A SUMMER INTERNSHIP PROJECT REPORT On COMPETENCYMAPPING FOR DEVELOPMENT IN NALCO (CPP, ANGUL)

(For the partial fulfillment for awar of the e!ree of "a#helor of "u$ine$$ A mini$tration(""A%Un er UT&A' Uni(er$it)* ""SR* O+ISHA%
Un er the ,ui an#e of -

E.ternal ,ui e/ Mr0 Su1ha$i$ Pan a A$$t0 Man!er (HR+% Nalco, ANGUL

PREPARE+ "3Rima ,ho$h Roll No0 4 5th Seme$ter* ""A Session-2010-2013

Internal ,ui e/ M$0An2ali Pan a Fa#ult) Mem1er DSBM, UNIT-8, BBSR

Committe to E.#ellen#e +0A06 SCHOO' OF "USINESS MANA,EMENT

"HU"ANES7AR *O+ISHA (Afflliate to Ut8al Uni(er$it) "HU"ANES7AR%

DECLARATION
I do hereby declare that the project study entitled, A Study on Competency Mapping for Development in NALCO is submitted to DAV School Of Business Management for award of Bachelor In Business Administration is based on the study undertaken by me, To the best of my knowledge and belief it has not been published earlier elsewhere or presented to any University/Institution for award of any degree, diploma or other similar title The information used in the study report is collected from published financial statement, !nnual report, various articles and in house journal of the "!TI#"!$ !$U%I"IU% &#%'!"( $T) This report shall be used for academic purpose only .

Place: Date: Sign

ACKNOWLEDGEMENT
I am e*tremely thankful to M ! S"B#ASIS $ANDA% Asst!!! Manager &# ' for his guidance and support and it has been a wonderful learning e*perience for which I feel indebted to him and keenly look forward to such a value adding opportunity again , +e provided immense support , encouragement and confidence during the course of the project I e*press our heartfelt gratitude to the Indian )!, -chool #f .usiness %anagement for giving us this opportunity to do the project /inally I would like to thank all those to many to single out by name who helped us in no small measure through their observation, comments and suggestions I am also grateful to our guide Ms! An(ali $anda% )aculty DSBM, whose continued and invaluable guidance can never be forgotten by me and without whom, this study could not have got present shape I could also not forget the e*pert guidance and encouragement that he has shown to me in spite of his busy schedule I respect the kindliness and gratitude they have shown among all other students I also thank the operation development 0 all the members of &'', "!$&#, !ngul, for providing me the necessary information and relevant data 1ima 2hosh

I am e*tremely glad at reaching my lonely project which is based upon one of the much demanding and challenging feature needed for the educated masses 0 project 'roper care was taken to make the documentation comprehensive It will help make the further modification easier !ll the effort has been made to make this project user friendly and efficient I have given all the importance to my project for its accuracy I have made my level best to make my project a real one I have attempted my best to avoid any kind of ambiguity in the contents The study focuses on 'rocedure adopted in "!$&# for doing competency mapping i e the T!-3 !"!$(-I- method for competency mapping The project work is based on the study undertaken by me at &'' of "ational !luminum &ompany $td .esides all this avoid things I have ensured that this project fulfills the )-.% norms I have taken meticulous care to get it properly documented, and most importantly avoid ambiguity in the given data I had given emphasis in every aspect of the 'roject ima +hosh ..!/45647

$ *)AC*

EXECUTIVE SUMMARY
&ompetency %apping in an #rgani8ation has always made the development of the employees at the same time help the #rgani8ation to grow !s a student of ..! I, 1ima 2hosh undertook a summer 'roject in "ational !luminum &ompany $imited, !t &'', !ngul In the history of Indian !luminum industry with its constraint track record in capacity utili8ation, technology absorption, 9uality assurance, e*pert performance and parting of profits, it is a bright e*ample of India:s Industrial capabilities The study since undertook at !dministrative office of &'', "!$&#, !ngul the study are more based on task analysis method To cover all the job positions of ;*ecutives/-upervisors and skilled workers of &'' employees the present competency management system is a scientific and reasonable process to capture and build upon the e*isting capabilities routed in the &ompany in the form of knowledge, -kills, ;*perience of its employees The present process is called as ,-as. Analysis/ Method .ased on the Task !nalysis %ethod for &ompetency %apping ;*ercise The purpose of the process is to scientifically identify the re9uisite gaps in the job skills/soft skills of the employees re9uired as per the <ob position
Sl! No! 4 = 7 > ? @ C D G 45 Departments &0I ;$;&T ;"22 %;&+!"I&!$ #';1!TI#" #';1!TI#" -U''#1T %!T;1I!$- A-T#1;B %!T;1I!$- A'U1&+!-;B ET' &I,I$ ;"22 &+' Sl! No! 44 4= 47 4> 4? 4@ 4C 4D 4G Departments &+;%I&!$ $!.#1!T#1( &1/I"!"&; +1) !)%I"I-T1!TI#" '$!""I"2, &#"T1!&T 0 &#"%)ITI#" %#"IT#1I"2 T;&+"I&!$ -;1,I&;TF% -(-T;%-

$rocess Analysis $#AS*0I /irst of all in &'', "!$&# the Eork Instructions are being issued by adopting Task !nalysis %ethod in respect of 4G )epartments as underH $#AS*0II In &'' "!$&#, they have issued &ompetency )ictionary to evaluate the individual job competencies and %anagerial &ompetencies through the five level behavioral indicators $#AS*0III They have issued a /orm known as, Individual &ompetency )evelopment 'rofile, to the above 4G departments for preparation of individual &ompetency )evelopment 'rofiles $#AS*0IV The completed Individual &ompetency )evelopment 'rofile with identified 2aps have been collected and sent to Training &entre for imparting training $#AS*0V #n receipt of the competency based training gaps, Training &enter, -0' &omple* has prepared a training calendar with the approval of competent authority to provide the trainings against the gaps $#AS*0VI #n receipt of any kind intimation from Training &entre, -0' &omple* about the competency based trainings received by the employeesI we have periodically updated our records for bridging the gaps The major findings of the study areH 4 To have a knowledge of operation of competency mapping in organi8ational growth = +ow it is functioning in &'', "!$&#, !ngul

CONTENTS
Declaration Ac.no1ledgment Internal +uide Certificate *2ternal +uide Certificate $reface *2ecutive Summary 3!4! IN- OD"C-ION 4 4 Introduction 4 = %anagement 5!4! OB6*C-IV* O) S-"D7 = 4 #bjective of -tudy = = 'urpose #f &ompetency %apping = 7 $imitation of &ompetency %apping = > %ethodology 8!4! COM$AN7 $ O)IL* 7 4 &ompany 'rofile 7 = "alco at a 2lance 7 7 %ission 0 ,ision 7 > /uture .usiness 'lans of the #rgani8ation 7 ? %anpower -tatistics 7 @ "alco 'roducts 7 C ;nvironment 'olicy 7 D Fuality 'olicy 7 G T'% 'olicy 7 45 #bjectives of "!$&# > ? @ 7 4 =

7 44 -pecial /eatures 7 4= +uman 1esource 7 47 +1 'olicies of "alco 7 4> +1% 'hilosophy #f "!$&# 7 4? #rgani8ational &ulture 7 4@ 'roduct %arket 9! o! evie1 of Literature > 4 +istory of &ompetency > = &oncept of &ompetency %apping > 7 &omponents of &ompetency > > &lassification of &ompetency > ? Eho Identifies &ompetencies > @ Ehat %ethodology Used > C +ow are they IdentifiedJ > D Ehat $anguage To Use > G -ome Tips #n +ow to do it :!4! -as. Analysis Method ; Si2 Step Model ? 4 Task analysis ? = ! -i* -tep %odel <!4! Competency Mapping $rocess $racticed At C$$% NALCO% Angul @ 4 'rocedure of &ompetency %apping @ = Illustration =!4! >uestionnaire ; )eed?ac. Analysis @!4! Conclusion ; Suggestion A!4! Anne2ure 34!4! Bi?liography

C#A$-*

B3

INTRODUCTION

3!3! IN- OD"C-ION

!s a testimony of good man, money, machinery 0 materials management, "alco has been a profit making organi8ation since its inception !nd in reorgani8ation of "!$&#:s ability to perform 0 grow into a significant contributor to the economic development of India having a growth of 47 @@K in profit since last decade, its competitive advantage 0 capacity to turn into a global giant, the 2overnment of India has accorded NAVA A-ANA/ status to the company in the year =55D! Eith consistent track record in capacity utili8ation, technology absorption, 9uality assurance, e*port performance 0 posting of profits, "!$&# is a bright e*ample of India:s industrial capability Eith the discovery of the vast east coast bau*ite resources at 'anchpatmali +ill a new chapter in the history of !lumina 0 !luminum in India began in 4GCG 2overnment of India decided to set up a mines 0 refinery unit 0 accordingly the foundation stone was laid in 4GD4, by the then 'rime %inister %s Indira 2andhi Incorporated in 4GD4, as a public sector enterprise of the 2overnment of India, "ational !luminum &ompany $imited A"!$&#B is !sia:s largest integrated aluminum comple*, encompassing bau*ite mining, alumina refining, aluminum smelting 0 casting, powder generation, rail 0 port operations The open cast mines was located at 'anchpatmali hills of 3oraput district in #rissa where as the !lumina 1efinery was located at )amonjodi, a flat land located about 4? kms away from the mines Together the unit came up to be the largest open cast bau*ite mine 0 the largest !lumina plant in !sia Transparent 0 successful operations of "!$&#, as well as its contribution, have brought about remarkable socio6economic progress in the two under developed districts of #rissa, where the company plant 0 facilities are located

