A Summer Internship Project Report

On

TRAINING AND DEVELOPMENT THROUGH

COMPETENCY MAPPING
Of
NALCO

(For the Partial Fulfillment of the Requirements of Bachelor in Business

Administration Program under Utkal University)

By
Name of the Candidate Nandini Muduli
University Roll No 56316UT10026
Faculty Guide
Mr.Sudhanshu Sekhar Sahoo
Faculty member
DSBM, Unit-8

Corporate Guide
Mr. R.K.PATRA
Sr. Manager HRD (Project)
NALCO, Damanjodi

Committed to Excellence
D.A.V.SCHOOL OF BUSINESS MANAGEMENT
BHUBANESWAR,ODISHA
(Affiliated to Utkal University, Bhubaneswar)
Year-: 2010-2013

DECLARATION
I do hereby declare that the project study entitled, Training and
Development through Competency Mapping in NALCO, DAMANJODI is
submitted to D.A.V. 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, Annual report, various articles and in house journal of the NATIONAL
ALUMINIUM COMPANY LTD. This report shall be used for academic purpose
only.

Place: Damanjodi
Date: 20.6.2012

Signature:
Nandini Muduli
BBA
D.A.V. School of

Business
Management,

Bhubneswar

ACKNOWLEDGEMENT
I am extremely thankful to MR. R. K. Patra, Sr. Manager( HRD &
Project) NALCO(M & R Complex) for his guidance and support and it has been a
wonderful learning experience for which I feel indebted to him and keenly look
forward to such a value adding opportunity again , He provided immense support ,
encouragement

and confidence during the course of the project .I express our

heartfelt gratitude to the D.A.V. School Of Business Management for giving us this
opportunity to do the project .Finally 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 Mr. Sudhansu Sekhar Sahoo, Faculty
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 expert 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 & all the members of NALCO, M &
R Complex, Damanjodi for providing me the necessary information and relevant
data.
NANDINI MUDULI

CERTIFICATE FOR PROJECT GUIDE

This is to certify that the Project entitled "TRAINING AND
DEVELOPMENT THROUGH COMPETENCY MAPPING" has
been done by Ms Nandini Muduli bearing Roll No 56316UT10026
under my guidance and supervision for the partial fulfillment of
degree in Bachelors in Business Administration (BBA), D.A.V. School of
Business Management.

Date:
Sudhanshu Sekhar Sahoo
Faculty In-Charge of
Summer Project

Mr.

EXECUTIVE SUMMARY
Competency Mapping in an Organization has always made the development of
the employees at the same time help the Organization to grow. As a student of BBA I,
Ms. Nandini Muduli undertook a summer Project in National Aluminum Company
Limited, At M & R, Damanjodi. In the history of Indian Aluminum industry with its
constraint track record in capacity utilization, technology absorption, quality
assurance, expert performance and parting of profits, it is a bright example of Indias
Industrial capabilities.
The study since undertook at Administrative office of CPP, NALCO, Angul the
study are more based on task analysis method.
To cover all the job positions of Executives/Supervisors and skilled workers of
CPP employees the present competency management system is a scientific and
reasonable process to capture and build upon the existing capabilities routed in the
Company in the form of knowledge, Skills, Experience of its employees. The present
process is called as Task Analysis Method. Based on the Task Analysis
Method for Competency Mapping Exercise. The purpose of the process is to
scientifically identify the requisite gaps in the job skills/soft skills of the employees
required as per the Job position.

CONTENTS
Internal Guide Certificate

External Guide Certificate

ii

Acknowledgement

iii

Declaration

iv

Executive Summary

Table of Contents

vi-vii

CHAPTER-1
INTRODUCTION
1.1. Introduction
1.2. Objective of Competency mapping

1-2
3

1.3. Significance of the study

1.4. Limitation

1.5. Research Methodology

CHAPTER-2
ORGANISATION PROFILE
2.1. Brief History of NALCO

7-10

2.2. Mission, Vision & Objective

11

2.3. Nalco Overview

12-17

2.4 Manpower Statistics

18

2.5 NALCO products

19

2.6 Environment Management

20-24

CHAPTER-3
REVIEW OF LITERATURE

3.1. A Brief History of Competency Mapping

25

3.2. Concept of Study

26-28

3.3. Competency Mapping and Assessment

29

3.4. Components of the study

30-31

3.5. Need of the study

32

3.6. Scope of the study

33

3.7. Role Analysis for Competency Mapping

34

CHAPTER-4
COMPETENCY MAPPING METHODS ADOPTED IN NALCO
4.1. Method of Competency Mapping

35-39

4.2. Performance

40

Management and Competency Mapping

4.3. ERP and Competency Mapping

41

CHAPTER-5
TRAINING

NEED

ASSESSMENT

AND

ROLE

OF

COMPETENCY

MAPPING

42

CHAPTER-6
DIFFERENT TRAINING PROGRAMS
DESIGNED BY NALCO TO MEET
COMPETENCY MAPPING
6.1. Training modules

43-46

6.2. Types of Training

47-50

CHAPTER-7
DATA ANALYSIS OF THE WORK DONE BY THE STUDENT
7.1. Questionnaire and Analysis

