A STUDY ON

TRAINING NEED IDENTIFICATION BASED ON

COMPETENCY MAPPING
With reference to
NAGARJUNA FERTILIZERS AND CHEMICALS LIMITED, KAKINADA
A project report Submitted in Partial Fulfillment of
The Requirement for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

OF
ANDHRA UNIVERSITY
SUBMITTED By
M.SRIDEVI
(H.T.No.20854100028)
UNDER THE GUIDANCE OF
SMT.K.LALITHA BHAVANI, M. HRM.,
FACULTY IN MANAGEMENT STUDIES

DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION

ADITYA INSTITUTE OF P.G STUDIES
Aditya Nagar, ADB Road, SURAMPALEM-533437
2008-10

ADITYA INSTITUTE OF P.G.STUDIES

DEPARTMENT OF BUSINESS MANAGEMENT
(Affiliated To Andhra University)
Aditya Nagar, ADB Road, SURAMPALEM-533437, E.G.Dst.
Phones: (08852)252243,252250, cell:9866576662

CERTIFICATE

This

is

to

certify

that

the

project

entitled

TRAINING

NEED

IDENTIFICATION BASED ON COMPETENCY MAPPING at Nagarjuna

Fertilizers and Chemicals Ltd., is the bonafide work done by M SRIDEVI with
Regd.no:2085410028 during the period 2008-10 in partial fulfillment of the
requirement for the award of the Degree of MASTER OF BUSINESS
ADMINISTRATION

in Aditya institute of P.G studies affiliated to Andhra

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

supervision.

Project Guide
Smt.K.Lalitha Bhavani,

Head of the dept.

Mr. J.Nagendra Kumar

DECLARATION OF THE STUDENT

I hereby declare that the project entitled TRAINING NEED IDENTIFICATION

BASED ON COMPETENCY MAPPING at NAGARJUNA FERTILIZERS
AND CHEMICALS LTD., submitted for the degree of Master of Business
Administration is my original work and the dissertation has not formed the basis for
the award of any degree, diploma, associate ship, fellowship (or) similar other titles. It
has not been submitted to any other University or Institution for the award of M.B.A.

Place : KAKINADA
(SRIDEVI.M)
Date

: 29th July, 2009.

20854100028

Regd.No:

ACKNOWLEDGEMENT

I take this opportunity to express my deep sense of gratitude & indebtedness to

Smt. K. LALITHA BHAVANI faculty in management studies, ADITYA P.G.
STUDIES, KAKINADA for her cooperation extended to me in the preparation of this
project work.
Mainly I am very much thankful to Mr. J.Nagendra Kumar, M.B.A, Head of
the department of management studies. I am also thankful to all other members of the
staff for their kind cooperation in this behalf.
I gracefully acknowledge my sincere thanks to management of NAGARJUNA
FERTILIZERS

AND

CHEMICALS

LTD,

Kakinada,

especially

to

Mr.

T.V.SATYANARAYANA, DGM (P&A) and Mr. E.V.A.T.Babu, Head (Training)

for permitting me to undertake this study in this company.
I acknowledge my hearty thanks to Mr. P. RamaRao, Sr.Manager (Training)
and Mr. S. Anwar Basha, Sr. Manager (Personnel), who have given their full cooperation in providing information.
This project could not have been produced without the help and co-operation of
many people with whom I came in contact with during the period of my training. I
would like to thank them all.

(SRIDE
VI.M)

CONTENTS
CHAPTER I

Page no

INTRODUCTION
SIGNIFICANCE OF THE STUDY
OBJECTIVES OF THE STUDY
METHODOLOGY
LIMITATIONS
A REVIEW ON HRM

CHAPTER II
INDUSTRY PROFILE OF FERTILIZERS INDUSTRY

CHAPTER III
PROFILE OF THE NAGARJUNA FERTILIZERS AND

CHEMICALS LIMITED

CHAPTER IV
THEORETICAL FRAMEWORK

CHAPTER V

COMPETENCY MAPPING AT NFCL

CHAPTER VI

FINDINGS

SUGGESTIONS

CONCLUSION

QUESTIONNAIRE
BIBLIOGRAPHY

INTRODUCTION
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, placement and TRAINING NEEDS IDENTIFICATION.
Competencies include the collection of success factors necessary for achieving
important results in a specific job or work role in a particular organization. Success
factors are combinations of knowledge, skills, and attributes (more historically called
KSAs) that are described in terms of specific behaviors, and are demonstrated by
superior performers in those jobs or work roles. Attributes include: personal
characteristics, traits, motives, values or ways of thinking that impact an individuals
behavior.

APPLICATIONS OF COMPETENCY MAPPING:

Competency mapping is a very important development for HR function. It
provides much needed objectivity to HR activities. With the help of tool like
competency mapping, assessment 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.

A competency map is a list of an individuals competencies that represent the

factors most critical to success in given jobs, departments, organizations, or industries
that are part of the individuals current career plan.

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
These applications are explained below:

1. CANDIDATE APPRAISAL FOR RECRUITMENT:

Selection of candidates for employment is very important decisions for

any organization. A wrong selection costs the organization in terms of recruitment

costs, efforts, time and opportunity. Whereas landing into unsuitable job is very
painful and 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 candidates for the required competencies gives
comparatively reliable indication about suitability of the candidate. The assessment also
provides guidelines on the training needs for the candidate if selected for the position.
Normally only core competencies are assessed for selection.

COMPETENCY BASED RECRUITMENT:

Competency based interviews reduce the risk of making a costly hiring mistake
and increase the likelihood of identifying and selecting the right person for the right job

2. EMPLOYEE POTENTIAL APPRAISAL FOR PROMOTION OR

FUNCTIONAL SHIFT:
Every job position requires different sets of competency and hence an
excellent performer in junior position may not necessarily perform to the expectations
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 successful
person in to one department may turn out to be unsatisfactory in another department
and also a not so competent person in one department and also a not so competent
person in one department may give excellent results in other department. Hence
department shifts and promotions need careful assessment of the competencies of the
person with respect to the required competencies

COMPETENCY BASED PAY:

Provide an incentive for employees to grow and enhance their capabilities.

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 assessment shows opportunity for development of the
candidate. Employee competency assessment can be conducted periodically,
preferably along with performance appraisal, to identify developmental needs of
every employee.

COMPETENCY BASED TRAINING

Competency based appraisal process leading to effective identification of
training needs.
Opportunity to identify/ develop specific training programs - Focused training
investment.
Focused Training enabling improvement in specific technical and managerial
competencies
As competency based training need identification has direct relation with the
employee performance, effectiveness of training can directly be gauged through the
assessment of performance and competencies. Generally core competencies are used for

training need identification.

4. EMPLOYEE PERFORMANCE DIAGNOSTICS:

Competency based assessment provides excellent understanding of performance
problems. Observed 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.
Employee those are not able to perform to the expectations should be assessed for core
as well as support competencies and any observed inadequacy should be carefully
studied to understand its effect before taking any remedial measures.

COMPETENCY BASED PERFORMANCE APPRAISAL

Competencies Enable
Establishment of clear high performance standards.

Collection and proper analysis of factual data against the set standards.

Conduct of objective feedback meetings.

Direction with regard to specific areas of improvement

5. EMPLOYEE SELF DEVELOPMENT INITIATIVES:

The competency map and behavioral indicators help individual to understand
direction for their own development. They can very easily identify the gaps and work
on the inadequacies.

COMPETENCY BASED DEVELOPMENT:

Contribute to the understanding of what development really mean,

giving the individual the tools to take responsibility for their own
development.

Give the line managers a tool to empower them to develop people

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

SIGNIFICANCE OF STUDY
In the modern competitive world, we as business managers are required to
improve the efficiency and effectiveness of our 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. We require bringing every factor in
synchronization with other factors. TQM, TPM, BPR and other similar initiatives
provide direction to improvement in business operations. To improve synchronization
between different elements of business is an important approach to improve
effectiveness and efficiency of the operations.
The basic elements are:

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. Material
3. Technical manpower
4. Managerial manpower
These elements should be in synch with each other for effective operations.
Mismatch between any of the two elements give rise to wastage of time, money and
efforts, leading to loss of effectiveness and efficiency.
Manpower, technical and managerial, is the most important resource of any
organization. This is the most important resource of any organization.
Research conducted by industrial psychologists have found that effectiveness of
a person to carry out a job depends not only single or isolated factors but on set of
many different factors. Such set of factors that help the possessor to be effective in a
particular job is termed as competency for that particular job.
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.

KEY POINTS IN COMPETENCY MAPPING PROCESS:

COMPETENCY:
A person- related concept that refers to the dimensions of behaviors lying
behind competent performer.

COMPETENCE:
A work related concept that refers to areas of work at which the person is
competent.

COMPETENCIES:
Often referred as the combination of the above two.

COMPETENCY MAPPING:
Competency mapping is a process of identifying key competencies for
particular positions in an organization, and then using it for job evaluation,
recruitment, training and development, performance management, succession
planning, etc.
Competencies include the collection of success factors necessary for achieving
important results in a specific job or work role in a particular organization. Success
factors are combinations of knowledge, skills, and attributes (more historically called
KSAs) that are described in terms of specific behaviors, and are demonstrated by
superior performers in those jobs or work roles. Attributes include: personal
characteristics, traits, motives, values or ways of thinking that impact an individuals
behavior.
Competencies in organizations tend to fall into four broad categories:

GENERIC COMPETENCIES:

Competencies which are considered essential for all employees regardless of

their function or level. - Communication, initiative, listening etc.

MANAGERIAL COMPETENCIES:
Competencies which are considered essential for employees with managerial or
supervisory responsibility in any functional area including directors and senior
posts.

TECHNICAL / FUNCTIONAL:

Specific competencies which are considered essential to perform any job in

the organization within a defined technical or functional area of work.

e.g.: Finance, environmental management, etc

PERSONAL FUNCTIONING COMPETENCIES:

These competencies include broad success factors not tied to a specific work
function or industry (often focusing on leadership or emotional intelligence behaviors).

GENERIC COMPETENCIES (COMMON TO ALL MANAGERS)

S.NO

COMPETENCY

DESCRIPTION
Written, verbal, Presentation, Listening, Negotiation, Non-

1.

Communication

verbal, Body Language, Listening to the unsaid, with holding

giving concepts, concerns in communication, Put forth own
proposal / point of view so that it do not gets turned down.

2.
3.

Analytical Ability
Decision Making
Creative Thinking

Ability to take good decision considering the alternatives.

Out of the box thinking/ability to challenge/ appreciate status

4.
(Not Innovation)
Customer focus
5.
6.

Ability to analyze the situation in the context of business.

quo being challenged

Focus on internal as well as external customers with a view to
meet their changing expectations (By setting benchmarks).

Emotional
More team work not being a passenger, dependable, interIntelligence
personal skills through self-awareness of strengths/weakness,
awareness of environment, social circles, impulse control and

Achievement
7.

