited.

∗ Respondents have assessed their competencies mostly for their organizational

development. Only few have assessed their competency for succession planning &
promotion.

∗ 55% of the respondents have used the strategy based model to assess their competencies.
Meager amount of respondents have assessed their competencies by job-match model.

∗ 50% of the respondents have agreed that the training and program provided by the
organization will definitely enhance their competencies.

104
∗ 75% of the employees have agreed that their organization is using the Competency
Mapping as a tool for selection process.

∗ And also the majority 65% of the employees agreed that their organization is utilizing the
competency mapping as a tool for performance appraisal.

∗ 80% of the employees agreed that their organization is providing competency mapping
for different department and for different positions.

∗ There are various for assessing the competencies but majority of the respondents used
personal interview as a way for assessing their competencies. Only a few employees used
psychometric test as a way assessing their competencies.

∗ Similarly there are various methods used by the organization for assessing the
employee’s competencies. The best method used by the organization is by providing projects
to the employees.

∗ Every employee in the organization got their respective roles & responsibilities from
their HR manager. It is also agreed by majority of the employees.

∗ Motivation and support are regularly provided to the employees by the HR manager and
the top authority.

∗ Due to the training program provided by the organization, the organization’s productivity
has also increased. It is also provided at a free of cost.

∗ Most of the respondents agreed that the performance level was improved because of the
training program organized by the organization.

Response given by the HR Manager:

105
∗ Indo Shell Mould limited’s organizational structure is knowledge base with funneling
method.

∗ HR department organized the staff and workers meeting to set the goals.

∗ Annual performance appraisal is assessed by the superiors through the prescribed format.

∗ The different programs organized by the organization are LCA (Low Cost
Automization), Kaizen philosophy and TPM.

∗ The biggest achievement of the HR manager is wages and bonus settlement to the
employees and providing sufficient manpower to the production.

∗ The projects that are carried out for their development are Quality circle, model machine
concept.

∗ The training programs conducted by the HR department are: 5S awareness, Kaizen

method, Model machine concept, Why-Why analysis, Presentation skills and TS 16949
awareness.

SUGGESTIONS

∗ The organization should create awareness about the Competency mapping and their uses
among the employees through various programs.

106
∗ The organization should enhance the employee’s competencies through various training
and development programs.

∗ The HR manager can take the initial steps to teach about the range of methods for
assessing the employee’s competencies.

∗ After finding their skills, they can provide the initiatives to the employees to excel as a
potential employee with specific skill. And also they can enhance the multiple skills among
the employees.

∗ The organization should provide a separate cabin for each employee to excel their talents
so that the employee also feels independence in their work.

∗ By giving a proper communication, the organization can avoid the problems while
implementing the competency mapping.

107
 Chapter 5
Conclusion

108
 CONCLUSION

Competency mapping and assessment provides clear indication of

employee developmental needs. Candidate weakness with respect to the required
competencies discovered in the assessments shows opportunity for development for the
candidate.

Indo Shell Mould Limited also benefited out of the Competency mapping.
For that, the HR manager Mr.M.Ramakrishnan has also taken many initiatives for the
welfare of both the employees and the organization. This organization has used the
competency mapping for various purposes like selection process, performance appraisal,
succession planning & promotion etc. There is no doubt that if the organization has
used the competency mapping, they will definitely get the success.

At present scenario, Competency mapping is essential for every

organization. Only thing that if the organization used it effectively means, they will
definitely get benefit. The employee’s competencies can be enhanced through
conducting various training and development program, assigning projects, to involve all
the employees in decision-making process etc.

109
110
 Bibliography
BIBLIOGRAPHY

BOOKS:

∗ Training and Development - V.V.Reddy

∗ Human Resource Management - Dr. Nagarajan

∗ Creativity in Training - Sumati Reddy

∗ Human Resource Management - L.M.Prasad

NEWSPAPER:

∗ Business Line

MAGAZINES:

∗ HR review

∗ Business world

∗ Environmental Management

∗ Business Today

WEBSITES:

∗ www.wisegeek.com

∗ www.tvrls.com

111
∗ www.citehr.com

∗ www.lukew.com

∗ www.sunrise.net.in

∗ www.careertrainer.com

∗ www.e-hresources.com

∗ www.hinduonnet.com

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 Annexure
EMPLOYEE RELATED QUESTION

Good morning /evening, Sir\Madam. I am T.MANIVEL doing my MBA at

ICFAI National College, Pollachi. As a part of the partial fulfillment for the MBA
course, I am undertaking a project titled “A STUDY ON COMPETENCY MAPPING
FOR THE EMPLOYEES IN INDOSHELL CAST PRIVATE LIMITED”. I would
be happy if you spend some time in answering the following questions. This study is
purely for academic purpose only. The answers would be kept confidential.