51-61

7.2. Findings

62

7.3. Suggestions

63

CHAPTER8
CONCLUSION
8.1. Conclusion
CHAPTER-9

64

ANNEXURE

65-67

CHAPTER-10
BIBLIOGRAPHY

68

CHAPTER-1
INTRODUCTION

1.1. INTRODUCTION
As a testimony of good man, money, machinery & materials management, Nalco has
been a profit making organization since its inception. And in reorganization of
NALCOs ability to perform & grow into a significant contributor to the economic
development of India having a growth of 13.66% in profit since last decade, its
competitive advantage & capacity to turn into a global gaint, the Government of India
has accorded NAVARATANA status to the company in the year 2008.
With consistent track record in capacity utilization, technology absorption, quality
assurance, export performance & posting of profits, NALCO is a bright example of
Indias industrial capability
With the discovery of the vast east coast bauxite resources at Panchpatmali. Hill a
new chapter in the history of Alumina & Aluminium in India began in 1979.
Government of India decided to set up a mines & refinery unit & accordingly the
foundation stone was laid in 1981, by the then Prime Minister Ms Indira Gandhi.
Incorporated in 1981, as a public sector enterprise of the Government of India,
National Aluminium Company Limited (NALCO) is Asias largest integrated
Aluminium complex, encompassing bauxite mining, alumina refining, Aluminium
smelting & casting, powder generation, rail & port operations.
The open cast mines was located at Panchpatmali hills of Koraput district in Orissa
where as the Alumina Refinery was located at Damanjodi, a flat land located about 15
kms away from the mines. Together the unit came up to be the largest open cast
bauxite mine & the largest Alumina plant in Asia.
Transparent & successful operations of NALCO, as well as its contribution, have
brought about remarkable socio-economic progress in the two under developed
districts of Orissa, where the company plant & facilities are located.

MANAGEMENT
Nalco is a Govt. of India enterprise, a Navratana PSUs 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 10 directors
including the chairman-cum managing director of the company. There are 4 full time
functional directors heading production, finance project & technical, personnel
&administrative disciplines. There are our senior govt. officials nominated to the
board as directors on ex-officio basis. Besides there are 3 non official directors in the
board appointed to present the interest of financial institution, allied industry & R&D
objectives of the company. Thus the board of company is a full of highly experienced
& outstanding potentials drawn from various fields of specialization.
The management control system is based on delegation of authority &
individual accountability for results. The responsibility and authority to take
decisions on various matters are delegated by the chairman-cum-MD to different
levels in the management.

1.2. OBJECTIVES OF THE STUDY

The main objective of my Summer Project is to gain the knowledge about :
1. How Competency Mapping operates in NALCO.
2. What is the need for competency mapping in NALCO.
3. What is the Problems of competency mapping and its solution.
4. How Competency Mapping helps to stimulate the employee to give his best for the
fulfillment of organizational objective.
5. Is Competency Mapping is really fruitful in developing the employees potential.
6. Is Competency Mapping helping the organization in achieving its objective.
7. What are the methods of Competency Mapping.

1.3. SIGNIFICANCE OF THE STUDY

To provide need based training to the employees through training centre.

To increase the performance of an employee as per the requirements and job

expectation.

To prepare a list of training to be provided by the training institute in a

calendar year.

To achieve the overall organizational objective in providing man days training

all the employees covered under competency mapping management.

To bridge the gap between the standard competence and actual competence of
the employees for the job role.

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

effective.

1.4. LIMITATION OF STUDY

HRD dept. of NALCO 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.

Practical ability test is not taken at the time of competency mapping.

There is no active participation of executive, supervisor, workers at all level

while formulating competency mapping.

NALCO give emphasis on need based training not on the shop floor need
based training.

1.5. METHODOLOGY
SOURCES OF DATA COLLECTION
1. Primary DataQuestionnaire.
2. Secondary Data All the policies of Nalco giving emphasis on
identifying the competence of the employees, Competency standards set for
employees for different task, bridging the gap between the standard and actual
competency by giving them training will be studied. Apart from these different
books, journals, magazines, progress reports, annual reports, companys manual
will be followed.

SAMPLING DESIGN:
1. Sample Type .. Random Sample
2. Sample Size ... Executive- 20, Non-Executive-20
3. Personal Interview 10 officers
4. Sample Unit .. NALCO, M & R Complex, Damanjodi

TOOLS & TECHNIQUES USED:

1. Data Collection Method: Collected individually through Questionnaire and
Personal Interview.
2. Plan of Analysis: The score obtained from questionnaire are summed up by
percentile technique analysis is carried out inference are drawn quantitatively
from the percentage off. Care will be taken to cover all grades of executives & nonexecutives cadres within these 30 numbers. On the basis of informations gathered
from the secondary documents the questionnaire will be developed.

CHAPTER-2
REVIEW OF
LITERATURE

2.1. A BRIEF HISTORY OF COMPETENCY

MAPPING
In 1973 David McClelland published landmark article, Testing for
Competence rather Than Intelligence, launching a new field of investigation
that is transforming the way businesses hire and develop their workforce. The
article made the compelling case that there exist better predictors of
performance than the aptitude tests being used at the time to make selection
decisions. Over the last twenty-five years, hundreds of studies have been
conducted to determine what traits and characteristics, known as competencies,
best predict performance. It was found, for example, that the competencies of
influencing others and results orientation differentiate superior from average
performers in almost every position.
A team of educationists led by Benjamin bloom in the USA 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 exhaustive classification
of the educational objectives that were grouped under the cognitive domain.
David McClelland, the famous Harvard Psychologist has pioneered the
competency movement across the world. His classic book on Talent and
Society, Achievement Motive, The Achieving Society, Motivating Economic
Experience brought our several new dimensions of the competencies. These
competencies brought the turning point for competency movement. In an article
published in UIS, It was said, traditional achievement and intelligence scores
may not be able to predict job success and what is required is to profile the
exact competencies required to perform a given job effectively and measure
them using a variety of tests. This article combined with the work done by the
Doglas Brey and his associates at AT & T in the US where in they presented
evidence that competencies can be accessed through assessment centers and