Assertiveness, Self-motivated
(Applied Learning)
Conceptual Ability

8.

perseverance.
Motivation
Sets his own benchmark, Self-driven,

Ability to think abstractly as an aid for formulation of strategy.

(for strategic
thinking)

9.

Cost consciousness, understanding P&L /payback etc., Keeping

Business Literacy
holistic business picture in mind.
Systems orientation

10.

systems & Operative systems/ ability to take corrective action

Planning

11.

Appreciation of Quality systems/GMP/ISO, Management

rather than disposition

Business planning and planning of all the resources.

OBJECTIVES OF THE STUDY

The objective of the study was to know the competency level of the employees
working in NFCL and also to know that the training needs identification process by
using the competency mapping process.

To know the process of competency mapping and its effectiveness.

To know the training need identification process through competency mapping.
To know the competencies of individuals at NFCL Kakinada plant.
To know the competencies of departments at NFCL Kakinada plant.
To know the development of the employees in the organization.

METHODOLOGY
METHODS OF DATA COLLECTION
The methods of data collection during the project period were :
1. Primary data
2. Secondary data

PRIMARY DATA
The primary data was collected through the direct interaction with employee
and officers in the organization by having a direct interaction with them.

SECONDARY DATA
The secondary data was collected through the references given through
company records, employee attendance record, and company journal and also through
other reference material.
Competency analysis begins with identification of the workforce competencies
required to perform the organizational business activities. Once the competencies are
identified, a mapping between the targeted vs. actual value of competencies is required
to measure, analyze and predict the future capability of competencies and take
necessary corrective/preventive action to either enhance or maintain the current
capability.
Identifying the tasks, skills, knowledge and attitude required to perform various
organizational roles can be used in formulating job description, assessing employees

current level of competency, and activities like planning career development and
coordinating competency development.
A set of definitions of all the tasks required for a particular role and skills and
knowledge required to perform those tasks is termed as job dictionary. The requisite
competencies for all the roles within a particular workgroup are called job family.
Refer to Figure for a detailed description of the methodology on competency analysis
practices:

LIMITATIONS OF THE STUDY

The major limitation of the project under study was time 8 weeks it has to be
completed in a very short period of time, which was not sufficient to under take
a comprehensive study
Some information is not available due to the confidential matters.
The study is confined only to NFCL, one of the major Nitrogenous fertilizers
production units in south India. So due to heavy work schedule of the
employees they couldnt spare much of their time. To be in many cases,
company could not provide detailed information & formats due to various
limitations.

REVIEW ON HRM
Any organization that is interested in improving its services and its
effectiveness in other ways like cost reduction, reduction in delays , increased
customer satisfaction, improved quality , promptness of services . Every company
needs to develop its employees competencies to perform the tasks required to bring
about such improvements.
Thus HRD is needed by every organization that is interested in:

Stabilizing itself

Growing

Diversification

Renewing it to become more effective

Improving its systems and services

Change and becoming more dynamic

Playing leadership role

Therefore HRM should be a continuous process in the organizations. The nature

of efforts and investments put into develop human resources may vary from
organization to organization depending on its need , nature size etc. this also may vary
from time to time in the same organization depending on the nature of change the
organization is going through or the capabilities the organization wants to build within.

HRD has become a movement in the in the country. Ten years ago hardly any
organization had HRD department or talked about. Today it is difficult to find
organizations that employee large number of people that do not talk about the HRD.
Several of them have HRD department or the HRD managers
Today most organizations talk in terms of HRD climate, performance Appraisal
potential development, performance counseling, and Career development. Thus HRD
has come to stay and become an important dimension of the modern management
language as well as technology. In spite of its popularization of the HRD in the last few
years success experience is limited to a few organizations and many others are yet to
translate their goodwill into action. Organizations in the small- scale sector have not
thought about it.

KEY AREAS OF HUMAN RESOURCES MANAGEMENT

UNION/LABOUR
RELATIONS

EMPLOYEE
ASSISTANCE

COMPENSATION /
BENEFITS

TRAINING &
DEVELOPMENT

ORGANIZATION
DEVELOPMENT

HUMAN
RESOURCES
AREAS

SELECTION
AND STAFFING

ORGANIZATION
/JOB DESIGN

HUMAN RESOURCES
PLANNING

(Industry profile of fertilizer Industry)

INDUSTRY PROFILE
India has been predominantly considered as an agricultural dependent economy.
Agriculture plays a very dominant role as more than one-fourth of our GDP come from
this sector. Nearly 70% of population depends on the agriculture for their lively-hood.
The basic need for an agricultural dependant economy is fertilizers and urea is one of
the main fertilizers. India is the second largest manufacturing country in the world.
All fertilizers consist of three main ingredients.
Nitrogen(N) -- which promotes general plant growth
Phosphorous(P) -- which promotes flowering
Potassium (K) which promotes strong roots.

The ingredients are mixed in various combinations because plants have

different needs.

The combinations are indicated by a three number code:

The first number is the percent of nitrogen (N)
The second number is the percent of phosphorus (P)
The third number is the percent of potassium (K)

ABOUT FERTILIZER:
Fertilizer is simply, plant food. Just like the human body needs vitamins and
minerals, plants need nutrients in order to grow. Plants need large amounts of three
nutrients nitrogen, phosphorus, and potassium. These are commonly referred to as

macronutrients. Fertilizer makers take those three nutrients from nature and put them
into soluble forms that plants can easily use.
There are a number of other nutrients plants need in small amounts. These are
referred to as the minor nutrients, or micronutrients. These many nutrients are typically
produced separately, but end up being mixed together in varying amounts to match the
needs of a particular crop. The analysis found on each bag or bulk shipment of
fertilizer tells the farmer or consumer the amount of nutrients being supplied. States
have a system of laws and regulations that ensure the fertilizer is properly labeled and
delivers the amount for nutrients stated on the bag.
Our world would be vastly different without commercial fertilizers. Following
World War II, new technologies allowed for the rapid expansion of fertilizer
production.

Coupled with growing food demand and the development of higher-

yielding crop varieties, fertilizer helped fuel the Green Revolution.

Today, the

abundance of food we enjoy is just one way fertilizers help enrich the world around us.
While fertilizers provide many important benefits that are necessary for our way
of life, the improper use of fertilizers can harm our environment. Weve used the most
recent developments in science to study our products and make sure safety comes first.

FERTILIZER:
Fuel for growing plants just like humans and animals, plants need adequate
water, sufficient food, and protection from diseases and pests to be healthy.
Commercially produced fertilizers give growing plants the nutrients they crave in the
form they can most readily absorb and use: nitrogen (N), available phosphate (P) and
soluble potash (K), Elements needed in smaller amounts, or micronutrients, include
iron (Fe), zinc (Zn), copper (Cu) and boron (B).

Each crop year, certain amounts of these nutrients are depleted and must be
returned to the soil to maintain fertility and ensure continued, healthy future crops.
Scientists project that the earths soil contains less than 20 percent of the organic plant
nutrients needed to meet our current food production needs. Therefore, through the
scientific application of manufactured fertilizers, farmers are meeting the challenge of
the future, today.
Another component of plant DNA is phosphate, which helps plants to use water
efficiently. It also helps to promote root growth and improves the quality of grain and
accelerates its ripening. And potassium, commonly called potash, is important because
it is necessary for photosynthesis, which is the production, transportation and
accumulation of sugars in the plant. Potash makes plants hardy and helps them to
withstand the stress of drought and fight off disease.

FERTILIZER TYPES:
Because every crop is different and the soils and weather conditions crops are
grown in vary dramatically around the world, commercial fertilizers, which are
manufactured from natural sources, come in many formulations.
Combining air with hydrogen using natural gas as the feedstock makes
ammonia, the building block for nitrogen fertilizers. Ammoniated phosphates, which
include mono ammonium phosphate (MAP) and ammonium phosphate (DAP), are
made by reacting ammonia with phosphoric acid.

Muriate of potash, also called

potassium chloride, is made from mine ores that have been processed to remove
naturally occurring salts.
Ammonium nitrate is a solid fertilizer containing approximately 34 percent
nitrogen that is water soluble and used in various fertilizer solutions. Aqua ammonia is
another nitrogen-based fertilizer made by combining ammonia with water. It contains

up to 25 percent nitrogen and is either applied directly to the soil or is used to

manufacture phosphate fertilizers.
Nitrogen solutions are water solutions of ammonia, ammonium nitrate and,
sometimes, urea, a solid fertilizer containing approximately 45 percent nitrogen, and
other soluble compounds of nitrogen. Nitrogen solutions are used in ammoniating super
phosphate, the manufacture of complete fertilizer and for direct injection into the soil.
They vary in composition and nitrogen content and are sometimes applied under
pressure.

NITROGEN (N):
Nitrogen is a part of all plant proteins and is a component of DNA and RNA
the blueprints for genetic characteristics.

It is necessary for plant growth and

chlorophyll production. Nitrogen is the building b lock for many fertilizers. Where
does N come from? Nitrogen is present in vast quantities in the air, making up about 78
percent of the atmosphere. Nitrogen from the air is combined with natural gas in a
complex chemical process to make ammonia.

PHOSPHOURUS/PHOSPHATE (P):
Phosphorus as a nutrient is sometimes most valuable to plants when put near the
seed for early plant health and root growth. Plant root uptake is dependent on an
adequate supply of soil P. Phosphorus is relatively insoluble in water. The water in
most soils must replace all of the P in the soil water 2 to 3 times each day to meet the
crops demand for P. Phosphorus compounds help in directing where energy will be
used. Phosphorus compounds are needed in plant photosynthesis to repackage and
transfer energy. Phosphate is also a component of DNA, so it is one of the building
blocks of genes and chromosomes. Phosphorus is involved in seed germination and

helps plants to use water efficiently. Where does P come from? Phosphorus occurs in
natural geological deposits. Deposits can be found in the U.S. and other parts of the
world.

POTASSIUM/POTASH (K):
Potassium protects plants against stresses. Potassium protects plants from cold
winter temperatures and helps them to resist invasion by pests such as weeds and
insects.

Potassium stops wilting, helps roots stay in one place and assists in

transferring food. Potassium is a regulator. It activates plant enzymes and ensures the
plant uses water efficiently. Potassium is also responsible for making sure the food you
buy is fresh. Where does K come from? The element potassium is seventh in order of
abundance in the Earths crust.
Through long-term natural processes K filters into the oceans and seas. Over
time, these bodies of water evaporate, leaving behind mineral deposits. Although some
of these deposits are covered with several thousands of feet of earth, it is mined as
potash or potassium chloride. Potash ore may be used without complex chemical
conversion; just some processing is necessary to remove impurities such as common
salt.