3!5! MANA+*M*N"alco is a 2ovt of India enterprise, a "avaratana '-Us under the

administration control of the ministry of mines The company is managed by board of directors appointed by the president of India The board consists of 45 directors including the chairman6cum managing director of the company There are > full time functional directors heading production, finance project 0 technical, personnel 0administrative disciplines There are our senior govt officials nominated to the board as directors on e*6officio basis .esides there are 7 non official directors in the board appointed to present the interest of financial institution, allied industry 0 10) objectives of the company Thus the board of company is a full of highly e*perienced 0 outstanding potentials drawn from various fields of speciali8ation The management control system is based on delegation of authority 0 individual accountability for results The responsibility and authority to take decisions on various matters are delegated by the chairman6cum6%) to different levels in the management

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B5

OBJECTIVES OF STUDY

5!3 OB6*C-IV* O) -#* S-"D7

-he main o?(ective of my Summer $ro(ect isC 3! #o1 Competency Mapping helps to stimulate the employee to give his ?est for the fulfillment of organiDational o?(ective! 5! And ho1 Competency Mapping operates in NALCO! 8! Ehat is the need for competency mapping in NALCO! 9! Ehat are the $ro?lems of competency mapping and its solution! :! Is Competency Mapping is really fruitful in developing the employeeFs potential! <! #elping the organiDation in achieving its o?(ective!

5!8! $" $OS* O) COM$*-*NC7 MA$$IN+

To provide need based training to the employees through training centre To increase the performance of an employee as per the re9uirements and job e*pectation To prepare a list of training to be provided by the training institute in a calendar year To achieve the overall organi8ational objective in providing man days training all the employees covered under competency mapping management To the bridge the gap between the standard competence and actual competence of the employees for the job role

To help an organi8ation to place peoples in jobs in which they can be more effective

5!9! LIMI-A-IONS O) COM$*-*NC7 MA$$IN+

+1) dept of "!$&# uses the manual system for the competency mapping, which make them unable to meet the deadlines on time The top management is rarely involved in competency mapping 'ractical ability test is not taken at the time of competency mapping There is no active participation of e*ecutive, supervisor, workers at all level while formulating competency mapping "!$&# give emphasis on need based training not on the shop floor need based training

5!8! M*-#ODOLO+7
A! Sources of dataC 4 'rimary )ataLLLLLLLLLLLLLFuestionnaire = -econdary )ataLLLLL !ll the policies of "alco giving emphasis on identifying the competence of the employees, &ompetency standards set for employees for different task, bridging the gap between the standard and actual competency by giving them training will be studied !part from these different books, journals, maga8ines, progress reports, annual reports, company:s manual will be followed B! Sampling DesignC 4 -ample Type LLLLLLLLLL ; 0 T 2rade employees = -ample -i8e LLLLLLLLLL ;*ecutive6 45,Technical645 7 'ersonal Interview LLLLLLLL 45 officers

> -ample Unit LLLLLLLLL &'', "!$&#, !ngul C! -ools ; -echniGues Of Data CollectionC 4 )ata &ollection %ethodH &ollected individually through Fuestionnaire and 'ersonal Interview = 'lan of !nalysisH The score obtained from 9uestionnaire are summed up by percentile techni9ue analysis is carried out inference are drawn 9uantitatively from the percentage off &are will be taken to cover all grades of e*ecutives 0 non6e*ecutives cadres within these 75 numbers #n the basis of information:s gathered from the secondary documents the 9uestionnaire will be developed D! Survey $eriodC 3@th may to 3@th 6une 5435

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B8

COMPANY PROFILE

8!3! COM$AN7 $ O)IL*

"ame $ocation 1egistered #ffice 1egional #ffice #wnership 'attern %ain 'romoter Top management H "ational !luminum &ompany A"!$&#B H #rissa H .hubaneswar H .angalore, &hennai, ,isakhapatnam, %umbai, 3olkata, "ew )elhi H ! wholly 2#,T of India company H %inistry of mines, 2#,T of India H %r . $ .!21!

/oreign &ollaboration 'roduction &enter 'ort /acilities I-#MG55=

H %/s !luminum 'echiney, /rance, 'aris H )amanjodi, !ngul H 'ara deep, &hennai, ,ishakhapatnam H !lumina 1efinery A"ov G>B -melter 'lant .au*ite %ines A/eb G?B A<an G?B A<an G@B A)ec GCB A%ay GDB

I-#64>554

H .au*ite %ines &'' -melter 'lant

!lumina 1efinery A/eb GCB

"ature of .usiness #ther !reas of .usiness -ystem

H %ining 0 manufacturing in the !luminum -ector H &aptive 'ower 'lant, 1ail Transport

8!5! LANDMA H *V*N4 )iscovery of .au*ite in the ;ast &oast = 'reparation of "!$&#:s /easibility 1eport 7 Investment )ecision by the 2#,T > /ormation of the company ? /oundation -tone laid by $ate -mt Indira 2andhi @ Indo6/rench &ollaboration !greement C -igning of major ;uro6)ollar loan agreement D &ivil work started 4GC? <uly 4GCG <an 4GD5 <an 4GD4 %ar 4GD4 <an 4GD= /eb 4GD= /eb 4GD=

G &ommissioning )ates 'ort /acilities .au*ite %ines !lumina 1efinery &aptive 'ower 'lant -melter 'lant 45 &ommencement of -ale of !luminum 44 &ommencement of !lumina ;*port 4= &ommencement of !luminum ;*port 47 /irst %ines -afety !ward 4> /irst &!';NI$; ;*port !ward 4? $ondon %etal ;*change 1egistration 4@ )edicated to the "ation by late -hri 1ajiv 2andhi 4C -tar Trading +ouse -tatus 4D Indira 2andhi 1ajbhasa !ward 4G I-# G55= &ertification !lumina 1efinery -melter 'lant &aptive 'ower 'lant .au*ite %ines =5 Indira 'riyadarshini ,riksamitra !ward =4 Top ;*port !ward of ;;'& == /I;#:s "arrate -hree !ward yrs =7 !chieved Oero debt status => Indira 2andhi 'aryavaran 'uraskar =? ;nvironment 'romotion 0 'ollution &ontrol !ward /rom /I%I, /I&&I, #rissa state 'ollution &ontrol .oard 4GGD =555 "ov 4GG> /eb 4GG? )ec 4GG? <an 4GG@ 4GG> /or 7 yrs /or = -ept 4GD? "ov 4GD? -ept 4GD@ -ept 4GD@ %ar 4GDC %ay 4GDC <an 4GDD -ept 4GDD 4GDD 4GDD %ay 4GDG <une 4GDG <an 4GG= 4GG7,4GG?

8!3! NALCO IN B I*)

"ational !luminum &ompany $td A"!$&#B is considered to be a turning point in the +istory of Indian !luminum industry In a major leap forward, "!$&# has not only address the mood for the self6sufficiency in the !luminum, but also given the country a technology edge, in producing this strategic metals on the best of world standards

"!$&# was incorporates in 4GD4 in the public sector, to e*ploit a part of the large deposits of .au*ites, discovered in the ;ast &oast, in technological &ollaboration with !luminum 'echiney of /rance "!$&#:s original project cost of 1s =>5D &rore was partly financed by GD5 million U- )ollars, e*tended by a consortium of international banks .y 4GGD, the company has paid back overseas loans and going steady with an internally funded major ;*pansion plan involving an investment of over 1s 7G55 &rores Eith its consistent record in capacity utili8ation, technology absorption, 9uality assurance, ;*perts performance and posting of profits "!$&# is a bright e*ample of India:s industrial capability Today, as an I-# G55= and 4>554 company, "!$&# has emerged as the largest integrated .au*ite6 !lumina6!luminum &omple* in !sia The comple* has five multi6locational, well6integrated, segments ,i8 .au*ite %ines, !lumina 1efinery, !luminum -melter, &aptive 'ower 'lant, 'ort /acilities and 1olling 'lant "!$&# has taken over international !luminum products $td AI!'!$B, wholly ownedsubsidiayof"!$&#w e f %arch=555withthe project cost of 1s 7?@ crores having capacity of ?5555 T'( of !luminum alloy coil sheet

8!5! NALCO A- A +LANC*

"ational !luminum &ompany $td A"!$&#B is considered to be a turning point in the +istory of Indian !luminum industry In a major leap forward, "!$&# has not only address the mood for the self6sufficiency in the !luminum, but also given the country a technology edge, in producing this strategic metals on the best of world standards "!$&# was incorporates in

4GD4 in the public sector, to e*ploit a part of the large deposits of .au*ites, discovered in the ;ast &oast