on the job success can be predicted to some extent by the same, laid the
foundation for popularization of the competency movement.
Latter Mcber consulting Firm, founded by Devid McClelland and his
associate Berlew, specialized in mapping the competencies of entrepreneurs and
managers across the world. They even developed a new yet simple methodology
called the Behaviors Event Interviewing (BEI) to map the competencies. With
increased recognition of the limitation of performance appraisal in predictive
future performance, potential appraisal got focused and assessment center
become popular in seventies. Especially in L&T by the IIMA professors, as early
as in 1975. L&T did competency mapping and could not start assessment center
until much latter as it was not perceived as a priority area.

2.2 CONCEPT OF THE

STUDY
Concept of management of HR in an organization for obtain optimum level of work
output from the employee through continues development of skill, attitude and
knowledge in lying with the requirement of organization.
The organizations are fast changing. To align the changes the machineries are to be
developed to adopt the changes required for suitable growth. Keeping in this view
competency Mapping is to be designed in such a way that the present competency level
in established and the required competency is derived. After deriving the required
competency the action plan has been developed so that the gap is bridged.
The tools of bridging the Competency Mapping:
1.
2.
3.
4.
5.

Skill up gradation through training.

Increases the level of education.
Continuous follow of performance by senior.
Guidance of seniors.
Feedback reports on head of the department.
In certain organization Competency Mapping is well designed before the appetent of
a person so that he can be better utilized by the organization.

DEFINITION OF COMPETENCY
Competency is the state or quality of being adequately or well qualified to perform a
task. It is synonymous with ability. A person gains competency through education,
training, experience, or natural abilities. Competency may take the following forms:
Knowledge, Skill and Attitude(KSA)
Other characteristics of an individual including: Motives, Values, Traits, SelfConcept etc.
Competency + Attitude =Performance
According to Albanese: Competencies are personal characteristics that contributes
to effective managerial performance
According to Ansfield: A competency is an underlying characteristic of an individual
thats is casually related to criterion-referenced effective & / or superior performance
in a job or situation.
According to Hayes: Competencies can be motives, traits, self-concept, attitudes or
values, content knowledge, or cognitive or behavioral skills -any individual
characteristic that can be measured reliably and that can be shown to differentiate
significantly

between

superior

and

average

performers

Motive: Underlying need or thought pattern that drives, directs and selects an
individuals behavior.
Eg:need for achievement.
Trait: A general disposition to behavior responds in a certain way, for instance with
self-confidence, selfControl stress resistance
Self-concept: What they think they value, what they think they do or interested in
doing
Knowledge: content knowledge
Cognitive or behavioral skills: Either covert or overt

Competency mapping is a process exercise to identify and describe competencies that

are the most critical to success in studies or knowledge or at work.
Human resource and organizational development professionals have generated a lot
of interest in the concept of competencies as a key element and measure of human
performance. Competencies are becoming a frequently-used and written-about
means of transportation for organizational applications such as:
Defining the factors for success in studies or jobs (i.e., at school, college or at work)
and work roles within the organization
Assessing the current performance and future development needs of persons
studying or holding jobs and different roles
Assessing the current performance and future development needs of persons
studying or holding jobs and different roles
Assessing the current performance and future development needs of persons
studying or holding jobs and different roles
Mapping succession in school, college or possibilities for employees within the
organization
Assigning grades, compensation and levels to particular jobs and roles
Selecting talented applicants for open positions, using competency- based
interviewing techniques.
SKILLS + KNOWLEDGE + ATTITUDES = OBSERVABLE BEHAVIOUR
OBSERVABLE BEHAVIOUR = PERFORMANCE APPRAISAL RATING

2.3. COMPETENCY MAPPING &

ASSESSMENT
NAHRS has mapped competencies and assessed them for around seven times so far.

The process that we have adopted so far can be described as under:

Our competency model has helped a lot of individuals in their own development.
We are one of the very few consultants to have successfully implemented technical
competencies assessment and development.

2.4. COMPONENTS OF THE STUDY

The components of competency are:
1. Knowledge
2. Skills
3. Attitudes
4. Motives and traits
5. Self Concept
Knowledge:
1. Knowledge consists of awareness and information which a person can acquire
from various sources like books, websites, listening to others, television,
newspapers, magazines etc.
2. It is cognitive competency and deals with what a person knows.
3. However, knowledge by itself is not sufficient to carry out an occupation or tasks.
Knowledge on any subject only provides information.
Skills:
1. It is the ability to actually perform a physical or mental tasks
2. It requires co-ordination of the body and mind
3. Skill to perform also requires knowledge, attitude and practice
4. Some examples are:

a. Skill to drive a bicycle or a car or an airplane

b. Skill to convince another person to buy a product
c. Skill to negotiate and get the product in the interest of the organization
Attitudes:
1. They are predisposition to other individuals, groups, objects, situation, events
and issues.
2. These are formed with experience
3. They need not remain the same and are likely to change
4. Attitude can be positive or negative
5. Attitude influence the approach or avoidance behavior.