FOOD FOR THE GROWING WORLD

INDUSTRY AT A GLANCE:
Since 1883 the industry has worked to promote the advances in the
development and application of fertilizers that have helped to feed a hungry world. The
revolutionary concept of plant nutrition was born from the discovery of the biological
role of chemical elements in plant nutrition and the need to feed a growing population
concentrated away from the farm in the rising industrial centers of the world.
Because of modern fertilizers, world food production since 1960 has more than
doubled, keeping pace with the population explosion. Today, the fertilizer industry is
poised to help produce the food that will be needed to feed the worlds projected 9
billion people in 2025.
The fertilizer industry is essentially concerned with the provision of three major
plant nutrients nitrogen (N), phosphorous (P) and potassium (K) in plant available
form. Each nutrient is responsible for different aspects of plant growth and health.

FERTILIZERS:
Regulated for quality and safety like other manufactured goods, fertilizers are
regulated for quality and safety at the federal and state levels. Every state in the
country, plus Puerto Rico, has its own fertilizer regulatory program, usually
administered by the state department of agriculture

STATE REGULATION:

State regulation is concerned with consumer protection, labeling, the protection

of human health and the environment, and the proper handling and application of
fertilizers. Fertilizers are regulated at the state level because soil conditions vary
dramatically from state to state across the country. For example, the rocky, thin soils of
New England are vastly different from the deep, rich black soils of the Midwest Corn
Belt. A different level of fertilizer nutrients in the soil, different crops (potatoes versus
corn, for instance) and different weather and cropping patterns require state-specific
regulation. Where Science and safety come first the modern commercial fertilizer
industry was founded on the revolutionary scientific discovery in the last part of the
18th century that chemical elements play a direct role in plant nutrition. This initial
concept was supported by direct scientific experiment and opened the way for
industrial-scale manufacturing of fertilizers of all types in the 19 th century, beginning
with super phosphate in 1843. This was followed by ammonium sulphate, sodium
nitrate and, finally, in the first two decades of the 20th century, the manufacturing of
synthetic nitrogen fertilizers directly from atmospheric nitrogen.

ASSESSING FERTILIZER SAFETY:

Fertilizer research and development historically have been focused on
maximizing economic crop yields from given rates of nutrient application. Since the
advent of the modern environmental movement in the 1960s, research has also been
concerned with minimizing potentially adverse human health and environmental effects
from fertilizer manufacture and application.
As part of its continuing commitment to safety, in 1996. The Fertilizer Institute
initiated a comprehensive safety assessment project to determine the risks, if any, of
metals in fertilizer.

Small amounts of metals are found in phosphate and potash

fertilizers due to their presence in the mined ore bodies. In addition to phosphate and

potash products, some micronutrient fertilizers. Which come from both mined ores and
recycled wastes, also contain metals.

FERTILIZERS ENRICH OUR WORLD:

Improvements in agricultural efficiency through research and technology
increase food output while protecting the environment and enriching our world in
numerous ways.

Fertilizers feed the growing world. As the worlds population

continues to climb toward an estimated 8.5 billion in 2040, experts estimate that food
production must increase more than two percent annually to even maintain current
diets. Commercial fertilizers will be key in the fight to feed the growing world. With
fertilizers and modern high yield farming practices, more food is produced per acre
each year, so land may be conserved. Fertilizers, used properly, help to prevent the
widespread loss of habitat that results from wasteful slash and burn low-yield
farming, which is a major global environmental threat.

MAJOR FERTILIZER PRODUCING COUNTRIES:

Million metric tone, years ending June 30*
(Metric Tone)
COUNTRY
China
India
United States
Russian

2003-04
21.5
10.5
13.5

2004-05
22.8
10.9
11.2

2005-06
21.5
10.9
9.9

2006-07
22.1
107
10.6

Federation
Canada
United States
China
India
Russian

4.1
3.7
9
6.7
3.2

5
4.1
8.5
6.4
3.4

5.4
3.9
7.3
6.7
3.7

5.5
3.5
7.6
7.4
3.9

Federation
Brazil
Canada
Russian

1.7
1.4
9.2

2
1.4
8.2

2.3
1.5
9.2

2.4
1.4
8.2

Federation
Belarus
Germany
Israel

3.5
3.4
3.6
1.7

4
3.6
3.5
1.7

3.7
3.4
3.4
1.7

4.3
3.7
3.5
1.8

MAJOR FERTILIZER CONSUMING COUNTRIES:

In million metric tones, years ending June 30*
(Metric tones)

COUNTRY
China
India
United States
France
Pakistan
China
India
United States
Brazil
Australia
United States
China
Brazil
India

2003-04
22.9
11.4
11.3
2.5
2.1
9.4
4.1
3.9
2
1
4.5
3.5
2.3
1.4

2004-05
24.1
11.6
11.2
2.6
2.2
9
4.8
3.9
2
1.1
4.5
3.4
2.2
1.7

2005-06
22.1
10.9
10.5
2.3
2.3
8.7
4.3
3.9
2.3
1.1
4.5
3.5
2.6
1.6

2006-07
22.5
11.3
10.9
2.4
2.2
8.9
4.3
4.2
2.5
1.2
4.5
4
2.7
1.7

Source: Food and Agriculture Association (FAO) and The Fertilizer Institute (TFI)
*For countries that report their fertilizer statistics on a calendar-year basis, data are
shown under the fertilizer year that begins in that calendar year; for example, 2003 data
are under 2004-2008

Company profile

COMPANY PROFILE

FOUNDER: Sri. Kanumuri Venkata Krishnam Raju - An eternal source of

inspiration.

[ Born: 28-11-1928

United with God: 16-06-1993]

Nagarjuna Group is a dream willed into reality by its visionary Founder

Shri. KVK Raju. Shri. KVK Raju a first generation techno preneur was born in a
humble agricultural family in Andhra Pradesh on November 28, 1928.
On graduating from Banaras Hindu University and the Madras Institute of
Technology he went on to complete his Master's in Mechanical and Industrial
Engineering from Michigan State University and the University of Minnesota, USA.
After a short stint in the American Industry he returned to India and worked for short
periods at Caltex Oil Refinery, Orient General Industries and Associated Electrical
Industries. Finally, he joined Union Carbide of India and worked with them for 15
years.
While working with Union Carbide, KVK's deep-rooted urge to serve
society through industry impelled him to start out on his own. Thus was born
Nagarjuna Group in 1973 with an investment of US$ 23 million. The Group has since
then come a long way to become a diversified conglomerate with an asset base of US$
2.5 billion.
A recipient of various awards for his outstanding contribution to the industry
and society, KVK, was a firm believer in the adage "practice what you preach". A
self-made man KVK practiced simple living and high thinking. He dreamt big and
worked with an unstinted focus of mind and body to make his dreams come true. KVK
was a visionary with firm belief in his mission to serve society through industry. It is
this belief, which continues today to be the guiding light of Nagarjuna Group.
1974: Birth of a business group that pioneered several core
enterprises

in the coming decades. Starting

with manufacturing steel, Nagarjuna steel Limited was launched.

1985: With focus on agriculture input business started plant nutrition

business with Nagarjuna Fertilizers and chemicals limited
1992: Forayed into the crop Protection Business with Investments in
Pesticide Formulations manufacturing followed by Technical Grade Manufacturing in
the year 1994.
1994: Micro irrigation business started to address the irrigation
problems of farmers living in water and energy scarce regions.
1995: Ventured into Energy Sector. Entered into Power generation by
setting up Nagarjuna Power Corporation Limited.
1997: Entered into Petroleum by setting up Nagarjuna oil Corporation
Limited. Consolidating its core activities, today the groups major operations cover
Agri and Energy sectors.

NAGARJUNA CULTURE
NFCL Employees live every moment of life in harmony with nature to create value
forour stakeholders, the society and ourselves.

AS INDIVIDUAL THEY SHALL ALWAYS:

Be Humane
Be cordial and pleasant
Be honest and equitable
Be giving and forgiving

 Be positive

AND AT WORK ,THEY SHALL ALWAYS:

Create an environment, where work becomes an enjoyable experiment.
Align individual goals with original goals
Share knowledge and information
Be proactive and Responsible
Pursue Excellence
Be committed

LOGO OF THE NAGARJUNA GROUP

The Corporate Logo of the Nagarjuna
Group Symbolizes a dynamic and Value based
Organization,
Trusteeship

actualizing

the

concept

of

The Logo exemplifies the Groups inner Strength through the circles, which
stand for the core values of the Organization viz., Concern, Commitment, Quality
and Integrity towards its Stakeholders Viz., Customers, Employees, Investors and
Community. The Central Circle symbolizes the Sun the source of prime energy for
the solar system. The five Circles also symbolize the five elements of the Universe
and the spirit of continuity.
The Triangle represents the planet Mars. Mars, from time immemorial has
symbolized prosperity, success and abundance of Energy. The triangle in the logo
represents the upward flow of perennial energy towards the mission of the group
Serving Society Through Industry.

COMPANY PROFILE

The flagship company of the Nagarjuna Group, Nagarjuna Fertilizers and

Chemicals Limited is a leading manufacturer and supplier of plant nutrients in India.
Commencing operations in 1985. Today, its asset base is around Rs. 21 billion.

NFCL is the single largest private sector investment in Southern India which
is an ISO 9001:2000 certified company its operational profits are one of the highest in
the industry..

BROAD PORTFOLIO OF PRODUCTS AND SERVICES INCLUDE:

Nutrition solutions

Macro and Micro fertilizers and Farm Management services

Micro Irrigation solutions

NFCL is expertise for the management of chemical process plants, which include
Specialist Services and Total Project Management.

ITS OPERATIONS AND OFFERINGS HAVE BEEN ALIGNED

INTO THREE STRATEGIC BUSINESS UNITS:

Straight Nutrition Business

Nutrition Solutions Business

Nagarjuna Management Service.

PREPARING FOR THE FUTURE, PROACTIVELY, IT

ADDRESSES THE MOST IMPORTANT ASPECTS OF THE
ORGANIZATION:

Strategy Having a long term vision for the company

Structure To facilitate achieve our strategy
People Aligning related policies with Strategy and Structure. In turn to build the
right capability, attitude and behavior in employees.
Process To enable employees to work more efficiently and effectively, to have the
best in class internal business processes.
NFCL s Endeavour is to unlock the full potential of our people by
transforming into a performance driven organization that attracts the best talent,
nurtures a more productive and results-focused workforce and implements initiatives,
which align people strategies with organizational objectives.

THE KEY ACTION AREAS IN THIS ROAD MAP ARE:

Facilitating redefinition of organization structure to support NFCLs
business direction, goals and priorities.
Evolving a people management philosophy and institutionalizing systems
and policies that reflect uniformity, fairness and transparency.
Establishing Best in Class HR systems and processes, in line with
organizational requirements.
Facilitating creation of a performance based culture with clear linkages to
rewards and careers.
Defining the organization capability framework and assessing
organizational people capability to support NFCLs vision.

NFCLS VISION:

Global Leadership in Plant Nutrition

Excellence in products/performance, processes/costs and relationships

NFCL VALUES:

Deliver solutions that will please our customers

Deliver returns that motivate our investors

Take actions that strengthen us and inspire the best in others

By setting an example in relationships, integrity, honesty, humility and hard work

By understanding the deep and fundamental needs of Our People, Our Customers, Our
Investors and Our Ecosystem (Alliances, Community and Environment)

PRODUCTS OF NFCL:
Manufactured products: Urea (46% Nitrogen) and Anhydrous Ammonia
Marketed products:

DAP , MOP, Zinc Sulphate Heptahydrate, Zinc

Sulphate Monohydrate, Chelated Zinc as Zn-EDTA, Di-Sodium.