QUESTIONNAIRE

Name :

Qualification :

Designation :

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1. Are you aware of competency mapping?

a. Yes b. No

2. How do you know about the competency mapping?

a. Through colleague b. Through organization c. Through academics d.

other media

3. Do you think that the competency mapping is necessary in this present scenario?

a. Yes b. No

4. Have you accessed your competency in the past?

a. Yes b. No

5. When will you access your competency?

a) During recruitment b) Further development need

c) succession planning & promotion d) organizational development

6. By which model, you will access your competency.

a. Job-match model b. strategy based model

c. strategy development model d. Intellectual capital model

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7. Do you think that the training and development program will enhance your
competencies?

a. Strongly agree b. agree c. Disagree d. strongly disagree e.

neutral

8. Competency mapping act as an effective tool for selection process.

a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral

9. Your organization uses employee competency map for performance appraisal.

a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral

10. You have competency model for different department and for different positions

in your organization.

a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral

11. You have competency assessment instrument in your organization.

a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral

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12. In what way do you feel better to assess your competency?

a. Personal interview b. Written test c. Group discussion d. Psychometric

test

13. To access your competency, which of the following method is assigned by your
organization?

a. Assignments b. Projects c. Special responsibilities d. Issues e. events

14. Your roles & responsibilities have been clearly defined to you

a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral

15. To excel as a potential employee, would you possess a specific skill?

a. Strongly agree b. Agree c. Neutral d. Strongly disagree e. Disagree

16. Do you want an isolated room to work in an organization?

a. Strongly agree b. Agree c. Neutral d. disagree e. strongly disagree

17. Have you ever faced the problem while implementing the competency mapping in
your organization?

a. Yes b. No

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18. You are continuously motivated and supported by your organization.

a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral

19. The training provided by your organization is free of cost?

a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral

20. The training program increases your productivity.

a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree

21. You satisfaction level with the training program given by your organization.

a. Highly satisfied b. Satisfied c. Neutral d. Dissatisfied e. Highly

dissatisfied

22. There is an improvement in your performance because of the training program

given by your organization.

a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree

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 Thank You

FOR HR MANAGER

Good morning /evening, Sir\Madam. I am T.MANIVEL doing my MBA at

ICFAI National College, Pollachi. As a part of the partial fulfillment for the MBA
course, I am undertaking a project titled “A STUDY ON COMPETENCY MAPPING
FOR THE EMPLOYEES IN INDOSHELL CAST PRIVATE LIMITED”. I would
be happy if you spend some time in answering the following questions. This study is
purely for academic purpose only. The answers would be kept confidential.

QUESTIONNAIRE

NAME :

AGE :

DESIGNATION :

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1. What is your responsibility?

2. What is your organizational structure?

3. Will you explain management system in your organization?

4. How does goals are set and communicated in your organization?

5. How does goals and objectives communicated and deployed in your organization?

6. How is the employee appraisal carried out in your organization?

7. What are the typical issues that you face in the course of your work?

8. What are the different programs that you had organized/ participated in your
organization?

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9. Have you carried out some improvement projects in your organization?

10. What are your biggest achievements?

11. Did you have any problems within the team member?

12. What was the challenge in it?

13. Have you followed competency mapping in your organization?

14. How did you assess the individual competencies?

15. What are all the training programs you are conducted for your employees?

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 Thank You

REVIEW OF LITERATURE

Mr. Milind Kotwal had already studied the competency mapping under the
title “Model and method for Competency Mapping and Assessment”. As per their
objective, Competency mapping helps to develop objective system for recruitments,
Promotions, training & development, and performance diagnostics. And also they are
offering consultancy services in the following areas: organizational diagnostic studies,
corporate and strategic planning, performance management and performance appraisal,
competency mapping and assessment, customer satisfaction studies. They have studied
the competency mapping in relation with job description.

For Competency mapping and Assessment, Milind Kotwal’s study had

taken job description, job factors, and organization culture. But this study is studied
under the title” A study on Competency mapping for the employees in Indoshell Cast
Private Limited”. Large organizations frequently employ some form of competency
mapping to understand how to most effectively employ the competencies of strengths of
workers. They may also use competency mapping to analyze the combination of
strengths in different workers to produce the most effective teams and the highest quality
work.

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 I have interviewed HR manager and employees of Indoshell cast private
limited for this study. Here the study will analyze about how the competency mapping is
useful for assessing individual and providing performance appraisal.

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