Values:
1. Values are more enduring and generalized belief.
2. They are more permanent in nature than attitudes.
3. They are learnt from family, peers, organization and society
4. Some examples: E.g. Honesty, Openness, Transparency, Occupational values,
Integrity etc.
Motives and Traits:
1. The things a person constantly thinks or wants, that cause action are called
Motives
2. Traits include physical qualities or characteristics like quick reaction time, good
eyesight for drivers etc.
Self Concept:
1. This constitutes a persons image of him/ herself including the self worth,
confidence and attitude to ones self-things one values, qualities one possess,
goals one has.
2. E.g. Self confidence,
3. A persons belief that he/she can be effective in almost any situation is a part of
the individuals self-concept.

2.5. NEED OF THE STUDY

There are some useful benefits of using competency model for the company,
managers, and employees as well.
FOR THE COMPANY
Support corporate Objective, Strategy, Vision, Mission and
Culture.
Establish performance appraisal by a systematic approach for
career growth which results in improved job satisfaction and
better employee retention.
Increase the effectiveness

of

training

and

professional

development programs by linking them to the success criteria.

Provide Common standards and same kind of work at equal
levels that enable employees to move and work at different parts
of the organization.
Better understanding of Roles and responsibilities.
Provides clear two way communication process.

FOR MANAGERS:
Identify performance level to improve the accuracy of selection
process.
Provide more objective performance standards.
Provide good communication.
Develops Employer Employee relationship.
Reduces Career related issues.

 FOR EMPLOYEES:

Identify the critical skill to perform in the organization.

Targets, Roles & Responsibilities are very clear.
Identifies the gap for improvement.
Provides a systematic approach to improve the skill level.
Improved Job Satisfaction

2.6. SCOPE OF THE STUDY

The study analyses the skill level of Workmen in the organization, so that the
training needs can be found out.
The study could also provide an insight to the staffs multi- skill level.
To understand the interrelated set of skills, behavior, attitude and knowledge.
Also understand the ability to assess strengths and weakness.
To study the demonstration by the employee in the current job, in comparison
with the standard requirements of the job.
Understand various managerial competency fields.
Study the potential evaluation i.e. assessment of employees capability.

Pre requirements for Competency Mapping:

Personal data base of all workers to be rated and stored in database.

Job description for each rank and file to be designed.
Model Competency profiles to be downloaded from different sources and that
should be linked to key performance areas of the employees.

 Adequate training tools to be procured in- house training as well as agencies

to be selected for imparting training as well as outside training organization to
be fixed for particular needed training.

2.7. ROLE ANALYSIS FOR COMPETENCY

MAPPING:
Competency has two relevant meanings.

The first addresses the ability of an individual to perform effectively in a jobrelevant area.

The second is a definition of what is required of an individual for effective

performance.

The following steps may be followed in competency mapping.

1. Decide the roles for which the competencies need to be mapped.
2. Identify the location of the roles in the organizational structure. Identifying
the objectives of the function or the Dept, or the Unit or the Section where the
role is located.
3. Identify the objectives of the role. Why does the role exist? What the main
purpose of the role etc. details.
4. Collect the Key Performance Areas (or, KRAs, Task etc.) of the role holder for
the last two to three years from the performance appraisal records.

5.

Interview the role holder to list the Tasks and activities expected to be
performed by the individual or get the role holder to list all the activities he is
expected to perform in his role. Group them into a set of tasks

6. Interview the role holder to list the actual knowledge, attitude, skills and other
competencies required for performing the task effectively.
7. Repeat the process with the entire role set members. If the role set members is
too many, take those who are very critical. The Boss sub-ordinates and
internal customer should be represented. Consolidate the list of competencies
from all the role holders by each task.
8. Edit and finalized. Present it to the supervisors of the role holder and the role
holder for approval and finalization.

CHAPTER-3
ORGANISATION
PROFILE

3.1
Name
Location

BRIEF OF NALCO

: National Aluminium Company (NALCO)

: Orissa

Registered Office

: Bhubaneswar

Regional Office

: Bangalore, Chennai, Visakhapatnam,

Mumbai, Kolkata, New Delhi

Ownership Pattern

: A wholly GOVT of India company

Main Promoter

: Ministry of mines, GOVT of India

Top management

: Mr B.L. Bagra

Foreign Collaboration

: M/s Aluminium Pachinery, France, Paris

Production Center

: Damanjodi, Angola

Port Facilities

: Parade, Chennai, Vishakhapatnam

ISO_9002

: Alumina Refinery (Nov 94)

ISO-14001

Smelter Plant

(Feb 95)

Bauxite Mines

(Jan 95)

: Bauxite Mines

(Jan 96)

Alumina Refinery (Feb 97)

CPP
Smelter Plant
Nature of Business
Other Areas of Business

(Dec 97)
(May 98)