OBJECTIVES OF NFCL:
Performance Management
High Performance potential

Individual Growth potential

Belief in Youth

High Result Orientation

Law Procedure Orientation

Entrepreneurial Development

Distinct Nagarjuna Group Ethos

High Sense of Respect for Value of Time and Money Harmonious Employee
Relations
Development of Human Resources on a Continuous Basis

Highest Importance to Human Values

Objectives Assessment of Individual Performance

Disciplined Behavior of all Employees

Belief in System Management

 Belief Dynamism

Belief in Multi Skilled Concept

WELFARE MEASURES AT NFCL:

A.C Facilities
Drinking Water Facilities

Lockers given to Employees for Keeping their Belongings

Annual Medical Examination

First Aid Boxes at Several Locations

Cultural Activities

Library Facilities

School for Children of NFCL employees

Employees State Insurance Facilities

 Uniform to all Employees

Groups Savings linked Insurance Scheme

Protective Wear like Helmets

Transport Facilities

Canteen Facilities

Housing Loan Facilities

TIME OFFICE MANAGEMENT:

The Organization maintains strict office timings and disciplinary rules. All the
employees are expected on the site on time and any in-disciplinary act would be
severely looked into.

Shift
A

Timings
6:00 AM

to

2:00 PM

2:00 PM

to

10:00 PM

10:00 PM

to

6:00 AM

GENERAL SHIFT

8:00 AM

to

4:30 PM

LOCATION /MANUFACTURING OF THE PLANT:

NFCL plant is located at Kakinada. The site selected for the location of the
project is about 5 kilometers from Kakinada town and 3 kilometers from the port
of Kakinada. About 1000 acres of land have been identified for the location of the plant
and associated facilities. The site faces the Bay of Bengal on the East Side, 300 meters
away from the highest high tide line.

There is a natural split called the Hope Island about 16 kms in length ,
which affords excellent protection to the water , spread of the Bay of Bengal,
measuring about 104 sq. Kms.The sand split acting a natural breakwater for the port is
the added advantage for the site. Hence, there will not be any erosion by the sea. The
site selected is also not vulnerable to flooding. Since, the Plant is located close to the
town, a number of environmental measures have taken to ensure strict adherence to
international standards and the principle of Zero Discharge of efficient.
The Nagarjuna Project at Kakinada is one of the most Eco-Friendly
Fertilizers Plant in India. Right from the concept and design stages, the Management
has attached highest importance to pollution prevention and maintenance of a natural

ecological system. A green Belt over a sprawling 66% acres has been developed with
over 150000 Trees, Water Bodies and birds, animals sanctuaries to insulate the town at
Kakinada from possible pollution from the Plant. Environment protection and
preservation of the ecological system form an integral part of the companys
philosophy.
One of the largest Urea complexes in India, the plant is spread over 1130
acres. It is strategically located at Kakinada, a seaport on the east coast of India in the
state of Andhra Pradesh. The company enjoys close proximity to raw materials and a
ready market at its doorstep. The Natural gas based plants operate with one of the
lowest energy consumption rates in the world.
Charting out an ambitious future, the plant is planning to expand its
operating capacity from the current 1.2 Million Tonnes to about 1.7 Million Tonnes per
annum. The expansion is being planned keeping in mind the availability of additional
Natural gas from the recently found huge Natural gas reserves in the nearby KrishnaGodavari basin.

We strive to adopt the global best practices in all areas of operations. The world
class operations have resulted in long uninterrupted runs of plants for over 365 days
with maximum availability of plant on-stream days. Minimum possible human

interference and best maintenance practices keep equipment and facilities fit for
intended use under safe working conditions.
Process simulation software like ASPEN PLUS and drafting software
like AUTOCADD is used for plant simulations / modifications and in turn to minimize
energy consumption, maximize production and maximize asset utilization.
The plant also has an exhaustive documentation section and technical
library with over 1300 Technical books and journals. The library also houses more than
1250 national and international standards.

MAINTENANCE: Best maintenance practices like predictive / proactive

maintenance and reliability centered maintenance are adopted in the plant to have zero
equipment breakdowns and zero accidents due to equipment failure.

QUALITY CONTROL

Strict adherence to quality in every aspect of production. Laying stress on technology,

the plant maintains strict quality control of products with online product sampling and
product quality monitoring. This has resulted in minimal fines and burette in the
product. The entire process of plant turnover completed successfully with the unit I was
carried out and completed in May-June 2007.The Turnover of Unit I was completed

within 23 days against planned duration of 25 days .Earlier, the Plant turnaround of
Unit II was carried out during March-April 2007 successfully. The Turnaround was
completed with 20 days against planned duration of 21 days. Quality Control Team was
formed to check all quality aspects to avoid any mistakes.

TECHNICAL SERVICES
To consistently achieve Global Manufacturing Excellence and to meet world
benchmarks in product quality, energy efficiency, production maximization,
environment control and plant safety, the plant has adopted the best practices like Total
Productive Maintenance (TPM), Process Safety Management (PSM) and has also
undertaken several other initiatives.

To achieve all these we have specialized and dedicated teams like Process
Engineering, General Engineering, Total Productive maintenance, Quality Control,
Occupational Health & Safety.

PEOPLE/CULTURE:

We believe in creating a culture that encourages values, teamwork, innovation,

leadership and performance. The plant site at Kakinada provides several employees
friendly facilities like well managed canteen, club house with most modern recreational
facilities including indoor games, swimming pool, theater etc. Several programs are
regularly organized for employees and their families like sports and cultural events. A
school with most modern facilities is being run for the children of employees named
AKSHARA PUBLIC SCHOOL.

TALENT:

The company has a pool of immensely talented people with wide experience in
the industry. Specializing in Operation and Maintenance, Project Management,
Technical Services, E H & S, the team has experience in large modern integrated
process plants across the globe.

TRAINING & DEVELOPMENT: The company has recognized well in

advance the need for training and development of its human resources, to help them
develop their skills to adapt to the changing world business and technological scenario.

The plant has world class training infrastructure facilities. Spacious

classrooms congenial for learning sessions are well equipped with the latest and
modern gadgets. The Training Programmes are given to employees of all levels of all
departments in NFCL. The faculties for these programmes are both internal and
external. The experienced in various department are the internal faculty and external
people of related event are invited to deliver their experiences to the NFCL employees.

ENVIRONMENT, HEALTH & SAFETY:

Laying utmost importance to environment, health and safety standards,

we have been proactively adopting systems, implementing and effectively maintaining
them the plant has the state of the art facilities for continuous monitoring of ambient
air, soil & ground water quality and analyses of gaseous emissions and liquid effluents.
the data is continuously analyzed and recorded in the computer situated in the central

laboratory. Creating ecology in a barren saline infested marshy land, over two-thirds of
the plant complex (nearly 700 acres) was earmarked and has been completely
developed into a green belt which extends over a kilometer with more than 0.35 million
trees of 170 species, eleven water bodies with marine life, animals and birds. It is a
favorite of nearly 70 species of migratory birds.In addition to the monitoring stations at
Kakinada Plant, an ambient air monitoring mobile van is also available to monitor the
quality of air outside the factory premises

From barren saline infested marshy land

Towards creating ecology

HEALTH:

Occupational Health of associates and contract workmen is of paramount

importance at NFCL. At our Kakinada plant premises we have a well equipped
Occupational Health Center with facilities for Spirometry, X-ray, ECG, Audiometry,
testing of blood, urine etc. and availability of Ambulance and medical assistance round
the clock. The Medical officer at the plant is assisted by qualified assistants.
Medical equipment necessary for medical emergencies is also available.
Annual Medical Checkup, which is mandatory for each associate, is carried out
regularly. The families of associates also undergo the Annual Medical checkup, which
is a part of the Health Management Program. A counselor appointed by the company

constant touch with the families of the associates and provides necessary guidance
related to marital, legal or addiction related problems.

SAFETY: At NFCL, we are committed to adopt the highest standard in Safety. Our
fertilizer plant at Kakinada has an excellent safety record with 1 Million safe man hours
being crossed on several occasions in the plants history of operations and reaching
about 3 Million safe man hours. Regular internal and external audits are ensured so as
to reduce urea dust in the bagging plant, reduction of noise levels, improved air quality
in working areas. Personal protective equipment and related safety training is provided
by the company to all the concerned associates.
After implementing OHSAS 18001 in the year 2001 in the Kakinada plant, we
offered to British Safety Councils 5 - Star Occupational Health & Safety Audit and
attained the 5 - Star rating in March 2005. In pursuance of continual improvement, we
chose to implement Process Safety Management System (PSMS).
The Process Safety Management System (PSMS) addresses the inherent safety
in the Chemical Process and enhances the effectiveness of our existing Safety and
Occupational Health Management Systems. The PSMS was evolved as a code of
practice by Occupational Safety and Health Administration (OSHA), USA and is
mandatory for all chemical industries in USA. The Process Safety Management System

(PSMS) focuses on application of management controls to operations involving

hazardous materials in a way that process hazards are identified, understood, and
controlled so that process related injuries and incidents can be eliminated.
Though such a practice is not mandatory in India so far, at NFCL it is a selfinitiative in line with OSHA, USA standards to update our safety systems and
processes.

AWARDS AND RECOGNITION:

CERTIFICATIONS & RECOGNITIONS IN QUALITY

CONTROL:

Golden Peacock National Quality Award for 1995 by Institute of Directors,

New Delhi1996

ISO 9002 Certification from BVQI, Netherlands1995

RECOGNITIONS FOR THEIR PEOPLE AND CULTURE :

Best Workers Welfare (Including Family Planning) effort by an Industrial or

Commercial Unit in the State for 1997-98 from A.P. Chamber of Commerce
and Industry1998

Good Housekeeping for 1994 by National Safety Council, AP Chapter,

Hyderabad 1995

Best Industrial Canteen for 1994 by National Safety Council, AP Chapter,

Hyderabad 1995

Best School Industry Linkage by NCERT 2000

RECOGNITION FOR ENVIRONMENT, SAFETY AND HEALTH:

The environmental development and protection initiatives have earned us
several accolades:

NFCL has bagged green leaf second runner up award in the global competition
for excellence and innovation in safety, health and environment.2009

FAI (Fertilizers Association of India) Environment Protection Award in the

Nitrogenous fertilizer plants category for the year 2006-07

National award for excellence in water management 2007

Award for Excellence in Natural Gas Conservation in the Fertilizers Sector

category from Gas Authority of India Limited (GAIL).2007

FAI (Fertilizers Association of India) Environment Protection Award in the

Nitrogenous fertilizer plants category for the year 2004-05.