8!8! MISSION ; VISION

NA-IONAL AL"MINI"M COM$AN7 LIMI-*D

%I--I#"H To achieve growth in business with global competitive edge providing satisfaction to the customers, employees, shareholders, and community at large

,I-I#"H To be a reputed global company in the %etals 0 ;nergy sector

8!9! )"-" * B"SIN*SS $LANS O) -#* O +ANISA-ION

I -econd 'hase ;*pansionH Unit =nd phase e*pansion

 %ines @7 lakh %T !lumina 1efinery =4 $akh %T -melter 'lant > @ $akh %T &aptive 'ower 'lant 4=55 %E II -pecially Uni9ue 'roducts III %arket tie6up for special product with primary producers I, Techno marketing , &reation of separate 1 0 ) center ,aluesH6 &ontinuous Innovation Eork along with others +igh degree of discipline ;*cellent results in every operation $#ILOSO$#7 "!$&# believes in good corporate governance, attaining ma*imum level of transparency, accountability and e9uity in all facets of its operations and in all its interactions with its stakeholders ,ig -hareholders, the 2#,T bankers: society at large and about customers

8!:! MAN$OE*
;*ecutive 6 4D4C

S-A-IS-ICS

-upervisory U" skilled -killed

6 6 6

D>= 44=C 7@=C

14%

0%

22%

!c"#i$e S"%e&$iso&' 11% Non-S"%e&$iso&' S(ille)

53%

8!<! NALCO $ OD"C-S

Alumina

&alpine !lumina

= !lumina +ydrate 7 -pecialty !lumina 0 +ydrates > )etergent 2rade Oeolite

Aluminum Metal 4 -tandard Ingots Aeach appro* =5 kgs B

= -ow Ingots Aeach ma*imum C?5 kgsB 7 Eire 1ods A in coil form G ? mm dia weight appro* =mtB > !lloy Ingots Aeach appro* 45 kgsB ? .illets Ain four si8es 4=C mm, 4?= mm, CD m, =57 mm diaB @ &ast -tripes Ain 4@55 mm width ma* nominal gauge @ 7? mmB C &old 1olled -heets

8!=! *NVI ONM*N- $OLIC7

In recognition of the interest of the society in securing sustainable industrial growth, compatible with a wholesome environment, "!$&# affirms that it assigns high importance to promotion and maintenance of a pollution free environment of a pollution free environment in all its activities Heeping the a?ove in vie1% NALCO has set the follo1ing o?(ectives! o To use non6polluting and environment6friendly technology in all industrial activities o To monitor regularly air, water, land, noise and other environment conditions and pollutant fall6outs o To constantly improve upon the standards of pollution control provide a leadership in environmental management o To develop among the employees an awareness of environmental responsibilities and their adherence to sound environmental practices o To work closely with govt and local authorities to help prevent and minimi8e adverse conse9uences of the industrial activities of the environmental o To comply with all applicable laws governing environmental protection through appropriate mechanism SOCIAL AC-IVI-I*S o !s a special relief measure, the company provided $)'; sheets worth 1s C? 7?$akh to the 2ovt of #rissa during flood in &oastal #rissa in -eptember =557 o )uring the year, the company completed construction of ?7 primary school buildings in -uper &yclone !rea in #rissa under 'rime %inister:s 1elief 'rogramme

8!@! >"ALI-7 $OLIC7

Fuality will form the core of our business philosophy %eeting the needs and e*pectations of the customer and consistently improving our system and work ethos will be our chosen path in achieving e*cellence in business and fulfilling our social obligations +"IDIN+ $ INCI$L*SC o To ensure a healthy return on investment by ma*imi8ing operational efficiency, capacity utili8ation and productivity o To continually improve and redesign systems, process and practices in order to ensure error prevention and improve response time o To adopt internal customer focus as means to e*ternal customer satis6 faction o To treat +uman 1esource as the key to Fuality ;*cellence and ensure development, involvement and satisfaction of employees o To ensure high 9uality of inputs through proactive interaction with suppliers o To meet obligations towards the society as a responsible corporate citi8en o To provide value for money to all stake holders o To follow ethical business philosophy at all times

COMMI-M*N-C To dedicate Fuality 'olicy and #bjectives of the company in letter and spirit and commit to continuously strive for fulfillment

8!A! -$M $OLIC7

In our pursuit towards organi8ational e*cellence through practice of Total 'roductive %aintenance, we are committed to %a*imi8e #verall 'lant ;ffectiveness !chieve Oero )efects, Oero .reakdowns and Oero !ccident Involve all ;mployees in -ystem and 'rocess Improvements &reate a &lean and $ively Eorking ;nvironment -$M $" $OS*H T'% is promoted by <apan Institute of 'lant %aintenance A<I'%B with following aimsH 2et the ma*imum production from the plant by ma*imi8ing #verall ;9uipment ;ffectivenessA#;;B 'revent every 3ind of $oss, mainly through Oero .reakdown, Oero )efect and Oero !ccident Involvement of all functions and $evels 1educe cost and time of production

-$M $ILLA SH o !utonomous %aintenances o 'lanned %aintenance o /ocused Improvement o ;ducation and training o Fuality %aintenances o -afety, +ealth and ;nvironment o #ffice T'% o )evelopment %anagement

8!34! OB6*C-IV*S O) NALCO

To ma*imi8e capacity utili8ation To optimi8e operational efficiency and productivity To maintain highest international standard of e*cellence in product 9uality, cost efficiency and customer service To provide a steady growth in business by technology up6gradation e*pansion and diversification To have global presence and to earn foreign e*change To maintain leadership in domestic market To instill financial discipline at all levels for achieving cost and budgetary controls, optimi8ing utili8ation of working capital and effective cash flow management To ma*imi8e return on investment To develop a strong 1esearch 0 )evelopment base and increase business development activities To promote a result oriented organi8ational ethos and work culture that empowers employees and helps reali8ation of individuals and organi8ational goals To ma*imi8e internal customer satisfaction To participate in peripheral development of the area

8!33! S$*CIAL )*A-" *S

o /irst largest power station having I-# G55= and 4>554 certification in I")I! o &onsistent track record in reliable operation and optimal level of production achieving highest '$/ of CD D? and availability factor of D@ C5K o %aintained high plant load factor even with more number of smaller si8e unitsADP4=5%EB o %aintained very low unit cost of generation of 1s 4 5? A=55765>B per unit o !vailable infrastructure for further e*pansion of the plant o 'rocess monitoring through )!o !utomatic turbine runs up system o Islanding scheme to isolate form grid during disturbances o ;-' with microprocessor controllers o !sh pond overflow recycling -ystem -*C#NICAL )*A-" *SC -T;!% TU1.I";H three cylinders, ;*tracting 1eheat, &ondensing Type 2;";1!T#1H4>4 ?%,!,4=5%E,45 ?3,,7555 1'%, +ydrogen &ooled AQC and QD !ir &ooledB and brush less ;*citation -ystem .#I$;1H Eater Tube, ,ertical "atural circulation, -ingle drum, Tilting and Tangential &orner /ired, .alanced )raught ,1eheat Type ,)ry bottom ,)irect pulveri8ed &oal /ired &apacity, A%&16UQ4 to Q@ H>75/+rB

8!35! #"MAN

*SO" C*

#ur last century witness the occurrence of liberali8ation, globali8ation, deregulation, decentrali8ation and empowerment which transform the workplace to such an e*tent that it has led to the emergence of a knowledge culture, where the reigning forces will be e9uipped with powerful ideas, egalitarism, sharing, and net working giving birth to an era of competition and collaboration resulting to an easy life, we also witnessed the rise in IT economy .ut now the century will witnessed the emergency of knowledge or ideas ;conomy where it is the power and rules if doing business are being rewritten with the rapid change in work environment and culture .esides stressing upon knowledge organi8ation globally are striking to develop and retain their human capital through knowledge management practices which encourages collective learning, where knowledge is shared to achieve goal +1 is the combination of human knowledge and human capital or management development or training therefore we need +1 that is competent in term of knowledge, skills and attitudes that can meet the challenges faced by the organi8ational taking place rapidly

8!38! #
&#")U&T 0 )I-&I'$I";

$OLICI*S O) NALCO

4 The details of conduct as per the terms employment are regulated as per the conduct, )iscipline !ppeal 1ules for e*ecutives and certify standard orders Aas per industrial employment standing orders !ctB in respect of non6 e*ecutives These rules specify the misconduct and the procedure including the authorities for imposing penalties = The 2rievance of the employees is dealt in a three tier 2rievance handling system for e*ecutives 0 non6 e*ecutives In case of non6e*ecutives a 2rievances committee at each unit is constituted comprising e9ual representatives from employee:s union and management besides, the informal scheme of 2rievance handling was also introduced in the name of employees !ssistance scheme for early and effective redressal of the complaints ';1/#1%!"&; !''1!I-!$ 0 &!1;;1 21#ET+ 4 The key performance areas of e*ecutives are fi*ed at the beginning of the year with mutual discussion between the employee concerned and his reporting officers The key performance areas are developed in relation to the organi8ational 3'! target The periodic assessment of the performance is done before the final annual assessment is made on the individual ;*ecutive In respect of "on6e*ecutives the performance !ppraisal are done based on

various skill and personality traits by the reporting officer )ifferent factors of personality traits are fi*ed for unskilled -killed and supervisory personnel 5! EA+*S ; SALA 7 AND O-#* $* HS ; B*N*)I-S