: Mining & manufacturing in the Aluminium Sector

: Captive Power Plant, Rail Transport System

LANDMARK EVENTs
1. Discovery of Bauxite in the East Coast

1975

2. Preparation of NALCOs Feasibility Report

July 1979

3. Investment Decision by the GOVT

Jan 1980

4. Formation of the company

Jan 1981

5. Foundation Stone laid by Late Smt. Indira Gandhi

Mar. 1981

6. Indo-French Collaboration Agreement

Jan 1982

7. Signing of major Euro-Dollar loan agreement

Feb 1982

8. Civil work started

Feb 1982

9. Commissioning Dates
Port Facilities

Sept. 1985

Bauxite Mines

Nov. 1985

Alumina Refinery

Sept. 1986

Captive Power Plant

Sept. 1986

Smelter Plant

Mar 1987

10. Commencement of Sale of Aluminium

May 1987

11. Commencement of Alumina Export

Jan 1988

12. Commencement of Aluminium Export

Sept 1988

13. First Mines Safety Award

14. First CAPEXILE Export Award

1988
1988

15. London Metal Exchange Registration

May 1989

16. Dedicated to the Nation by late Shri Rajiv Gandhi

June 1989

17. Star Trading House Status

Jan 1992

18. Indira Gandhi Rajbhasa Award

1993,1995

19. ISO 9002 Certification

Alumina Refinery

Nov 1994

Smelter Plant

Feb 1995

Captive Power Plant

Dec 1995

Bauxite Mines

Jan 1996

20. Indira Priyadarshini Vriksamitra Award

1994

21. Top Export Award of EEPC

For 3 yrs

22. FIEOs Niryat Shree Award

For 2 yrs

23. Achieved Zero debt status

1998

24. Indira Gandhi Paryavaran Puraskar

25. Environment Promotion & Pollution Control Award
From FIMI, FICCI, Orissa state Pollution Control Board

2000

NALCO in BRIEF
National Aluminium Company Ltd. (NALCO) is considered to be a turning point in
the History of Indian Aluminium industry. In a major leap forward, NALCO has not
only address the mood for the self-sufficiency in the Aluminium, but also given the
country a technology edge, in producing this strategic metals on the best of world
standards.
NALCO was incorporates in 1981 in the public sector, to exploit a part of the large
deposits of Bauxites, discovered in the East Coast, in technological Collaboration
with Aluminium Pechinery of France (now Rio Tinto-Alcan).
NALCOs original project cost of Rs. 2408 Crores was partly financed by 980 million
US Dollars, extended by a consortium of international banks. By 1998, the company
has paid back overseas loans and going steady with an internally funded major
Expansion plan involving an investment of over Rs 3900 Crores.
With its consistent record in capacity utilization, technology absorption, quality
assurance, Experts performance and posting of profits. NALCO is a bright example of
Indias industrial capability.
Today, as an ISO 9002 and 14001 company, NALCO has emerged as the largest
integrated Bauxite- Alumina-Aluminium Complex in Asia.
The complex has five multi-locations, well-integrated, segments Viz Bauxite Mines,
Alumina Refinery, Aluminium Smelter, Captive Power Plant, Port Facilities and
Rolling Plant.
NALCO has taken over international Aluminium products Ltd (IAPAL), a
wholly owned subsidiary of NALCO w.e.f. March 2000 with the project cost of Rs 356
Crores having capacity of 50000 TPY of Aluminium alloy coil sheets.

3.2 MISSION, VISION & OBJECTIVE

NATIONAL ALUMINIUM COMPANY LIMITED

MISSION:

To achieve sustainable growth in business through diversification, innovation

and competitive edge providing satisfaction to the customers employees,

stakeholders and community at large.

To continuously develop human resources, create safe working conditions,

improve productivity and quality and reduce cost and waste.

To be a good corporate citizen, protecting and enhancing the environment as

well as discharging social responsibility in order to ensure sustainable growth.

To intensify R & D for technology development.

VISION:
To be a reputed global company in the Metals & Energy sector.

3.3 NALCO OVERVIEW:

The NALCO Asias largest integrated alumina-aluminium complex has five
segments viz. Bauxite Mine, Alumina Refinery, Aluminium Smelter, Captive Power
Plant and Port Facilities.

BAUXITE MINES:

On Panchpatmali hills of Koraput district in Orissa, a fully mechanized open-cost

mine of 48 lakhs tpy capacity serving feed-stock to Alumina Refinery at Damanjodi
located on the foothills. The transportation is done through a 14.6 km long single
flight, multicurve, cable belt conveyor of 1800 tph capacity. The mining capacity is
being expanded to 63 lakhs tpy.

ALUMINA REFINERY
The 15,75,000 tpy energy-efficient Alumina Refinery, having three parallel
streams of equal capacity, is situated in the picturesque valley of Damanjodi. The
Refinery provides alumina to Companys smelter at Angul and exports the balance
alumina to overseas markets through Visakhapatnam Port. Presently the capacity is
being expanded to 21 lakhs tpy.

ALUMINIUM SMELTER
A 3,45,000 tpy capacity Aluminium Smelter, located at Angul in Orissa, is
based on advanced technology of smelting and pollution control. Its capacity is being
further expanded to 4,60,000 tpy. The salient features of the Plant include:
1. Fume treatment with dry-scrubbing system 2. Manufacturing of carbon anodes,
bus bars, anode stems etc.

CAPTIVE POWER PLANT

Close to the Aluminium Smelter at Angul, a Captive Power Plant has been
established for firm supply of power to the Smelter. The coal demand of the Plant is
met from a dedicated mine of Mahanadi Coalfields Limited. The Plant is also
connected with the State Grid for sale of surplus power. The capacity has expanded
to 1200 MW.

PORT FACILITIES
On the inner harbor of Visakhapatnam Port on the Bay of Bengal, NALCO has
established mechanized storage and ship handling facilities for exporting Calcined
Alumina up to 35,000 DWT and importing Caustic Soda. Besides, the port is also
used for export of aluminium metal and import of normal as well as project cargoes.