2005

5 Star rating in O H & S Audit from British Safety Council, UK

2005

Commendation Award in Leadership and Excellence Awards in Safety,

Health& Environment (SHE) 2004 by confederation of Indian Industry
Southern Region, Chennai 2005

Water Efficient Unit Award during National Award for Excellence in

Water Management 2004 by Confederation of Indian Industry, Hyderabad
2004

Award for Good Practices in Cleaner Production and Pollution Control by

A.P. Pollution Control Board

2004

Environmental Protection Award in Nitrogenous Fertilizer Plants for

2001-02 by Fertilizer Association of India
2002

Best Environmental Improvement Effort by Industries located in the State

by FAPCCI

2001

Best Environmental Management Plan 2000-01 by A.P. Pollution Control

Board, Visakhapatnam 2001

Vanamitra Award 1999 for developing and maintaining Green Belt by

Government of Andhra Pradesh1999

Paryavarana Parirakshak Award by Rotary International District 3020 &

Rotary Club of Waltair.
1999

Golden Peacock Environment Management Award 1998 by World

Environment Foundation (WEF), New Delhi1999

Rajiv Gandhi Patri Bhoomi Mitra Award for 1994 96 by Waste Land
Development, Govt. of India

1996

OHSAS 18001 Certification from BVQI, Netherlands

1995

EPIC award for Anti Pollution measures taken by the Industry from
Environment Public Interest Committee, Kakinada 1993

RECOGNITION FOR ITS MANAGEMENT:

Nagarjuna Fertilizers and chemicals Limited has been awarded with Best Management
by Labour Department, Government of Andhra Pradesh on the occasion of May Day.
2006

RECOGNITION FOR ITS SOCIAL RESPONSIBILITY:

NFCL participated in the corporate Social Responsibility Award 2004-05
Competitions, which were organized by the Energy and Resources Institute (TERI),
New Delhi.

RECOGNITION FOR TURNOVER:

A Total of 180 companies participated. NFCL was short listed in the Best Ten
companies and given a certificate of Appreciation for its efforts towards good
corporate citizenship and sustainable initiatives corporate with turnover above 500
crore rupees. 2006

RECOGNITION FOR IT IMPLEMENTATION:

Ncircle, a friend force automation project of NFCL featured in Best IT

Implementation Award 2007 presented by PCQUEST, one of the leading IT
magazines in India.

2007

DISTRIBUTION NETWORK: NFCLs 170 people strong marketing force is

committed to provide total customer satisfaction through reliability, timeliness,
courtesy, honesty and value for money. This commitment has helped NFCL in
achieving the status of the leading player in plant nutrition in the states of Andhra
Pradesh, Orissa and West Bengal, Karnataka and Chattisgarh. Servicing 5 states,
NFCL have 5 zonal offices and 16 area offices.

ANDHRA PRADESH

NFCL has zonal offices in all the District Head Quarters in ANDHRA PRADESH.
ORISSA

WEST BENGAL

CHATISGARH

KARNATAKA

FUTURE PLANS OF THE COMPANY

To Improve the Capacity Utilization and Energy Efficiency through Technology

up Gradation.

Switching Over to 100% Natural Gas as raw Material instead of Naphtha in

Ammonia Plant II

To Continue to Improve Environmental Performance Under the Framework of

ISO 14000-EMS.

To Enhance the Standards in the present quality Management System (ISO

9002) by adopting the ISO 9001-2000 Revision.

To Widen the Scope and offer Technical services to various external agencies

including overseas assignments.

SWOT ANALYSIS
STRENGHTS: A broad and modern product range good corporate image especially
in Andhra Pradesh excellent dealer network in most of the other states open work

culture and good working environment qualified trained and motivated team quality
assurance system ISO -9000 location advantage of plant.

WEAKNESS: Broad product range is not synergies yet. In adequate information

system and coordination between area offices and lead offices. In adequate marketing
database/market information. Procedural Bottlenecks some complacency about market
retention. Inadequate reporting systems.

THREATS: Decontrol, joint ventures, international cartels. Doubts regarding

availability of raw materials in future

OPPORTUNITIES: Huge gap between usage outside and inside India.Expansion

object offering double the quality. New irrigation projects increasing the demand. No
new fertilizers plant coming up to meet the demand and the urea is being imported all
the times to meet the internal requirements.

TOTAL STAFF IN ALL DEPARTMENTS

Production

393

Maintenance

200

Technical services

56

HPD

38

Materials

33

Finance

24

IT
Total

4
748

Theoretical Framework

Competency mapping process is one of the major steps in man power planning.
Man power planning is the process of identification of employee to perform a given
task. In that the management has to identify the no. employee to perform the given

task

COMPETENCY MAPPING IN DIFFERENT DEPARTMENT

HR Asst

Operator

Technician

Fitter

HR

Yes

No

No

No

OFFSITES

No

No

Yes

Yes

BAGGING

No

Yes

No

No

MECHANICAL

No

Yes

Yes

Yes

FRAMEWORK OF COMPETENCY MAPPING

GAP
(NO. OF PEOPLE
FOR EVERY POSITIONSEXISTING NO. OF PEOPLE)
Less than
Requirement

Recruitment

JOB ANALYSIS

More than/equal to
the
requirement

Competency mapping
process

Competency Mapping is a process of identifies key competencies for an

organization and/or a job and incorporating those competencies throughout the various
processes (i.e. job evaluation, training, recruitment) of the organization. To ensure we
are both on the same page, we would define a competency as a behavior (i.e.
communication, leadership) rather than a skill or ability.

The steps involved in competency mapping with an end result of job evaluation include
the

following:

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

HOW DO COMPETENCIES RELATE TO INDIVIDUAL CAREER

DEVELOPMENT?
First and foremost, competencies must be demonstrated by individuals. Perhaps
the most common place where they are demonstrated is within the scope of a particular
job or project involvement. However, competencies are also developed and
demonstrated by individuals in the following settings: volunteer roles in the
community, professional associations, school projects, sports participation settings, and
even within ones own home life.
One of the first encounters with competencies for most individuals is in
securing employment with a new organization. Organizations that are purposefully
using cutting-edge methods to choose talent for positions or project roles are engaging
in what is called competency-based interviewing and selection. These interviewing
and selection methods are being used not only for hiring external applicants, but also
for staffing internal roles, as described later in this article.
Many organizations that use competency-based interviewing and selection are
also later using the same competencies to assess performance, to encourage future
development plans from individuals, and to plan for succession in the organization.

Therefore, the individual employees in such an organization will have an ongoing need
to use and map their competencies.
Up to this point, the main need for identifying and mapping competencies is for
individuals who may be pursuing full-time employment with an organization.
However, the need for mapping of competencies also extends to independent
contractors seeking project work with those organizations that broker their services.

WHY SHOULD INDIVIDUAL EMPLOYEES MAP THEIR

COMPETENCIES?
A list of compelling reasons includes, at a minimum, the following. An
individual:
Gains a clearer sense of true marketability in todays job market; once the individual
knows how his/her competencies compare to those that are asked for by the job market
in key positions of interest.
Projects an appearance as a cutting-edge and well-prepared candidate, who has
taken the time to learn about competencies, investigate those in demand, and map
his/her own competencies prior to interviewing.
Demonstrates self-confidence that comes from knowing ones competitive advantages
more convincingly, and from being able to articulate those advantages in specific
language.
Secures essential input to resume development - a set of important terms to use in
describing expertise derived from prior career experience.
Gains advanced preparation for interviews, many of which may be delivered using a
competency-based approach called structured behavioral interviewing or behavioral
event interviewing. (See the section below titled How Does Competency-Based

Interviewing and Selection Work?)

Develops the capability to compare ones actual competencies to an organization or
positions required/preferred competencies, in order to create an Individual
Development Plan.
Many organizations today are using the process of 360 degree feedback to
compare an individuals self assessment of his/her own performance against key
position and organization competencies to the assessment of key stakeholders that the
individual interacts regularly with. The 360 feedback received is then used as input to
the Individual Development plan. David McClelland takes the position that definitions
for various competencies, which contain real-life examples of more competent
behavior, provide specific guideposts as to how to develop the competency. The
feedback information also provides a basis for career counseling or explaining why a
person should or should not be promoted.

WHAT

ABOUT

INDIVIDUALS

WHO

WORK

IN

ORGANIZATIONS (OR HAVE THEIR OWN BUSINESSES) THAT

DO NOT HIRE, APPRAISE OR DEVELOP EMPLOYEES USING
COMPETENCIES?
There are several reasons for these individuals to map their competencies, as well:
1. If the individual ever has a desire to leave the current organization, it is very possible
that competencies may be a part of the HR practices used by the next employer.
2. The true factors for success dont really vary that much in most organizations. This is
another way of saying that competencies tend to be valid across a wide range of jobs,
work roles, organizations, industries, and professions. Therefore, even if competencies

are not officially being used, they do indeed have a lot to do with success in most
organizations. So an individual who is prepared with insight into his/her own
competencies will probably be able to use them in service of success in the organization
anyway.
3. If the individual is self-employed, then self-presentation of strategically-targeted
competencies will be an essential every-day practice in order to develop new business.
Based upon the above description of the benefits of competency mapping, and
the likely organizational and self-employed applications of ones competency map, it is
probably clear by now that an individual needs to become very familiar with his/her
own competencies and examples of when they have been demonstrated in the past.
Therefore, individuals need to build some time into their career management efforts to
do the following.

RESEARCH: On competencies are in demand in their target organizations as a

whole, and in particular positions of interest.

MAP THEIR CURRENT COMPETENCIES: Giving emphasis to those

which appear to be in the most demand. Integrate key current competencies into their
resume, along with behavioral examples and key outcomes or results obtained. Practice
describing their competencies, complete with behavioral examples of past use.

MAP THEIR FUTURE DEVELOPMENT NEEDS FOR

ADDITIONAL COMPETENCIES: Based on their future career goals and the
results of the informational interviewing noted above. One caution here: The Gallup
Organization has recently presented the results of relevant research, they caution that

Strengths (talents, to which one has added knowledge and skills) may not be
developable in many cases, and may need to be built into up-front hiring criteria as a
result. So the caution with using competencies for development planning is this - be
careful of spending too much time trying to develop a missing competency into
strength. Sometimes the implication may be for the individual to find a position that
better matches his/her current strengths.

INFRASTRUCTURAL FACILITIES AVAILABLE IN

NFCL
Infrastructure is the backbone and vital ingredient, required for the success of
any Training program. It is essential to create a congenial learning atmosphere in order
to achieve the desired effectiveness of the training programs. The training centre at
NFCL has the following infrastructural facilities.

Three well furnished conference halls to seat 70,40, and 25 participants

One automated learning centre with 10 workstations with server facility
connecting 10 personal computers.
Well-equipped classrooms with seating capacity of 30 each.
One digital light projector
One direct projector
One Television
One Video cassette Recorder

 One Video Cassette Player

Three Overhead Projectors
Two Slide Projector

DATA COLLECTION TOOLS

Behavioral Events Interview
Expert Panels

Surveys

Expert Systems

Job Analysis

Role Analysis

Direct Observation

BEHAVIORAL EVENTS INTERVIEW:

ADVANTAGES:

Empirical Identification of competencies

Precision about how competencies are expressed

Freedom from gender, cultural, bias

Generation of data for assessment, training etc.