4 The pay scales and other benefits for ;*ecutives are fi*ed as per the 2overnment guidelines on the subject and comparison of the same with other leading '-Us In respect of "on6;*ecutives it is done in the process of collective bargaining with unions = $inked with !I&' as applicable for central industrial workers, the following benefits are provided to the employeesH +ouse 1ent !llowance &ity &ompensatory !llowance $eased !ccommodation &ompany Fuarters 1eimbursement of Eater 0 ;lectricity charges &onveyance !llowance "ight shift !llowance -plit shift !llowance &ash handling !llowance 3it allowance 7 The following advances re e*tended by the company to its employees +ouse .uilding !dvances %otor ,ehicle !dvances /urniture !dvances -pecial !dvances .icycle !dvances %edical !dvances "atural &alamity !dvances

> The other benefits facilities e*tended to the employees areas underH 4 #olidaysC 45 cleared holidays and 5= 1estricted +olidays at the plant locations 4@ closed holidays, 5= 1estricted +olidays for corporate and other offices = Leave )acilityH The eligibility for both e*ecutives and "on6;*ecutives for different kinds of leave are as under &asual leave ;arned $eave -ick $eave half pay $eave -pecial )isability leave ;*tra ordinary $eave Fuarantine $eave %aternity $eave as per act 'aternity $eave -pecial casual $eave 7 Leave -ravel ConcessionC !ll employees both ;*ecutives and "on6 ;*ecutives are entitled for 5@ family members > -ravelling *ntitlement and *2penses ? Eelfare Schemes 4 %edical .enefit = $iveries 7 &anteen subsidy reimbursement > -cholarship <! Motivational Schemes 4 'roductivity $inked Incentive -chemeH .ased on the 'roduction performance and the factor productivity inde* and !bsenteeism inde* = Incentive for ac9uiring 'rofessional FualificationH ! lump sum amount ranging from 1s 7555 to 1s ?555 is allowed once in the service tenure for ac9uiring professional 9ualification as prescribed in the scheme

/urther reimbursement of membership fees up tone professional body of national repeats is also allowed 7 'romotion of small /amily "ormsH ;mployees are granted cash lump sum and other benefits like increment special casual leave, concession rate of interest in +1! etc as per the scheme for promoting small family norms > -cheme for award for valuable suggestionsH ;mployees are encouraged for more number of suggestions either individually or in group and rewarded suitably as per the scheme The ma*imum award amount varies from 1s ?555 in case of Individual and 1s =?555 in case of groups

*-I *M*N- B*N*)I-SISOCIAL S*C" I-7

4 -he Contri?utory $rovident )undC The company has a trust which has got due rela*ation from the 2#,T scheme = $ension SchemeC ! pension scheme with the contribution of the employees is created as per the 7 rd $TE- and is effective from 54 5> 4GG? 7 +roup +ratuity Life Assurance SchemeC !n Insurance policy with $ife Insurance &orporation of India with annual premium been made to take care up of the 2ratuity liability of employees > Scheme )or $ost to their retirement ? Voluntary etirement SchemeC ;mployees completing 45 years of services on attaining >5 years of age can seek voluntary retirement - AININ+ AND D*V*LO$M*N-raining )acilitiesC etirement Medical )acilityC ! scheme provides medical benefit to the employees and their spouses subse9uent

Eith the objective of making training a decentrali8ed activity "!$&# has set up training institutes at all its units i e 4 Training institutes at smelter and power comple* ,!ngul = Training institutes at mines and 1efinery comple*, )amanjodi 7 The nodal training institute, +1) center of e*cellence at corporate office, .hubaneswar > The training institutes at plant sites are well e9uipped with the latest audio visual training aids lecture halls, workshops, libraries etc They basically teach to technical functional training of the workforce The nodal training institutes which focus on organi8ing development training programmes has apart from all training aids a conference rooms, -yndicate rooms, $ibrary and all modern e9uipment for conducting %anagement )evelopment programmes It is also e9uipped with an attached +ostel for accommodating participants

8!39! # M $#ILOSO$#7 O) NALCO

o To attract competent personnel with growth potential and develop their skills and capabilities in a congenial work and social environment through opportunities for training, recognition career advancement and other incentives o To develop and nature favorable attitudes among employees and to obtain their best contributions to the organi8ations by providing stable employment , safe working condition , job satisfaction , 9uick redressed with the company:s capacity to spend and the government Rs guidelines

o To foster /ellowship and sense of belongingness among all sections of employees through closer association of employees with the management and by encouraging healthy trade union practices

8!3:! OrganiDational Culture

"alco being a profitable public sector unit concerned about good relationships among the superior and subordinate, employee etc in normal time people work loosely, thinking that the company is fulfilling its target -o there is no need for hard work .ut in 4GGD while it was facing a bad situation people devoted their heart and soul to the organi8ation The worked for day and night and brought the situation under control The employees of "alco are given a very big package with number of incentives and other facilities .ut these actually do not motivate employees .ecause incentives work for a short time It is the fear motivation which works behind every employees and makes the employee motivated towards their respective

jobs ;mployees in "alco are individually accountable towards their work If a task is given to them, they accomplish the task in a proper manner and in a proper time 'eople feel that the facilities and the incentives which they are getting are worth for what they contribute to the organi8ation

8!3<! $roduct Mar.et

"alco has not only bridged the gap between the demand supply within the country but earned valuable foreign currencies to grow nation:s economy The high grade sandy !lumina is mainly e*ported to countries like U-!, <apan, &hina, .ra8il etc and to many other countries "alco is today one of the five e*porters of !lumina in the world market !lumina which is produced at smelter plant is used for domestic scale "alco sold a record 4, 7@, 7?@ tones of metal in the domestic market In case of e*port "alco had e*ported @?,75Ctones of metal and >5C,>5? tones of !lumina !luminum is mainly e*ported to the countries like U3, <apan, 3orea, Italy etc

"alco has got I-#6G55=, I-#64>554 certification and also reorgani8ation from $ondon metallic e*change -o is able to market its product on a world wide basis

C#A$-*
REVIEW OF LITERATURE

09

9!3! #IS-O 7 O) COM$*-*NCI*S

! team of educationists led by .enjamin bloom in the U-! in mid fifties laid the foundation for identifying educational objectives and there by defining the knowledge, attitudes and skills needed to be developed in education The task force lead by bloom took several years to make an e*haustive classification of the educational objectives that were grouped under the cognitive domain

)avid %c&lelland, the famous +arvard 'sychologist has pioneered the competency movement across the world +is classic book on Talent and -ociety, !chievement %otive, The achieving -ociety, %otivating ;conomic ;*perience brought our several new dimensions of the competencies These competencies brought the turning point for competency movement In an article published in UI-, It was said, traditional achievement and intelligence scores may not be able to predict job success and what is re9uired is to profile the e*act competencies re9uired to perform a given job effectively and measure them using a variety of tests This article combined with the work done by the )oglas .rey and his associates at !T 0 T in the U- where in they presented evidence that competencies can be assessed through assessment centers and on the job success can be predicted to some e*tent by the same, laid the foundation for populari8ation of the competency movement $atter %cber consulting /irm, founded by )avid %c&lelland and his associate .erlew, speciali8ed in mapping the competencies of entrepreneurs and managers across the world They even developed a new yet simple methodology called the .ehaviors ;vent Interviewing A.;IB to map the competencies Eith increased recognition of the limitation of performance appraisal in predictive future performance, potential appraisal got focused and assessment center become popular in seventies ;specially in $0T by the II%! professors, as early as in 4GC? $0T did competency mapping and could not start assessment center until much latter as it was not perceived as a priority area

9!5! Concept of Competency Mapping

!ny underlying characteristic re9uired performing a given task, activity, or role successfully can be considered as competency &ompetency may take the following formsH 3nowledge !ttitude -kill #ther characteristics of an individual includingH %otives, ,alues, Traits, -elf6&oncept etc D*)INI-ION O) COM$*-*NC7 ! competency is an underlying characteristic of a person, which enables him/her to deliver superior performance in a given job, role or a situation &ompetencies are seen mainly as inputs They consist of clusters of knowledge, attitude and skill that affect an individual:s ability to perform !ccording to +ayesH &ompetencies are generic knowledge, motives, traits, social role or a skill of a person linked to superior performance on the job !ccording to !lbaneseH &ompetencies are personal characteristics that contributes to effective managerial performance !ccording to UnionH ! competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task of an activity within a specific function or job ! competency is an underlying characteristic of an individual that:s casually related to criterion6referenced effective 0 / or superior performance in a job or situation