ROLLED PRODUCTS UNIT

This Rolled Products Unit is presently producing standard coils and sheets. Besides,
its has facilities to produce foil stock, fin stock, cable wrap stock, coil stock and
closure stock for a varity of end uses.
Capacity: 50,000 tpa.

OBJECTIVES OF
NALCO
To maximize capacity utilization.
To optimize operational efficiency and productivity.
To maintain highest international standard of excellence in product quality,
cost efficiency and customer service.
To provide a steady growth in business by technology up-gradation expansion
and diversification.
To have global presence and to earn foreign exchange.
To maintain leadership in domestic market.
To instill financial discipline at all levels for achieving cost and budgetary
controls, optimizing utilization of working capital and effective cash flow
management.
To maximize return on investment.
To develop a strong Research & Development base and increase business
development activities.
To promote a result oriented organizational ethos and work culture that
empowers employees and helps realization of individuals and organizational
goals.
To maximize internal customer satisfaction.

To participate in peripheral development of the area.

FUTURE

BUSINESS

PLANS

ORGANISATION
I. Second Phase Expansion:
Unit 2nd phase expansion
Mines 63 lakh MT
Alumina Refinery 21 Lakh MT
Smelter Plant 4.6 Lakh MT
Captive Power Plant 1200 MW
II. Specially Unique Products.
III. Market tie-up for special product with primary producers.
IV. Techno marketing
V. Creation of separate R & D center
Values: Continuous Innovation
Work along with others
High degree of discipline
PHILOSOPHY

OF

THE

NALCO believes in good corporate governance, attaining maximum level of

transparency, accountability and equity in all facets of its operations and in all its
interactions with its stakeholders Vig. Shareholders, the GOVT bankers society at
large and about customers.

3.4 MANPOWER STATISTICS

Executive

1817

Supervisory

842

Un skilled

1127

Skilled

3627

Chart Title

14%
Excutive

Supervisory

22%
Non-Supervisory

11%

53%

3.5 NALCO PRODUCTS

Alumina
1. Calcined Alumina
2. Alumina Hydrate
3. Speciality Alumina & Hydrates
4. Detergent Grade Zeolite

Skilled

Aluminium Metal
1. Standard Ingots (each approx. 20 kgs.)
2. Sow Ingots (each maximum 750 kgs)
3. Wire Rods ( in coil form 9.5 mm dia weight approx. 2mt)
4. Alloy Ingots (each approx. 10 kgs)
5. Billets (in four sizes 127 mm, 152 mm, 78 m, 203 mm dia)
6. Cast Stripes (in 1600 mm width max. nominal gauge 6.35 mm)
7. Cold Rolled Sheets

3.6 ENVIRONMENT MANGEMENT

Nalco, since its inception, has taken adequate steps for pollution control and
effective Environment Management. Nalco's technology associate Aluminum
Pechiney (AP), France, with their experience of stringent pollution control standards
in Europe, have ensured eco-friendly process technology.
With the growing environmental awareness in India and framing stringent and
statutory regulations, Nalco achieved all statutory clearances before starting its

production. Strict adherences to approved EMP and constant monitoring has helped
Nalco to achieve considerable success in the field of Environment Management.

The Company received Indira Priyadarshini Vrikshamitra Award from Govt. of

India for its contribution in the field of afforestation and wasteland development.
The 960 MW Captive Thermal Power Plant of the Company also received the
prestigious Indira Gandhi Paryavaran Puraskar for the year 2000 from Govt. of
India for its outstanding contributions in the field of environment management.
Besides these, the Company and its Units have received various National, State and
Institutional awards for excellence in Safety & Environment Management.

ENVIRONMENT POLICY
In recognition of the interest of the society in securing sustainable industrial growth,
compatible with a wholesome environment, NALCO affirms that it assigns high
importance to promotion and maintenance of a pollution free environment of a
pollution free environment in all its activities.
Keeping the above in view, NALCO has set the following objectives.

o To use non-polluting and environment-friendly technology in all industrial

activities.
o To monitor regularly air, water, land, noise and other environment conditions
and pollutant fall-outs.
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 minimize
adverse consequences of the industrial activities of the environmental.
o To comply with all applicable laws governing environmental protection through
appropriate mechanism.
SOCIAL ACTIVITIES
o As a special relief measure, the company provided LDPE sheets worth
Rs.75.35Lakh to the Govt. of Orissa during flood in Coastal. Orissa in September
2003.
o During the year, the company completed construction of 53 primary school
buildings in Super Cyclone Area in Orissa under Prime Ministers Relief
Programme.

QUALITY POLICY
Quality will form the core of our business philosophy. Meeting the needs and
expectations of the customer and consistently improving our system and work ethos
will be our chosen path in achieving excellence in business and fulfilling our social
obligations.
GUIDING PRINCIPLES:

o To ensure a healthy return on investment by maximizing operational efficiency,

capacity utilization 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 external customer satisfaction.
o To treat Human Resource as the key to Quality Excellence and ensure
development, involvement and satisfaction of employees.
o To ensure high quality of inputs through proactive interaction with suppliers.
o To meet obligations towards the society as a responsible corporate citizen.
o To provide value for money to all stake holders.
o To follow ethical business philosophy at all times.
COMMITMENT:
To dedicate Quality Policy and Objectives of the company in letter and spirit and
commit to continuously strive for fulfillment.