DISADVANTAGES:

Time & Expense

Expertise requirements

Missed job tasks

EXPERT PANELS
ADVANTAGES

Quick and efficient collection of a great deal of valuable data

Helps ensure better buy-in

DISADVANTAGES

Possible identification of folklore or motherhood items.

Omission of critical competency factors which

Panelists are unaware of.

SURVEYS:
ADVANTAGES

Quick and cheap collection of sufficient data for statistical analyses

A large number of employees can provide input

Help build consensus

DISADVANTAGES

Data are limited to items and concepts included in the survey

It cannot identify new competencies or nuances of competency

Can also be inefficient

EXPERT SYSTEMS:
ADVANTAGES

Access to data

Efficiency

Productivity

DISADVANTAGES

Garbage in garbage out

May overlook specialized competition

Cost of system hardware and software

JOB ANALYSIS
ADVANTAGES

Produces complete job descriptions

Can validate or elaborate on data collected by other methods

DISADVANTAGES
Provides characteristics of job rather than those of the people who do the job

well
Task lists too detailed to be practical and do not separate truly important tasks

from the routine activities

DIRECT OBSERVATION
ADVANTAGES

A good way to check competencies suggested by panel, survey, and BEI

DISADVANTAGES

Expensive and inefficient

MAPPING PROCESS
The Mapping process consists of six stages, they are explained below briefly

FIRST STAGE: This stage is mainly about understanding the vision and mission of
the organization.

SECOND STAGE: This stage involves understanding from the superior performers
the behavioral as well as the functional aspects required to perform job effectively.

Tool for the first and second stage: BEI/ Structured Interview

THIRD STAGE: Third stage involves thorough study of the BEI Reports/
Structured Interview Reports
a) Identification of the competency based on competency frame work
b) Measurement of competency
c) Required levels of competency for each job family
d) Development of dictionary which involves detail description of the competency
based on the indicators. Care should be taken that the indicators should be
measurable and gives objective judgment.

FOURTH STAGE: Fourth Stage requires preparation for assessment.

a) Methods of assessment can be either through assessment centers or 360 Degree
Feedback
b) If assessment centre is the choice for assessment then tools has to be ready
beforehand
i.

Tools should objectively measure the entire competency required.

ii.

Determine the type of the tools for measuring competency

iii.

Prepare the schedule for assessment

iv.

Training to the assessor should indicate their thorough understanding of

the competencies and the tools and also as to how the behaviour has to
be documented.

FIFTH STAGE: Fifth Stage involves conducting assessment centre. Usually it is a

two day program which would involve giving a brief feedback to the participant about
the competencies that has been assessed and where they stands to.

SIXTH STAGE: Sixth stage involves detailed report of the competencies assessed
and also the development plan for the developmental areas.

(COMPETENCY MAPPING AT NFCL)

COMPETENCY MAPPING AT NFCL:

BASED ON ISO-9001: (QMS)
OBJECTIVE: To study the ISO systems by which competency of the personnel
performing is being determined including providing training or other actions as
appropriate to meet the competency required, evaluate the effectiveness of the action
taken, ensuring that the personnel are aware the relevance and importance of their
activities.
Need for training at NFCL can be for career planning process, up-gradation
of capability due to change or up-gradation of technology, to correct deficiencies
identified in personnel, safety related training and induction training. Identification of
training needs for various levels of personnel is carried out by defined responsibilities
in accordance with training procedure have the primary responsibility of operating the
training system and collects and collate the training needs identified to provide a
training calendar. HPD have the responsibility for ensuring training is provided in
accordance with the training plan.

Training records are maintained in formats specified in the procedure. For

personnel performing specific assigned tasks, competence assessment records are
maintained. Newcomers to the organization during their induction are given inputs of
Quality Policy and quality practices of the company.
During the Annual Performance Review meeting, the respective superior
addresses his colleague on the latters contribution to achieving the quality objectives
and the importance of customer satisfaction at all times.
The competency needs of all the positions in the organization affecting product
quality are identified and the competency mapping is done for all of them as per the
format. The HODs / SHs along with HOD are responsible in defining the competency
requirements for the positions assigned for discharging quality objectives and quality
management system.
The individuals are evaluated against the position profile specified in the format
and the competency levels are recorded in the competence assessment record by the
respective HODs / SHs. The records will be kept with them. Competence assessment
records of newly joined employees shall be maintained from the 3rd month of
commencing the job. In case of employee being transferred to a different section, the
competence assessment records shall be handed over to the concerned superior to
whom the employee reports.
The competency mapping of a particular position shall be revised by
HODs/SHs as and when responsibilities are added / deleted to that position compelled
by may be a change in technology, change in the business environment, change in the
company policies or a change in the organization structure. The revised competencies
will be notified to HOD(P&A) to update his records.

COMPETENCY MAPPING AT NFCL KAKINADA

1) Competency Mapping as:
a. Job description
b. Performance Management system
c. Recruitment: for preparing Search Brief
d. Source for Training
2) Competency Mapping Process.
NFCL offer competency development workshops on the following competencies:
1. Analytical Ability
2. Decision Making
3. Planning and Organizing
4. Strategic Thinking
5. Communication
6. Interpersonal Skills
7. Team-working

8. Innovation and Creativity

9. Motivation

TRAINING AT NFCL:
1) Training Process
2) Training Need Identification
a. Sources

TRAINING NEEDS IDENTIFICATION AT NFCL:

NFCL conducts the training programs after the identification of training needs.
The HRD and quality Management section identifies the needs of training before 6
months of the training programs by adopting the following strategy.
The in-charge of the following department or the supervisor has been given
the responsibility of identifying the training needs of his subordinates. He can easily
find out the area in which his subordinates are in need of training.
Initially the HRD department will send notices to each of the department head.
The department in charge will find out the names and send a list of employees and
their training area in which he has to be trained to the HRD department. The list
which the HRD department receives from various departments will be sorted
according to the area of training required to the employees. All the sorted lists will be
arranged in two sessions for the whole year. First session will be completed in 6
months and second session in the next 6 months as per schedule so that the entire
program will be covered. The HRD department will fix up the dates of training

programs and will send intimation to the concerned department. The training
program which can be given as an internal training will be intimated to their trainer
(faculty) so that he can give his lecture on that particular training program.
HRD department will also call the faculty from outside to provide the
necessary training to employees if the training has to be given by an external trainer.
It is also necessary to send the employees outside the organization will bear the
expenses.

THE TRAINING PROGRAMMES IN THE ORGANIZATION NEEDS ARE

CATEGORIZED INTO:
i. Internal Training Programs
ii. External Training Programs
Internal Training Programs constitute training imparted with in the
organization and external training programs are those where the employees are sent
outside for training.

1. INTERNAL TRAINING:
Internal /In-house Training is further classified into following
categories:

INDUCTION TRAINING: All the employees are provided induction

training immediately after they join the company. This training includes interaction and
acquaintance with all the departments/section heads, covering the organization structure

and functions of all departments/sections, roles and a responsibility of various sections

heads and above, etc. They also undergo an interaction session with multimedia to
understand the total process of the plant and machinery and also about the organization
and other group companies. This training is for a period of one week.

GRADUATE ENGINEER TRAINING: Graduate engineer trainees,

recruited through campus selection, are made to undergo an induction programme for a
week at the corporate office. During this period chief executives of all group companies
interest with them which helps them to gain first hand knowledge about the
functioning of all group companies. They also undergo Human Process Lab for 5 days
to tune their minds and attitudes to align them towards organizational goals. Therefore
they are shifted to plant site undergo a 45 days programme, which includes orientation
and General Technical Training. During this period, all required technical inputs are
given by respective Departmental Heads. They are also given managerial inputs which
consist of manufacturing Finance, production, maintenance, materials and personnel
management etc for one week. During the classroom training tests are conducted every
day to evaluate their level of comprehension. Therefore, they are sent to respective
areas of allocation of work for on-job training for a period of 10 months, where they are
provided with theoretical as well as practical training in their respective areas of work.

TRAINING FOR TECHNICIANS: Diploma holders in various

disciplines and science Graduates are recruited through campus selection as technician
trainees. They are given induction training for 5 days, followed by in-house training for
45 days on general technical aspects of the plants. Thereafter they are sent to respective
areas of allocation for on-job training for 15 months. During the classroom training,
tests are conducted every day to assess their level of understanding.

APPRENTICESHIP TRAINING: It is also imparted to the selected

craftsman sent by government through apprenticeship advisor.

SAFETY TRAINING ON EQUIPMENT: In order to the general

safety induction and refresher program safety training is also imparted to employees in
handling of equipment in their respective operations like mechanical safety, electrical
safety , bagging plant safety , safety in mobile equipment and safety in process plants.

SAFETY INDUCTION AND REFRESHER TRAINING: Every

employee is imparted safety induction training which consists of the classroom lectures
and practical training on the field. They are given inputs on the identification of
hazards, handling dangerous chemicals, basic fire-fighting skills, fire detection alarm
systems, portable fire-fighting equipment and their usage, rescue squad training, fire
drills, onsite emergency plan and its implementation when needed, naphtha fire fighting
skills, etc. The participants are also trained in usage of fire-fighting equipment and use
of personal protective equipment. Periodic mock drills on fire, rescue squad and on site
emergency plan implementation are also in order to gear up the employee to be always
ready to meet any type of emergency at the plant site. Regular Refresher Training
program is conducted on fire fighting, rescue squad drills, on site emergency plan,
hazard identification and handling of dangerous chemicals.

TRAINING ON ROAD SAFETY: Safety Training program on road

safety which includes 2- wheeler and 4- wheeler safety, are arranged with faculty
drawn from M/s .Loss prevention association of India. Annual refresher program on the

above program is ensured to increase the safety consciousness of employees while they
are on the road.

TRAINING ON HEALTH MANAGEMENT: In addition to the free

annual medical check ups conducted for all employees and their family members,
training on health management is also undertaken to ensure health consciousness in
employees. The programs include stress management, diet management, practicing
yoga, health practices for keeping the body fit etc., Lecture sessions by eminent
doctors, consultants in stress management are undertaken for the benefit of employees
and their family members.

FIRST AID TRAINING: In-house aid training is imparted to all the

employees in phases by external faculty drawn from St. Johns Ambulance association.
They are given classroom lectures and also training in various methods of rendering
first aid. Tests are conducted and qualified trainees are issued certificates valid for 3
years.

AUTOMATED LEARNING CENTRE: An automated learning centre

has been setup with the aim of impacting information technology (IT) training and to
install a sense of it orientation amongst all employees of the company. Computer-based
packages have been installed to aid interactive learning which is a positive step towards
nurturing a learning culture with self-help as the base. The scope of training imparted at
the ALC is quite exhaustive. Microsoft Office has been standardizes as the office
automation package for the company. Training in windows-95, Ms-word, Ms-Excel,
MS-power point and Internet is available.