9!8! Component of Competency

The components of competency areH 4 3nowledge = -kills 7 !ttitudes > %otives and traits ? -elf &oncept Hno1ledgeC 4 3nowledge consists of awareness and information which a person can ac9uire from various sources like books, websites, listening to others, television, newspapers, maga8ines etc = It is cognitive competency and deals with what a person knows 7 +owever, knowledge by itself is not sufficient to carry out an occupation or tasks 3nowledge on any subject only provides information S.illsC 4 It is the ability to actually perform a physical or mental tasks = It re9uires co6ordination of the body and mind 7 -kill to perform also re9uires knowledge, attitude and practice > -ome e*amples areH a -kill to drive a bicycle or a car or an airplane b -kill to convince another person to buy a product c 4 -kill to negotiate and get the product in the interest of the organi8ation AttitudesC They are predisposition to other individuals, groups, objects, situation, events and issues = These are formed with e*perience 7 They need not remain the same and are likely to change > !ttitude can be positive or negative ? !ttitude influence the approach or avoidance behavior ValuesC

,alues are more enduring and generali8ed belief

= They are more permanent in nature than attitudes 7 They are learnt from family, peers, organi8ation and society > -ome e*amplesH ; g +onesty, #penness, Transparency, #ccupational values, Integrity etc Motives and -raitsC 4 The things a person constantly thinks or wants, that cause action are called %otives = Traits include physical 9ualities or characteristics like 9uick reaction time, good eyesight for drivers etc Self ConceptC 4 This constitutes a person:s image of him/ herself including the self worth, confidence and attitude to one:s self6things one values, 9ualities one possess, goals one has = ; g -elf confidence, 7 ! person:s belief that he/she can be effective in almost any situation is a part of the individual:s self6concept

9!9! CLASSI)ICA-ION O) COM$*-*NCI*S

Technical and functional

%anagerial +uman &onceptual Threshold 0 )ifferentiating &ore )istinct .asic 2eneric -pecific %eta Team 3ey

-echnical or )unctional These competencies are associated with technological or functional e*pertise re9uired to perform a job = They are more technical in nature ; g 3nowledge of IT laws, ,arious income ta* forms, amendments taking place in IT laws can be considered as technical competencies for an Income Ta* professional ManagerialC 4 These are 3, -, !:s re9uired to plan, organi8e, mobili8e and utili8e various resources = These competencies include planning skills, organi8ing skills etc #umanC 4 These are 3, -, !:s re9uired to motivate utili8e and develop human resources ConceptualC 4 &onceptual competencies consist of abilities to visuali8e the invisible, think at abstract levels and use thinking to plan future business = ; g -trategic thinking, forecasting skills etc

-hreshold and differentiatingC 4 Threshold competencies are essential competencies re9uired for all job incumbents to perform a job at minimum level of proficiency = )ifferentiating competencies distinguish superior from average performer 7 .oth these competencies are identified within the conte*t of a specific job CoreC 4 These are the competencies which every member regardless of his/her position or performance, need to e*hibit in an organi8ation = &ore competencies are sometimes called as 2eneric competencies 7 They are 9uite similar to threshold competencies, e*cept that threshold competencies are identified with conte*t to a specific job DistinctiveC 4 These are individual attributes that are re9uired to perform successfully in various organi8ational operations BasicC 4 These are those competencies, which a person is re9uired to perform in any productive activities such as reading, applying numeric system, e*pressiveness, listening etc = These are competencies, which are ac9uired gradually along with life in formal education +enericC 4 These are knowledge and ability associated with development of various occupational areas and branches of productive activities = These competencies may be sled taught, ac9uired through training or educational programs SpecificC 4 These are skills associated with technical knowledge and abilities re9uired for performance of a productive function = These are usually conveyed in a technical language and refer to certain tools

7 ; g Use of stethoscope, welding with o*y6acetylene e9uipments etc MetaC 4 .ased on -pino8a:s theory A4@7=64@CCB = 3nowledge about knowledge is called meta knowledge 7 The ability to judge the availability, use, comprehension and learning ability of personal competencies is called %eta competence -eamC 4 These describe specific capabilities and characteristics of a team as a work unit = 1esearch indicates come important team competencies of high performing teams which includes capability for setting collective goals, establishing priorities, defining roles, creating trust and collaborative environment etc HeyC 4 These are used to describe elements of behavior that are important for all employees = These type of competencies support organi8ational values, desired culture and performance e*pectations 7 &learly defining key competencies support the induction process > They also ensure new employees are good match to culture and general performance standards

9!:! Eho identifies competenciesJ

&ompetencies can be identified by one or more of the following category of peopleH ;*perts, +1 -pecialists, <ob analysts, 'sychologists, Industrial ;ngineers etc in consultation with $ine %anagers, &urrent 0 'ast 1ole holders, -upervising -eniors, 1eporting and 1eviewing #fficers, Internal &ustomers, -ubordinates of the role holders and other role set members of the role Athose who have e*pectations from the role holder and who interact with him/herB

9!<! Ehat Methodology is usedJ

The following methods are used in combination for competency mappingH Interviews, 2roup work, Task /orces, Task !nalysis workshops, Fuestionnaire, Use of <ob descriptions, 'erformance !ppraisal /ormats etc

9!=! #o1 are they IdentifiedJ

The process of identification is not very comple* -ome of the methods are given belowH 4 -imply ask each person who is currently performing the role to list the tasks to be performed by him one by one and identify the 3nowledge, !ttitude and -kills re9uired to perform each of these &onsolidate the list, present it to a role set group or a special task force constituted for that role, ;dit and /inali8e = !ppoint a task force for each role

9!@! Ehat Language to useJ

Use Technical $anguage for technical competencies /or e g 3nowledge of hydraulics Use business language for business competencies ;g 3nowledge of markets for watches business or -trategic thinking Use your own language or standard terms for behavior competencies ; g !bility to "egotiate, Interpersonal senility, -ales techni9ues help Too technical and conceptual knowledge align to the organi8ation and people may crate more problems than

9!A! Some tips on #o1 to do itJ

The following are some of tips to do competency mapping at low costH

'ick up a job or a role that is relatively well understood by all individuals in the company Eork out for this role and give it as an illustration /or e*ample -ales ;*ecutive, production supervisor, !ssistant +1 %anager, 1eceptionist, Transport %anager, '1 managers are known to all and easy to profile

Eork out competency for this role if necessary with the help of job analysis specialist or an internal member who has knowledge of competency mapping 'repare this as an illustration

&irculate these others and ask various dept to do it on their won &irculate samples of competencies done by others Illustrate knowledge, attitudes, skills, values etc &hoose a sample that does not use jargons ;*plain the purpose Interview of past successful job holders helps &urrent incumbent who are doing a good job along with their reporting officers is a good enough team in most cases #nce prepared even on the basic of one or two individuals: inputs circulate to other role set members

&ompetency mapping is important and is an essential ;very well6managed firm shouldH +ave a clear organi8ational structure Eell defined roles in terms of the 3'!s or tasks and activities associated with each role -hould have mapped the competency re9uired for each role Ehere appropriate or needed should have identified the generic competency for each set of roles or levels of management !nd should use them for recruitment, performance, management, promotion decisions and placement and training need identification

&ompetency mapping is essentially an in6house job &onsultants can at best give the methodology and train of the line managers and +1 staff &onsultants cannot do competency mapping all by themselves because no consultant can ever have all the knowledge re9uired to identify the technological, managerial, human relations and other conceptual knowledge, attitudes and skills re9uired for all jobs in a firm Ehere consultants are e*cessively relied upon the data generated are likely to enrich the consultants and consulting firms much more than the commissioning firm it The lower the consultant:s involvement more the work needs to be done internally and higher the intellectual capital generation and retention within the organi8ation OL*0 ANAL7SIS )O COM$*-*NC7 MA$$IN+C

&ompetency has two relevant meanings The first addresses the ability of an individual to perform effectively in a job6relevant area The second is a definition of what is re9uired of an individual for effective performance The following steps may be followed in competency mapping 4 )ecide the roles for which the competencies need to be mapped Identifying the objectives of the function or the )ept, or the Unit or the -ection where the role is located = Identify the location of the roles in the organi8ational structure

7 Identify the objectives of the role Ehy does the role e*istJ Ehat the main purpose of the role etc details > &ollect the 3ey 'erformance !reas Aor, 31!s, Task etc B of the role holder for the last two to three years from the performance appraisal records ? Interview the role holder to list the Tasks and activities e*pected to be performed by the individual or get the role holder to list all the activities he is e*pected to perform in his role 2roup them into a set of tasks @ Interview the role holder to list the actual knowledge, attitude, skills and other competencies re9uired for performing the task effectively The role holder should be asked 9uestions like if are to recruit some one to perform this task what 9ualities or competencies would you look for in him/herJ Ehat competencies do you think re6re9uired to perform this wellJ Ehenever you had done a good job, what 9ualities in you have helped you to do it wellJ Ehenever you were not able to do a good job what the competencies or 9ualities you lacked that you felt were preventing you from doing a good job etc J It may be a good idea to prepare the role holder to understand the difference between knowledge, attitudes and skills This needs to be listed for each task The list of activities should be used in listing the competencies The critical activities determine the competencies needed to perform the task well C 1epeat the process with the entire role set members If the role set members is too many, take those who are very critical The .oss sub6 ordinates and internal customer should be represented D 'resent it to the supervisors of the role holder and the role holder for approval and finali8ation G &onsolidate the list of competencies from all the role holders: by each task

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B:

TASK ANALYSIS METHOD AND SIX STEP MODEL

:!3! -ASH ANAL7SIS

Task analysis can be defined as the process of identifying the tasks of a particular job in a particular organi8ational conte*t by analysis activities, establishing performance criteria, determining re9uired competencies, and analy8ing any discrepancies uncovered by this process This definition, which is based on the concept of task suggested by the Tavistock -chool A;mery 0 Trist, 4G@GB, indicates the following guidelines for successful task analysisH 4 !nalysis should be undertaken only after developing an understanding of the particular organi8ational conte*t involved The rationale for this is that any job e*ists within a particular organi8ation, which has its own mission, philosophy, orientation and goals /or the purpose of task analysis and this article, job means a module of work assigned to a person occupying a particular position Aor roleB in an organi8ation = The job should be broken down into specific activities performed and e*pected to be performed by the jobholder or incumbement !n activity is an observable action often bound by time

7 The activities should be grouped into tasks ! task is a set of related activities6a function organi8ational goals > 'erformance criteria and their indicators should be established ? The competencies re9uired for effective performance of each task should be identified @ The discrepancies between perceived and actual performance and between importance attributed and importance reflected in time spent should be identified S that makes a distinct contribution to

:!5! A SIK0S-*$ MOD*L

#n the basis of the guidelines that conclude the previous section, we can say that task analysis involves the following steps 4 = 7 > ? @ &onte*tual models !ctivity analysis Task delineation &ompetency analysis 'erformance analysis and )iscrepancy analysis

3! CON-*K-"AL ANAL7SISC It is essential to know the mission, orientation and goals of the organi8ation of which the job is a part !n understanding of the organi8ational conte*t also helps in clarifying the general orientation of the job /or eg The mission of a +ospital may be defined as providing effective medical care and related support to the patients wishing to use the +ospital The term related support may be an important dimension of the mission of the hospitalI it may imply that the jobs of the doctors and nurses also need to include psychological support as a task If task analysis were undertaken in this situation without

the development of this understanding, the observers may not see activities involving psychological support The organi8ation:s broad goals or objectives also must be identified These goals may or may not be a part of the mission statements ! sampling of employees may be asked to state these goals and then these various statements may be compared with any goal statements that e*ist in formal documents This e*ercise is also helpful in terms of testing whether the employees know the organi8ation:s formally stated goals or whether the goals have changed since they were originally stated documents The last phase of conte*tual analysis, an optional one, is to identify the main tasks of the organi8ation !gain groups of the employees may be asked to identify the tasks that pertain to each goal and to identify the jobs mainly responsible for these tasks These employee statements then may be compiled and discussed -uch an e*ercise is also useful in clarifying goals and tasks and in increasing employee:s commitment to them 5! AC-IVI-7 ANAL7SISC The second step is activity analysis This successful completion of this step is dependent on a clear understanding of the 9ualities of an activity !n activity has three characteristicsH 4 = It is observable. /or eg , planning is not regarded as activity because it can:t be observed It is descriptive. The behavior concerned must be capable of being stated specially in terms that describe rather than evaluate or interpret /or eg , if the behavior on the part of a nurse is recorded as taking a patient:s temperature, this behavior 9ualifies as an activityI however, if the same behavior were recorded as doing

diagnosis, this phrase would be an interpretation of what had occurred and would not 9ualify as an activity 7 It is objective. !n activity, when observed by more than one person, should be capable of being recorded in written form in the same way by all observers This is not to say that all observers will record all activities in the same way but that anyone reading the written record of all observers: descriptions of an activity would interpret these descriptions to be of the same activity

Sources of Information a?out ActivitiesC There are three contributors of information for activity analysisH A4B the job incumbent A=B those who interact with the job incumbent Acalled role set membersB, and A7B outside e*perts The role6set members include the incumbent:s supervisor subordinates, colleagues and in some case others who interact with the incumbent Afor e g , patients and their relatives in the case of a nurse as job incumbentB The outside e*perts may be task analysis:s, educators, and specialists in the field or the organi8ation:s top management Collecting Information on ActivitiesC -everal methods can be used to prepare a comprehensive list of activities The most commonly used methods are interviews, diaries, log books and 9uestionnaires 4 Interviews The interview is the most widely used and useful method of collecting information for activity analysis 2enerally, the respondent is simply asked to report observations and e*pectations -ometimes, however, it may be useful to ask specifically what the job incumbent did on a particular day .ecause respondents tend to give general answers, it is necessary to prove in an interview so that actual activities are

revealed /or eg , when interviewed about what a nurse does, a role6set member might say, Eell, she takes care of patients It then becomes necessary to ask how the nurse takes care of patients S what she actually does /or this reason interviews re9uire patience on the part of the interviewer = Diaries ! diary is a set of detailed notes that a job incumbent keeps about the work6related activities that he/she performs during the workday .efore assigning the task of keeping such a diary, it is a good idea to meet with the job incumbent to discuss what an activity is and what should be noted in the diary 7 Log Books ! logbook is a record that someone else keeps while observing a job incumbent !gain, it may be useful to discuss the potential contents of the log with the person keeping it 'roviding a combination of instructions and e*ample similar to that shown in /ig 4 may be helpful > Questionnaires ! 9uestionnaire may be devised and administered to the job incumbent, the role6set members, and/or outside e*perts -he $roduct !fter one or more of the suggested methods has been used for activity analysis, the product will be a long list of activities !t this point the list is comprehensive and has not been subjected to any kind of sortingI it includes a number of essentially redundant items as well as both highly specific and less6 specific items Activity Analysis The purpose of the activity analysis diary is to help you keep notes about all of your work related activities %aintain the diary for four weeksH every work day for the first week, then every other work day for the second week and then every third work day for the last two weeks

Erite a description of each work6related activity you perform during the day and ne*t to the description note the starting time .e specific and use verbs The following is an e*ampleH Monday% 6anuary 3< Time ctivit! Description 5D 55 1ead the mail that accumulated in my basket G? -poke with a subordinate who came to my office with a re9uest to Implement a new program 8! -ASH D*LIN*A-IONC !fter !ctivities analysis has been completed, the ne*t step is to group the activities into tasks and to name these tasks This process, known as task delineation, involves subjective decision6making and should be undertaken only by people who know and understand the job The task should be balanced in terms of the number of activities each comprises If one task has too many activities, it needs to be divided into two or more tasks /or e*ample, when delineating a nurse:s tasks, one should not call patient care a task, because too many activities are covered by this term Instead, patient care should be broken down into care re9uiring special skills, care re9uiring few skills Asuch as making the patient:s bedB, and socio6 psychological care and support 9! COM$*-*NC7 ANAL7SISC ! job incumbent needs different types and levels of competencies in order to perform job task well &ompetency analysis helps in identifying the competencies that are necessary for the task that have been delineated &ompetencies can be divided into five typesH 3nowledge, -kill, !bility, #rientation and e*perience #f those five types, orientation may re9uire some

e*planation #rientation is general attitude reflecting the values of the jobholder /or e*ample, in the case of a nurse, respect for the patient may be deemed to be an important orientation The procedure of analy8ing the competencies re9uired for each task should be performed by people who new and understand the job -uch a group may include the job incumbent, his or her superior and peers, and outside e*perts !nother process that may be completed is the identification of the job incumbent:s present level of each identified competency ! five6point scale is recommended for this purpose The same group that establishes competencies with the possible e*clusion of the job incumbent, depending on his or her level of insight may make this assessment :! $* )O MANC* ANAL7SISC The main purpose of performance analysis is to evaluate the impact of a job6 how effectively it is being done or has been done This step consists of assessing how well the job incumbent has performed the tasks for which he or she is responsible The effectiveness of a task can be measured in terms of its outcome, or the end result, as well as in terms of its process, or how it is performed +ard date may be gathered indicating both kind of effectiveness /or e*ample, one can evaluate the task of taking customer orders with regard to the number of orders taken AoutcomeB as well as with regard to the time spend on the task or the number of mistake made AprocessB /or each task it is advisable to identify only a few indicators of effectivenessH one or two for outcome effectiveness and one or two for process effectiveness ! group consisting of the job incumbent, the role6set members, and e*perts may brainstorm in order to identify a number of indicators and then select only the best alternatives <! DISC *$ANC7 ANAL7SISC

)iscrepancy analysis is the identification of any discrepancies that become obvious as a result of the previous five steps /or e*ample, discrepancies may e*it between activities reported by the job incumbent and those reported by the role6set members, between activities reported and those observed or e*pected, between the importance of a task and the time spent completing it, between needed competencies and e*isting competencies and so on These gap may indicate a need for certain remedial measures, such as redefining the role, training, additional work planning, delegating, increased monitoring or counseling It is good idea to check periodically for discrepancies between the job definition as reflected in the delineated tasks and actual job performance Information about performance can be obtained by any one or a combination of the following methodsH The job incumbent may monitor the time spent on each activities The role6set members may analy8e the importance attributed to various tasks versus the time spent on themI and / or Trained observers may observe the job incumbent for a few days

)iscrepancies between desired activities or tasks and actual performance may then be noted and acted on accordingly