TPM POLICY
In our pursuit towards organizational excellence through practice of Total
Productive

Maintenance,

we

are

committed

to

Maximize

Effectiveness.
Achieve Zero Defects, Zero Breakdowns and Zero Accident.
Involve all Employees in System and Process Improvements.
Create a Clean and Lively Working Environment.
TPM PURPOSE:

Overall

Plant

TPM is promoted by Japan Institute of Plant Maintenance (JIPM) with following

aims:

Get the maximum production from the plant by maximizing Overall

Equipment

Effectiveness(OEE)

Prevent every Kind of Loss, mainly through Zero Breakdown, Zero Defect and
Zero Accident.

Involvement of all functions and Levels.

Reduce cost and time of production.

TPM PILLARS:
o Autonomous Maintenances
o Planned Maintenance.
o Focused Improvement.
o Education and training.
o Quality Maintenances.
o Safety, Health and Environment.
o Office TPM.
o Development Management.

SPECIAL FEATURES
o First largest power station having ISO 9002 and 14001 certification in INDIA.
o Consistent track record in reliable operation and optimal level of production
achieving highest PLF of 78.85 and availability factor of 86.70%.

o Maintained high plant load factor even with more number of smaller size
units(8*120MW)
o Maintained very low unit cost of generation of Rs.1.05 (2003-04) per unit.
o Available infrastructure for further expansion of the plant.
o Process monitoring through DAS
o Automatic turbine runs up system.
o Islanding scheme to isolate form grid during disturbances
o ESP with microprocessor controllers
o Ash pond overflow recycling System.
TECHNICAL FEATURES:
STEAM TURBINE: three cylinders, Extracting Reheat, Condensing Type.
GENERATOR:141.5MVA,120MW,10.5KV,3000 RPM, Hydrogen Cooled (#7 and #8
Air Cooled) and brush less Excitation System.
BOILER: Water Tube, Vertical Natural circulation, Single drum, Tilting and
Tangential Corner Fired, Balanced Draught ,Reheat Type ,Dry bottom ,Direct
pulverized Coal Fired. Capacity, (MCR-U#1 to #6:430/Hr)

CHAPTER-4
COMPETENCY MAPPING
METHOD ADOPTED IN
NALCO

COMPETENCY MAPPING IN NALCO AND ITS

LINKAGE TO TRAINING & DEVELOPMENT
4.1 METHEODS ADOPTED:

The Competency mapping is done in a systematic way by using various types of

forms. The first form is meant for determining the, Competency Requirements in
respect of an employee. In this form, the Job position of the employee in respect of
whom the mapping is to be done is indicated. Bunching the grades in which the
employees concerned work indicates the job position in respect of a particular
category of employees. The following example will make the position clear.
-

Employee working in T0 to T4 grade:

Technician/ Operator
(With functional denomination)

Employees working in T5 to T7 grade:

Highly Skilled Technician/Operator

(With functional denomination)

-

Employees working in supervisory grade: Supervisor

(With functional denomination)

Ministerial (Non-supervisory) grade:

Assistant

Executive in E0 to E3 grade:

Officer/ Engineer
(With functional denomination)

Executive in E4 and E5 grade:

Manager
(With functional denomination)

Executive in E6 grade:

Section or Line-in-charge

Deputy General Manager

HOD

After identification of the Job position the Minimum Educational qualification and
experience requisite for the job position is indicated in the form over and above the
educational qualification, the training requisites are mentioned in 3 different
categories, i.e. (A) Functional (general), (B) Functional (Statutory/ Mandatory), (C)
Developmental. Here the Functional training related to the present job position.
In the third part the job skills required for the job position is indicated. The job skill
is derived from the activities, by which the job holder is required to perform the job
efficiently. For a particular task an employee is required to perform a number of
activities. Here lies the Competence level of the employee to perform the job to a

desired level. For that purpose there is a provision in the form to indicate the level of
skill required. The example of the level of skill is given below.
I= New in job, II=Can perform under guidance, III- Perform Independently, IV=
Independent+ Problem Solving, V= IV+Ability to supervise & Train others.
The nature of skill, which is essential for the job position, is indicated here along with
its level expected from the jobholder in the functional area.
For the workmen level only the job skill are to be indicated in the form. But for the
supervisory category, the level of skill like communication and interpersonal Skill is
indicated. Similarly for the executives the level of soft skill like communication,
Inter-personal skill, Delegation and Leadership & Team Building is indicated.
The Unit HRD department does all the above exercise involving concerned
department executives and HODs, where the jobholders work. While doing the
exercise great care is taken to analyze the activities involved to perform all task the
job holder is required 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
quality or with fewer errors and so on is to be briefly indicated in the form.
Competency requirements against education, experience, skill and training are
framed up for all identified positions in the enclosed format.
For the above purpose the involvement of concerned Controlling Officers, the HODs/
Section or Line-In-Charge and concerned DGM is most essential. The authorities for
preparation and approval of the Competency Requirement and Actual Competence
profile are as indicated below.

Responsibility
1. GMS
2. DGMs

Preparing
ED
GM

Approving
ED
ED

3.
4.
5.
6.