TRAINING FOR YOUNG FARMERS: Young farmers are selected

from various parts of the country and are given the latest technology inputs for
obtaining improved yield by adopting modern techniques at the K. V.K Raju vignana
Kendra. The farmers are imparted classroom inputs and then given training on the field
for adoption of modern techniques in training.

TRAINING OF GREEN-BELT PERSONNEL: In house training is

imparted by external faculty in social forestry techniques, land scaping and other areas
connected with maintaining a green belt consisting of 747 acres at the plant-site. The
persons maintaining the mini-zoo at the plant site are also sent for external training in
zoo keeper courses to ensure proper maintenance of the mini-zoo.

AUDIO VISUAL TRAINING: Screening video-cassettes on important

subjects of management, technical, safety and health practices has been a part of
imparting the latest development in various field of activity. The best and latest
cassettes from the United States Information Service and the British library are
procured for the purpose of updating the employees with the current development of
outside world.

2. EXTERNAL TRAINING:
Employees are sent for external training in reputed training institute of the
country based on the training needs identified for each employee. In order to keep abreast
of the technological advances in respective fields of operation, employees are also
sponsored by the company to attend various seminars/workshops/conferences.
The nominations for those programs are categorized into three main focus
areas of knowledge skills and behavior. The main aim of sending employees to external

training programs is to ensure that what ever training is possible is to be imparted

internally should be fulfilled by these external programs with the sole intention of
impart the training which has been identified for each employee

AGENCIES LINKED UP FOR EXTERNAL TRAINING:

A few of the external agencies which were used for the training are:
National Production Council
Indian Institute of Technology, Mumbai
NIPM, Visakhapatnam
ENTER IRD International Limited( India)
NITLE
National Physical Laboratory
National Council for Cement and Building Materials
Indian Society for Applied Behavioral Sciences.
Institute of Maintenance Engineering and Research
Indian Institute of Chemistry Technology
Andhra University, Visakhapatnam
National Insurance Academy
Central Labor Institute, Mumbai
Xavier Labor Research Institute.

EVALUATION OF FEED-BACK SYSTEM: Evaluation of the Training

imparted and the results /benefit achieved from one of the most vital ingredients for the
success of any training programs. At NFCL, a structures feed-back analysis system has
been evolved with a view to keep a track of progress and usefulness of the training
being imparted to employees.

BEFORE THE TRAINING PROGRAM: The level of competence of the

participants before the start of the training program is assesses either by oral interaction
or by a written test. Sometimes this assessment is done much earlier in order to
facilitate framing the correct contents of the program and design the entire training to
achieve the required results.

AFTER THE TRAINING PROGRAM: The feed back from the respective
superiors with regard to the rise in competence level of each individual employee is
taken for gauging the effectiveness of the training programs.
Secondly, the feedback from each participant is taken in a structured
format designed with ten parameters for rating by the participants. The rating is done at
4 levels poor, averages, good and excellent which are assigned rating of 1, 4, 7 and 10
points respectively. Feedback analysis is carried out with these feedback forms for
rating of the faculty as well as the usefulness of the programs to the individual
participants and the organization.
Thirdly, feedback from the faculty is also taken for assessment of the level
of comprehension of the participants. The assessment also helps in identification of the
strong and weak points of the participants.

RESULTS OVER A PERIOD OF TIME: In many cases, the evaluation of

training program may not be easy to gauge immediately after the completion of the

program. Hence, the evaluation of skill-based and behavioral patterns and other
changes noticeable over a period of time.

SKILL RECORDS MAINTAINED FOR EACH EMPLOYEE: Since

NFCL is an ISo-18000 certified company, training is included as a part of quality
system and it is mandatory to maintain the skill records of each employee. This helps in
ensuring development of skills in each employee, thereby paving the way for not only
increase in productivity but also ensures employees progress.
The quality policy of the company is spelt out and kept at all places in the
company. It includes the clause Developing personnel through training and career
planning. This is an ample evidence of the commitment of the top management of the
company towards training and career planning of all its employees.

INDUSTRY-INSTITUTION INTERACTION: NFCL believes in a healthy

industry institution in order to integrate classroom learning with the actual
implementation at workplace. As a part of this belief training is imparted to students to
divorce disciplines from all over the country coming from the best management
institutes, technical institutes , engineering colleges, science college etc from distant
place like Rajasthan, Delhi, Bihar and from all southern states.

TRAINING NEEDS IDENTIFICATION THROUGH

COMPETENCY MAPPING
Competency mapping is a major process being used by the NFCL management in every
plant. It is mainly using in a systematic process.

COMPETENCY MAPPING PROCESS:

Competency Mapping is a process of identifies key competencies for an
organization and/or a job and incorporating those competencies throughout the various
processes (i.e. job evaluation, training, recruitment) of the organization. To ensure we
are both on the same page, we would define a competency as a behavior (i.e.
communication, leadership) rather than a skill or ability.
The steps involved in competency mapping with an end result of job evaluation
include the following:

STEP1: 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.

STEP2: 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.

STEP3: 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.

STEP4: 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.

Competency mapping is been using as a base for different functions of hr in

NFCL. They are:
a. Job description
b. Performance Management system
c. Recruitment: for preparing Search Brief
d. Source for Training

JOB DESCRIPTION
ESTABLISH JOB DESCRIPTION FORMAT
a. Define any needed revisions to job description format, while using existing
information and format as much as possible to minimize time/cost
b. Define process for updating existing job description content
i. Written information and/or interviews?
ii. Contacts with all employees or representative sample?
c. Update and/or create new job descriptions for each classification ensuring they are
based on current and appropriate information about:
i. Essential responsibilities and duties
ii. Qualifications
iii. Working conditions and physical requirements
iv. All other relevant considerations
d. Assure that descriptions meet all required legal standards, especially Equal
Employment Opportunity
e. Define minimum pre-employment requirements for each position (regardless of
actual qualifications of the incumbents, as well as preferred qualifications:

i. Education
ii. Experience
iii. Licensure and/or certification
f. Obtain approval of updated draft job descriptions from following:
i. Employee
1. Approves draft, or adds comments
ii. Department Head
1. Approves draft, approves/adds comments or rejects draft
iii. Coordinator
1. Approves drafts, approves/rejects revisions, resolves
discrepancies between versions
iv. County Board:
1. Final approval of job description
Job Description Responsibilities

JOB DESCRIPTION
Department:

Section:

Position Reporting To
Direct Reporting

Administrative Reporting

Technical reporting

Any Other

Subordinates
Sr.
No

Position

Location

Responsibilities for the Position

Job Responsibilities
A. Responsibilities

RECRUITMENT AND RETENTION:

Competency mapping can play a significant role in recruiting and retaining
people as it gives a more accurate analysis of the job requirements, the candidate's
capability, of the difference between the two, and the development and training needs
to bridge the gaps. As far as meeting an individual's career aspirations are concerned,
once the organization gives an employee the perspective of what is required from him
to reach a particular position, it drives him to develop the competencies for the same.
"Competencies enable individuals to identify and articulate what they offer-regardless
of the (usually misfit) job they happen to have at the time-so that their organization
(current or future) can see, value and utilize what capability is actually available.

TRAINING NEEDS ANALYSIS:

In a business, Human Resource is one of the disciplines which drive business

for Competitiveness. To achieve this training is very important. Competent employees
will not remain competent forever. Their skills can deteriorate; technology may make
their skills obsolete; the organization may move into new areas, changing the type of
jobs that exist and the skills necessary to do them. This reality has not been overlooked
by management. In order to train the employees the training need analysis is a must
for enabling them to provide quality services to the customers both inside and outside.
In order to assess the training needs, it is also necessary to derive the job contents and
job descriptions for each category and cadre in respect of Employees working in all the
Departments.

COMPETENCIES PLAN:

Competencies are Redefined into:

1. Critical

Colour Coded:

2. Supportive

Colour Coded:

ORGANIZATIONAL SUPPORT:
Establishing liaison teams and work groups that help facilitate the process
becomes a necessary part of the needs assessment by consultant.

ORGANIZATIONAL ANALYSIS:
Following the establishment of organizational analysis, which begins with an
examination of the short and long term goals of the organization, as well as of the
trends that are likely to affect these goals.

REQUIREMENTS ANALYSIS:

While organizational support and organizational analysis issues are being

examined, information for a requirements analysis should also be collected. It is in this
phase that the analyst focuses on questions such as what jobs are being examined. Who
has information about the jobs? What types of systems, such as job observations,
interviews, and surveys are going to be used to collect information? The analyst even
has to ask very basic questions such as what is the target job? Actually, it would not be
unusual for important job components to change even if the job is performed in
different geographical regions of the same state. The job could differ if it is performed
during the winter summer or day or night.

SR. NO

ELEMENTAL COMPETENCIES

EXE.

MNGR.

A. Technical or Functional
A-1

Business Awareness

A-2

Business Skills

A-3

Technical Skills

B. Managerial
B-1

Planning Skills

B-2

Execution Skills

B-3

Leadership

C. Human
C-1

Communication

C-2

Team Work

C-3

Influencing Ability

D. Conceptual
D-1

Creative Thinking

D-2

Strategic Thinking

D-3

Tolerance

COMPETENCY ASESSMENT

Competency Assessment Guide

Sr. No

Competency
A. Technical or
Functional

A-1

Business

Observation

Grade

LEADER

Awareness
A-2

Business Skills

A-3

Technical Skills
B. Managerial

B-1

Planning Skills

B-2

Execution Skills

B-3

Leadership
C. Human

C-1

Communication

C-2

Team Work

C-3

Influencing Ability
D. Conceptual

D-1

Creative Thinking

D-2

Strategic Thinking

D-3

Tolerance

TASK AND KNOWLEDGE, SKILL AND ABILITY ANALYSIS:

The next part of the need assessment programme is a careful analysis of the job
to be performed by the trainees upon completion of the training programme. Often this
process begins with specifying the tasks required on the job. Then the tasks are used to
ask what skills, knowledge and attitudes (KSAs) are required to perform those tasks on
the job. For eg: a brief description of a bus reservations clerks job might indicate that
the clerk makes and confirms reservations, determines seat availability, and so on. The

analyst often asks questions such as which KSAs are most critical to job performance
or which should be learned before coming to the job, which in training, or which are
not learned until actually on the job.