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B<

COMPETENCY MAPPING PROCESS PRACTISED AT CPP, NALCO

<!3! $ OC*D" * O) COM$*-*NC7 MA$$IN+ The &ompetency mapping is done in a systematic way by using various types of forms The first form is meant for determining the, &ompetency 1e9uirements in respect of an employee In this form, the <ob position of the employee in respect of whom the mapping is to be done is indicated .unching the grades in which the employees concerned work indicates the job position in respect of a particular category of employees The following e*ample will make the position clear ;mployee working in T5 to T> gradeH Technician/ #perator AEith denominationB functional

;mployees working in T? to TC gradeH Technician/#perator

+ighly

-killed

AEith functional denominationB AEith functional

;mployees working in supervisory gradeH -upervisor

denominationB %inisterial A"on6supervisoryB gradeH ;*ecutive in ;5 to ;7 gradeH !ssistant #fficer/ ;ngineer AEith denominationB ;*ecutive in ;> and ;? gradeH %anager AEith denominationB ;*ecutive in ;@ gradeH )eputy 2eneral %anager -ection or $ine6in6charge +#) functional functional

!fter identification of the <ob position the %inimum ;ducational 9ualification and e*perience re9uisite for the job position is indicated in the form over and above the educational 9ualification, the training re9uisites are mentioned in 7 different categories, i e A!B /unctional AgeneralB, A.B /unctional A-tatutory/ %andatoryB, A&B )evelopmental +ere the /unctional training related to the present job position In the third part the job skills re9uired for the job position is indicated The job skill is derived from the activities, by which the job holder is re9uired to

perform the job efficiently /or a particular task an employee is re9uired to perform a number of activities +ere lies the &ompetence level of the employee to perform the job to a desired level /or that purpose there is a provision in the form to indicate the level of skill re9uired The e*ample of the level of skill is given below IT "ew in job, IIT&an perform under guidance, III6 'erform Independently, I,T IndependentU 'roblem -olving, ,T ,iability to supervise 0 Train others The nature of skill, which is essential for the job position, is indicated here along with its level e*pected from the jobholder in the functional area /or the workmen level only the job skill are to be indicated in the form .ut for the supervisory category, the level of skill like communication and interpersonal -kill is indicated -imilarly for the e*ecutives the level of soft skill like communication, Inter6personal skill, )elegation and $eadership 0 Team .uilding is indicated The Unit +1) department does all the above e*ercise involving concerned department e*ecutives and +#)s, where the jobholders work Ehile doing the e*ercise great care is taken to analyse the activities involved to perform all task the job holder is re9uired to do and then only the job skill which is the ability to carry out a given task or activity successfully or accurately or proficiently or speedily or with 9uality or with fewer errors and so on is to be briefly indicated in the form &ompetency re9uirements against education, e*perience, skill and training are framed up for all identified positions in the enclosed format

/or the above purpose the involvement of concerned &ontrolling #fficers, the +#)s/ -ection or $ine6In6&harge and concerned )2% is most essential The authorities for preparation and approval of the &ompetency 1e9uirement and !ctual &ompetence profile are as indicated below esponsi?ility 2%)2%s +#)/I"&+!12; #ther ;*ecutives -upervisors -killed Eorkers $reparing ;) 2% )2% +#)/I"&+!12; +#)/I"&+!12; +#)/I"&+!12; Approving ;) ;) 2% +#)/I"&+!12; +#)/I"&+!12; +#)/I"&+!12;

4 = 7 > ? @

!fter filling up the &ompetence 1e9uirement /orm the second form, which is the !ctual &ompetence 'rofile, form is filled up in which the individual employee holding the job position is assessed !ctual competency profile, in respect of education, e*perience, skill and training, for individual employees manning the identified positions are recorded in !ctual &ompetence profile form In this form, apart from the educational and professional 9ualification, the training undergone and the details of the employees e*perienced during the last 4= years in various areas which is indicated by the +1) )epartment the concerned )epartment where the employee works indicates the actual level of various skill which that particular employee posses on the date of assessment The identified gaps derived by comparison of actual competencies of individual employees manning identified positions vis6V6vis competencies re9uired for those positions, are recorded in &ompetence 2ap !ssessment form The following actions are decided in the &ompetence 2ap !ssessment /orm for ade9uately correcting the gap identified a -uitable training for upgrading the skill or meeting the statutory/ mandatory re9uirements

b The c

employee

may

obtain

additional

education

and/or

professional 9ualification 'roviding for mentoring, counseling and/or e*tra supervision like on the job training etc for certain period d <ob rotation re9uired for the positions e f /or correcting job skill gaps, it will be decided by the Unit +ead in consultation with concerned +#)s/ )2%s +1) )epartment is responsible for preparing the &ompetency 2ap !ssessment, Ehich is approved by the authority as mentioned belowH &ategory 4 2%= #ther ;*ecutives 7 -upervisors > -killed Eorkers !pproving ;) Unit +ead )2% )2%

!fter the measures are decided, the +1) department takes follow up action, by way of taking up the matter with the training department and the User )epartment to do the needful and make the assessment of the Training ;ffectiveness !ny training/ 9ualifications re9uired by individuals are added to the data base during this e*ercise /or the purpose of &ompetency %apping "odal #fficers for different units have been identified who are responsible for providing the forms, consulting the concerned departments, makes correspondence and maintain centrali8ed record In addition, 'ositional %entors have also been nominated by various departments who can contact in regarding to progress of &ompetency %apping work in respect of the employees of their department The 'ositional %entors

are responsible for designing the modules and imparting on the job training in the shop floor to the concerned employees The "odal #fficer also initiates and co6ordinates all the necessary actions to be taken as approved by &ompetent !uthority !fter job6skill related training programmes are organi8ed to bridge the competence gap Training department hands over training Impact !ssessment forms to the +#) for evaluation of the training with a copy to +1) The effectiveness of training imparted is evaluated in Training Impact !ssessment form, as per procedure by the "odal officer in consultation with +#) concerned within 7 month of organi8ation of the programme 'roposal for corrective !ction, if any is communicated to the Training department within > months of #rgani8ation of the programme The effectiveness of other actions is also evaluated only in case of significant changes 2% A+0!B reviews the actions on 9uarterly basis, where such significant changes are necessary and appropriate corrective and preventive actions are taken to improve the effectiveness of the system The e*ercise is continuous in nature and is being adopted by "!$&# as a developmental Tool In each step unit +1) involves for correct assessment of skill re9uisites and the methodology to be applied for bridging the gaps if any In regard to educational gap concerned employees are being addresses/ counseled to perform the re9uisite educational 9ualification for which management has developed different motivational schemes In case of skill gap, unit +1) follows up the matter with the concerned department head as well as the training head for better 0 9uick result

The e*ercise is being reviewed annually, wherever, any new job position arises or any employees: jobs on transfer/ recruitment, the same is assessed afresh and the whole e*ercise repeats !ugust is the month that has been finali8ed to start review so that after the full cycle, the training gap could be intimated to the training department by <anuary, enabling them to incorporate in annual training plan, which start at the beginning of financial year 1ecently &'' has taken up the task of doing the competency mapping for employees through Task !nalysis method The activities are under full swing to follow the si* steps approach of Task !nalysis i e &onte*tual %odel, !ctivity !nalysis, Task delineation, &ompetency analysis, 'erformance analysis and )iscrepancy analysis

$ OC*D" * )O 3! $" $OS*C

IM$ OV*M*N-

The purpose of this procedure is to ensure corrective 0 preventive action for improving the performance of the +1)/&ompetency %apping ;*ercise 5! SCO$*C This procedure includes corrective 0 preventive action carried out on the 'rocess included in this )'% for improving the performance of the system 8! *S$ONSIBILI-7IA"-#O I-7C +ead of the )epartment is overall responsible for ensuring the compliance of laid down procedure 9! $ OC*D" * D*-AILSC The difficulties /defects noticed during implementation of )epartmental 'rocedures by the !rea6In6&harge are discussed and analy8ed in the )epartmental Fuality &ouncil A)F&B meetings held once in every month headed by )2% The corrective actions to be adopted are also discussed in the meeting and recorded in the )epartmental Fuality &ouncil record notes! The )epartmental Fuality &ouncil record notes are kept in the )epartmental Fuality &ouncil meeting file A/4/+1)/D ?B 0 1ecords of corrective actions taken are noted in subse9uent )F& meetings! !fter implementation of the corrective action adopted in )epartmental Fuality &ouncil %eeting the same is incorporated in the )'% as necessary The !rea6In6&harge is responsible for the implementation of the procedure

ILL"S- A-IONC COM$*-*NC7 MA$$IN+ O) *L*C- ICAL D*$-! A- C$$% NALCOC

D*$A -M*N-C *L*C- ICAL *N+IN** IN+ CON-*K- O) -#* D*$A -M*N- IN -#* "NI-C ;lectrical maintenance )epartment looks after healthiness of all the ;lectrical e9uipments distribute power supplies and take suitable control measures for undisturbed power availability to different drives The job also involves power trading and ;) billing 6OB $OSI-IONC A *A IN C#A +* CON-*K- O) -#* OL* O) A *A IN C#A +*C