(FINDINGS & SUGGESTIONS)

FINDINGS
Competency index of Individual = (Actual level/no. of factors * 10)/ (Desired
level/no. of Factors)

NAME OF THE DEPARTMENT: Lab & Envn.:

S.
Position

D.L

A.L

No

No. of

CI of

factors

individual

Officer

87

80

10

9.195

2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19

Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Officer
Technician
Technician
Technician
Technician
Technician
Technician
Technician
Technician

92
92
92
92
92
92
87
87
92
92
92
92
92
92
92
87
87
87

78
79
80
77
78
80
76
74
78
80
74
75
74
76
75
70
70
71

11
11
11
11
11
11
10
10
11
11
11
11
11
11
11
10
10
10

8.478
8.586
8.695
8.369
8.478
8.695
8.735
8.505
8.478
8.695
8.043
8.152
8.043
8.260
8.152
8.045
8.045
8.160

20

Technician

87

71

10

8.160

21

Technician

87

71

10

8.160

22

Asst. Manager

125

107

15

8.560

23

Asst. Manager

125

111

15

8.880

24

Asst. Manager

125

109

15

8.720

25

Asst. Manager

125

110

15

8.800

26

In charge

117

115

14

9.829

27

Shift in-Charge

121

100

14

8.264

121

102

14

8.429

28

Shift in-Charge

NAME OF THE DEPARTMENT: IT:

29

Officer

122

99

16

8.114

30

Officer

122

100

16

8.196

31

Supporting Staff

104

86

14

8.269

COMPETENCY INDEX OF THE TWO DEPARTMENTS:

Sl. No.
1
2

Name of the dept.

Lab & Envn.
IT

CI score
8.486
8.193

SUGGESTIONS

Instead of providing training on competency mapping to the employees they

have to know how far competency mapping is being understood by them and
useful to the organization.

Training on different competency development workshops (analytical ability,

decision making, planning and organization) should be given to the
employees based on their usage in the departments.

Before getting the feedback from the head of the departments better to consult
with the employee as well as departmental working conditions.

By sharing of Practices of competency mapping throughout the all plants in

India gives best result when compare to individual plant.

Maintain special seminars to provide better idea regarding competency mapping

to the employees within the plants to increase the employee participation.

CONCLUSION

Competencies are the characteristics of an employee that lead to the

demonstration of skills & abilities, which result in effective performance in
their occupational area.

Since it is not implemented effectively in the company, employees need more

training sessions regarding this topic. So that they can relate their performance
with their knowledge, skills and attitudes

In order to fill the gaps between organizational needs and people capabilities,
Company have to develop a proper competency model.

QUESTIONNAIRE
&
BIBILIOGRAPHY

COMPETENCY MAPPING ASSESSMENT FORM

NAME:
EMP NO:
POSITION: TECHNICIAN - LABORATORY
SECTION: LAB&ENVIRONMENT
DEPARTMENT: TECHNICAL
SERVICES
Sl.
POSITION PROFILE
No.
1
2
3
4
5
6
7
8
9
10
11

COMPETENCY ATTRIBUTES
Job Knowledge (V)
Safety (V)
Systems Awareness (E)
Initiative (E)
Team Work (E)
Emergency Preparedness(E)
Operation of Lab equipment &

MEASUREMENT SCALE
DESIRED LEVEL ACTUAL LEVEL
S
S
S
S
S
G
G

calibration (E)
Knowledge on chemical

properties of process chemicals(E)

First Aid Training (D)
Communication Skills (D)
Human Related Factor(E)

F
F
S

STRATEGIZING SCALE: VITAL (V), ESSENTIAL(E), DESIRABLE(D)

MEASUREMENT SCALE: FAIR (F), GOOD (G), SUPERIOR (S)
POOR = 0 TO 2, FAIR = 3 TO 5, GOOD = 6 TO 8, SUPERIOR = 9 TO 10

COMPETENCY MAPPING ASSESSMENT FORM

NAME:
EMP NO:
POSITION: ASST. MANAGER - LABORATORY
SECTION: LAB&ENVIRONMENT
DEPARTMENT: TECHNICAL SERVICES
POSITION PROFILE
MEASUREMENT SCALE
Sl.
DESIRED
ACTUAL
COMPETENCY ATTRIBUTES
No.
LEVEL
LEVEL
1
S
Job Knowledge (V)
2
S
Job Planning(V)
3
S
Initiative(V)
4
S
Emergency preparedness(V)
5
S
Systems Awareness(E)
6
S
Process Plant Knowledge(E)
7
G
Safety(E)
8
G
Team Work(E)
9
G
Communication Skills(E)
10 IT Skills(E)
G
11 MSDS for process related
G
12
13
14
15

chemicals(E)
Co-ordination with other sections(D)
Cost Management(D)
Problem Solving(D)
Human Related Factor

F
F
F
S

STRATEGIZING SCALE: VITAL (V), ESSENTIAL(E), DESIRABLE(D)

MEASUREMENT SCALE: FAIR (F), GOOD (G),
SUPERIOR(S)
POOR = 0 TO 2, FAIR = 3 TO 5, GOOD = 6 TO 8, SUPERIOR = 9 TO 10

COMPETENCY MAPPING ASSESSMENT FORM

NAME:

EMP NO:
POSITION: INCHARGE - LABORATORY
SECTION: LAB&ENVIRONMENT
DEPARTMENT: TECHNICAL SERVICES
Sl.
POSITION PROFILE
No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14

COMPETENCY ATTRIBUTES
Job Knowledge(V)
Decision Making(V)
Problem Solving(V)
Communication Skills(E)
Safety(E)
Systems Awareness(E)
Sub Ordinate development(E)
Innovative and Creative Thinking(E)
Process Plant Knowledge(E)
Emergency Preparedness(E)
Cost Management(D)
IT Skills(E)
Team Work(E)
Human related factor

MEASUREMENT SCALE
DESIRED LEVEL
S
S
S
G
G
G
G
G
G
G
F
G
G
S

ACTUAL LEVEL

STRATEGIZING SCALE: VITAL (V), ESSENTIAL(E), DESIRABLE(D)

MEASUREMENT SCALE: FAIR (F), GOOD (G), SUPERIOR(S)
POOR = 0 TO 2, FAIR = 3 TO 5, GOOD = 6 TO 8, SUPERIOR = 9 TO 10

COMPETENCY MAPPING ASSESSMENT FORM

NAME:
EMP NO:
POSITION: SHIFT INCHARGE
SECTION:
DEPARTMENT: PRODUCTION
Sl.

POSITION PROFILE

No.
COMPETENCY ATTRIBUTES
1 Plant Knowledge(V)
2 Commitment towards policies(V)

MEASUREMENT SCALE
DESIRED LEVEL
S
S

ACTUAL LEVEL

3
4
5
6
7
8
9
10
11
12
13
14

Handling start - ups and shut - downs(V)

Emergency Preparedness / Handling(V)
Cost consciousness(V)

S
S
S
G

Team Work(E)
Initiative(E)
Awareness on QMS, EMS, OHSAS

G
G

Management systems
Decision making(D)
Problem solving(D)
Communication Skills(E)
Self Development(E)
Innovation(D)
Human related factor

G
G
G
G
F
S

STRATEGIZING SCALE: VITAL (V), ESSENTIAL(E), DESIRABLE(D)

MEASUREMENT SCALE: FAIR (F), GOOD (G), SUPERIOR (S)
POOR = 0 TO 2, FAIR = 3 TO 5, GOOD = 6 TO 8, SUPERIOR = 9 TO 10

COMPETENCY MAPPING ASSESSMENT FORM

NAME:
EMP NO:
POSITION: OFFICER - LABORATORY
SECTION: LAB&ENVIRONMENT
DEPARTMENT: TECHNICAL SERVICES
POSITION PROFILE
Sl.
No.
1
2
3
4
5
6
7
8
9
10
11

MEASUREMENT SCALE
DESIRED

COMPETENCY ATTRIBUTES
Job Knowledge(V)
Safety(V)
Systems Knowledge(E)
Initiative(E)
Team Work(E)
Emergency Preparedness(E)
Operation of lab equipments &

LEVEL
S
S
S
S
S
G

calibration(E)
Knowledge on chemical properties of

process chemicals(E)
First Aid Training(D)
Communication skills(D)
Human Related Factor

G
F
F
S

ACTUAL LEVEL

STRATEGIZING SCALE: VITAL (V), ESSENTIAL(E), DESIRABLE(D)

MEASUREMENT SCALE: FAIR (F), GOOD (G), SUPERIOR (S)
POOR = 0 TO 2, FAIR = 3 TO 5, GOOD = 6 TO 8, SUPERIOR = 9 TO 10

COMPETENCY MAPPING ASSESSMENT FORM

Position : Supporting staff(IT)
Section : IT
Department : IT
Qualification : B.Sc
Experience : MIN. 5 years
S.No

POSITION PROFILE
COMPETENCY ATTRIBUTES

MEASUREMENT SCALE
DESIRED
ACTUAL

1
2
3
4
5
6
7
8
9
10
11

Knowledge on hardware(V)
Programming skills (V)
System design(E)
Trouble shooting(E)
Knowledge on network(E)
Knowledge on Unix operating
system(E)
Knowledge on RDBMS (E)
Team spirit(E)
Communication skills(E)
Decision making(E)
Coordination(E)
Initiative, innovative & creative

12 thinking(D)
13 Project management(D)
14 Stress Management(D)

LEVEL
S
S
G
G
G

LEVEL

G
G
G
G
G
F
F
F
F

STRATEGIZING SCALE: VITAL (V), ESSENTIAL(E), DESIRABLE(D)

MEASUREMENT SCALE: FAIR (F), GOOD (G), SUPERIOR (S)
POOR = 0 TO 2, FAIR = 3 TO 5, GOOD = 6 TO 8, SUPERIOR = 9 TO 10

COMPETENCY MAPPING ASSESSMENT FORM

Position : Officer(IT)
Section : IT
Department : IT
Qualification : B.Tech / MCA
Experience : MIN. 5 years
S.No

POSITION PROFILE
COMPETENCY ATTRIBUTES
Knowledge on functional areas in view of

1
2
3
4
5
6

SAP(V)
System Analysis and design(V)
Trouble shooting(V)
Knowledge on network(E)
Knowledge on Unix operating system(E)
Knowledge on RDBMS (E)

MEASUREMENT SCALE
DESIRED
ACTUAL
LEVEL
S
S
S
G
G
G

LEVEL

7
8
9
10
11
12
13
14
15
16

Programming skills (E)

Sub-ordinate development(E)
Team spirit(E)
Initiative, innovative & creative thinking(E)
Communication skills(E)
Decision making(E)
Stress Management(D)
Project Management(D)
Knowledge on hardware(D)
Presentation skills(D)

G
G
G
G
G
G
F
F
F
F

STRATEGIZING SCALE: VITAL (V), ESSENTIAL(E), DESIRABLE(D)

MEASUREMENT SCALE: FAIR (F), GOOD (G), SUPERIOR (S)
POOR = 0 TO 2, FAIR = 3 TO 5, GOOD = 6 TO 8, SUPERIOR = 9 TO 10

BIBILIOGRAPHY

Name of the references

Personnel / HRM
Personnel / HRM
HRM
Personnel management
Company statistical records

WEBSITES:

www.nagarjunagroup.com

www.nfcl.com

www.testgrid.com

www.citehr.com

Authors
Stephen p. Robbins
P.Subbarao, VSP Rao
DR. CB.Gupta
CB.Memoria
CFL library

www.hrindia.com