The job of the !rea6in6&harge to ensure for H To upkeep 0 co6ordinate to maintain electrical e9uipments/systems in their respective areas Implementation of 9uality procedures, &0' actions, cost control ;limination of recurring problems ,isioning with statutory authorities 0 &o6ordinate with other departments for their help whenever re9uired

OL* S*- M*MB* SC 3! D+M &*lect!' 5! SICs 8! Lin.ed departments ; other outside Authorities MA6O -ASH O) -#* OL* #OLD*

Target setting 0 review %aintenance management &ontract management -pare parts management 'eople development &onflict management $eadership

C#A$-*

B=

DATA ANALYSIS OF THE WORK DONE BY THE STUDENT

F 4 Is &ompetency %apping is necessary in "alcoJ a (es b "o c !ny -pecific comments F = what should be the nature of competency mappingJ a /ully &onfidential b -emi &onfidential c "on &onfidential F 7 Is the &ompetency %apper given training on how to access his subordinates for competencyJ a (es b "o c !ny -pecific comments F > )o the 1eporting officers 0 the 1eviewing officers misuse their power through competency mappingJ a (es b "o c !ny -pecific comments F ? Up to what e*tent the training given to you after competency mapping helps you to improve your performanceJ a $imited ;*tent b 2reater ;*tent F@ Is the competency mapping system helps you improve your present performanceJ a (es b "o c !ny -pecific comments

F C +ow you will rate &ompetency %apping adopted in "!$&#J a /or ;*ecutive (es/"o .est/.etter/2ood/'oor b /or "on ;*ecutive (es/"o .est/.etter/2ood/'oor F D /re9uent competency mapping creates more awareness to work among the employee Is it trueJ a (es b "o c !ny -pecific comments F G Is competency mapping really successful in identifying the training needs of an employeeJ

a (es b "o c !ny -pecific comments F 45 what purpose of the competency mapping system is essentially used in your organi8ationJ 'romotion a Training 0 )evelopment b -pecial 1ewards

ANAL7SIS
F46+ere C?K of e*ecutives are agreeing with this 9uestion and rest =?K e*ecutives are not agreed .ut 455K of e*ecutives are agree with this statement
?;9: ?99: >9: =9: <9: ;9: 9: E @E CUTI6E NON-E @E CUTI6E 3 E S NO

F=6 +ere 455K of the e*ecutives said it should be semi confidential .ut @5K of the non e*ecutives said it should be semi confidential and >5K said it should be fully confidential

5 <05 < A05 A ;05 ; ?05 ? 905 9

FU''3 -CONFI+E NTIA' S E MI-CONFI+E NTIA'

F76 +ere C5K of the e*ecutives are agreeing with this 9uestion and 75K of the e*ecutives are not agreed .ut 455K of the non6e*ecutives are not agreed with this statement

F>6 +ere 455K of the e*ecutives are agreeing with this 9uestion .ut D5K of the non6 e*ecutives are not agreed with this statement and =5K of the non6e*ecutives agree with this statement

F?6+ere G5K of the e*ecutives said that competency mapping helps them to a greater e*tent and 45K of them are not agreed .ut 455K of the non6e*ecutives agree with this

F@6455 K of the e*ecutive said that competency mapping system helps them to improve their present performance .ut 7?K of the non e*ecutives are not agreed with this statement and @?K of the non e*ecutives said that it improves their present performance

F6C &ompetency mapping e*ist in "alco

F6D +ere 455K of e*ecutives are agreeing with this 9uestion but =?K "on e*ecutives are not agreed and C?K of non6e*ecutives are agree with this statement

FG6 +ere D?K of e*ecutives are agreeing that competency mapping is identifying the training needs but 4?K of them are not agreed Eith this 9uestion Ehereas ??K of non6e*ecutives are agreed with this statement and rest >?K non6e*ecutives are not agreed

F456 +ere C?K of the e*ecutives said that training and development and =?K said that promotion 455K of the non6e*ecutives said both

C#A$-*

B@

CONCLUSION & SUGGESTION

CONCL"SION
/rom the study of competency mapping process of &aptive 'ower 'lant, "!$&#, !ngul, it may be observed that the competency mapping process practiced in "!$&# are e*pression of plans of management, designed according to achieve the objective of "!$&# by developing the computeri8ation of human resources &ompetency

mapping process is working as the tools for implementation of the management decisions and plans of action &ompetency mapping processes also give the enterprise in its relationship with employees -o, overall competency mapping practiced in &'', "!$&# is successful

Though competency mapping process was started as an activity of I-#6G554 Fuality %anagement -ystems linking to process activities, "!$&# %anagement in particular "!$&# +1) is using the scheme as a development tool, which in its due course of implementation is yielding more practical results

This also helped &'', "!$&# to become one of the cheap power producers of the &ountry and has in turn contributed to the profitability, sustainability of the #rgani8ation in all odd circumstances e*ploring skill inventories of the human resources

S"++*S-IONS
4 &ompetency mapping should be formulated with active participation of e*ecutives, supervisors and workers at all level = $ine managers to spare more time for the competency mapping activities of the employees working under them 7 /or the competency mapping )evelopmental &enter along with on the <ob training center may be made > The organi8ation should have an assessment center and role analysis procedure

? /urther proper 9uestionnaire along with practical ability test for different position may be adopted for finding out proper gap and training need @ "ecessary through competency appraisal system should be developed more effectively C The Top %anagement should be more involve in the process of competency mapping and creating of thrust / awareness within the organi8ation D "!$&# should emphasis on the shop floor need6based training G "!$&# should constantly give opportunity to the employees to gather knowledge adopting various motivating packages

C#A$-* BA
ANNEXURE

National Aluminum Company Ltd! Captive $o1er $lant% # D Department

/#1% "#H /=/+1)/@ = = ;ffective )ateH 54 5D =55= I--U; 554 1ev 55 'age 54 of 54 )or S.illed Eor.ers

COM$*-*NC*

*>"I *M*N-

<ob 'osition MMMMMMMMMMMMMMMMMMMM H &'' I

)ept /-ection MMMMMMMMMMMMMMM

Unit

%inimum ;ducational Fualification 0 ;*perience re9uisitesH

#1

II

Training re9uisitesH A&B )evelopmental 4 =

A!B /unctional A2eneralB 4 = A.B /unctionalA-tatutory/%andatoryB 4

= P!0. are related to present job III -kill re9uisitesH A'lease tick the appropriate columnB )etails %inimum level of skill re9uired <ob skills I II III I, 4 = 7 > "oteH I "ew on job II &an perform under guidance III 'erform independently I, Independent U 'roblem -olving , TI,U !bility to supervise 0 train others

National Aluminum Company Ltd! Captive $o1er $lant% # D Department

/#1% "#H /7/+1)/@ = = ;ffective )ateH =? 5C =55? ves /or-upervisorsand;*ecuti I--U; 554 1ev 54 'age 54 of 5=

COM$*-*NC7 D*V*LO$M*N- $ O)IL*

Emp Name:___________________________ ______________________ P.No. : ____________________ DoB :

*ducation $rofile C

Academic and Professional

*2perience $rofile C

Total number of years of experience: Details of last 12 years of experience Area No. of years 1. Sl! 6o? Competencies C Competency eGd! Actual

Area 2. Action to ?e ta.en

No. of years

By

By 1hen

9 9 8 9

9 9 8 9

I = New o Jo!" II = C# $e%&o%' o ()*+# ,e" III = Pe%&o%'- * +e$e +e ./0" IV = III 1 P%o!/e' -o/2* (" V = IV 1 A!*/*.0 .o .%#* # + -)$e%2*-e o.3e%-" Managerial Competencies C Sl! Competency

eGd!

Actual

Action to ?e ta.en

By

By

E43*!*.- 5)#/*.06 I = R#%e/0" II = M#%(* #//0" III = To # %e#-o #!/e +e(%ee" IV = To # 3*(3 +e(%ee" V = To # -)$e%*o% +e(%ee & * &/)e ,e- o.3e%-" -raining Sl!No! eGuisites C )unctional Mandator y Development al Actual $rofile Attached Action to ?e ta.en

$repared ?yC ?yC &Signature' &Signature' NameC DesigC

Approved

NameC DesigC

National Aluminum Company Ltd! Captive $o1er $lant% # D Department

/#1% "#H /7/+1)/@ = = =? 5C =55? for -upervisors and ;*ecutives I--U; 554 1ev 54 'age 5= of 5= ;ffective )ateH

AC-"AL COM$*-*NC* $ O)IL*

I, Training profile as on MMMMMMMMMMMMMMMMMM

' "# H MMMMMMMMMMMM "ame H MMMMMMMMMMMMMMMM )epartment H MMMMMMMMMMM

A!B /unctional A2eneralB 4 = 7 > ? @ C D A.B /unctional A-tatutory/%andatoryB 4 = 7

A&B )evelopmental 4 = 7 > ? @ C D

C#A$-*

B 34

BIBLIOGRAPHY

.I.$I#21!'+(
+uman 1esource %anagement +uman 1esource %anagement 0 +uman 1elation )ifferent .ooks of "!$&# Uday 'areek , ' %ichael

aB+1 %!"U!$ bB +andout6! -!2! #/ -U&&;--

E;.-IT;- -U1/;) aBwww nalcoindia com bBwww google com cBwww hrm com