HOD/INCHARGE
Other Executives
Supervisors
Skilled Workers

DGM
HOD/INCHARGE
HOD/INCHARGE
HOD/INCHARGE

GM
HOD/INCHARGE
HOD/INCHARGE
HOD/INCHARGE

After filling up the Competence Requirement Form the second form, which is the
Actual Competence Profile, form is filled up in which the individual employee
holding the job position is assessed. Actual competency profile, in respect of
education, experience, skill and training, for individual employees manning the
identified positions are recorded in Actual Competence profile form. In this form,
apart from the educational and professional qualification, the training undergone
and the details of the employees experienced during the last 12 years in various areas
which is indicated by the HRD Department the concerned Department 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 vis--vis competencies required for those
positions, are recorded in Competence Gap Assessment form.
The following actions are decided in the Competence Gap Assessment Form for
adequately correcting the gap identified.
a. Suitable training for upgrading the skill or meeting the statutory/
mandatory requirements.
b. The employee may obtain additional education and/or professional
qualification.
c. Providing for mentoring, counseling and/or extra supervision like on
the job training etc. for certain period.
d. Job rotation required for the positions.
e. For correcting job skill gaps, it will be decided by the Unit Head in
consultation with concerned HODs/ DGMs.
f. HRD Department is responsible for preparing the Competency Gap
Assessment, Which is approved by the authority as mentioned below:
Category

Approving

1.GMS
2. Other Executives
3. Supervisors
4. Skilled Workers

ED
Unit Head
DGM
DGM

After the measures are decided, the HRD department takes follow up action, by way
of taking up the matter with the training department and the User Department to do
the needful and make the assessment of the Training Effectiveness.
Any training/ qualifications required by individuals are added to the data base
during this exercise.
For the purpose of Competency Mapping Nodal Officers for different units have
been identified who are responsible for providing the forms, consulting the
concerned departments, makes correspondence and maintain centralized record. In
addition, Positional Mentors have also been nominated by various departments
who can contact in regarding to progress of Competency Mapping work in respect of
the employees of their department. The Positional Mentors are responsible for
designing the modules and imparting on the job training in the shop floor to the
concerned employees.
The Nodal Officer also initiates and co-ordinates all the necessary actions to be taken
as approved by Competent Authority.
After job-skill related training programmes are organized to bridge the competence
gap. Training department hands over training Impact Assessment forms to the HOD
for evaluation of the training with a copy to HRD.
The effectiveness of training imparted is evaluated in Training Impact Assessment
form, as per procedure by the Nodal officer in consultation with HOD concerned
within 3 month of organization of the programme. Proposal for corrective Action, if
any is communicated to the Training department within 4 months of Organization of
the programme.

The effectiveness of other actions is also evaluated only in case of significant changes.
GM (H&A) reviews the actions on quarterly basis, where such significant changes are
necessary and appropriate corrective and preventive actions are taken to improve the
effectiveness of the system
The exercise is continuous in nature and is being adopted by NALCO as a
developmental Tool. In each step unit HRD involves for correct assessment of skill
requisites 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 requisite educational qualification for which management has developed
different motivational schemes. In case of skill gap, unit HRD follows up the matter
with the concerned department head as well as the training head for better & quick
result.
The exercise 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
exercise repeats. August is the month that has been finalized to start review so that
after the full cycle, the training gap could be intimated to the training department by
January, enabling them to incorporate in annual training plan, which start at the
beginning of financial year.
Recently CPP has taken up the task of doing the competency mapping for employees
through Task Analysis method. The activities are under full swing to follow the six
steps approach of Task Analysis i.e. Contextual Model, Activity Analysis, Task
delineation, Competency analysis, Performance analysis and Discrepancy analysis.

4.2. PERFORMANCE MANAGEMENT AND

COMPETENCY
Performance management is the current buzzword and is the need in the current
times of cut throat competition and the organizational battle for leadership.
Performance management is a much broader and a complicated function of HR, as it
encompasses activities such as joint goal setting, continuous progress review and

frequent communication, feedback and coaching for improved performance,

implementation of employee development programmes and rewarding achievements
According to Armstrong and Baron (1998), Performance Management is both a
strategic and an integrated approach to delivering successful results in organizations
by improving the performance and developing the capabilities of teams and
individuals.
Effective performance management includes the following features:

Linking individual goals to the corporate and work unit business plans and
goals;

Focusing on results, behaviours (competencies) as well as process

improvement;

Regular reviews and updating of performance plans to address changing

demands;

Training for both managers and employees on how to effectively give and
receive feedback, including providing feedback to employees who experience
challenges in performing to the standards required in their jobs / roles;

Training for managers on how to provide performance evaluations that are

valid, fair and unbiased.

Both performance Management and competency mapping will help the HR

professional to implement it effectively in their organization.
Performance management is about achieving results in a manner that is consistent
with organizational expectations. Integrating competencies within the performance
management process supports the provision of feedback to employees not only on
what they have accomplished (i.e., performance goals), but also how the work
was performed, using competencies for providing feedback. Assessing competencies
as a part of performance management is an important means of assisting employees
in understanding performance expectations and enhancing competencies. Multisource feedback, while not an HR application per se, is a method that is often used in
performance management to assess and provide employees with feedback on how
they performed their work (i.e., their demonstration of the competencies).

4.3 ERP AND COMPETENCY MAPPING

Competency Mapping is a part and parcel of a Enterprise Resource Planning(ERP).

Performance management system, Competency Mapping planning and Training &
Development governed through Enterprise Resource Planning.
WHAT IS ERP?
Integration of business processes
Group of processes, application and technology
Network and systems infrastructure.
Databases
Applications to support business processes like manufacturing (make),
procurement(buy), ales(sell), accounting (track),human resources,
Payroll
Middleware
ERP is a method for effective planning and control of all resources
needed to take, make, ship and account for customer orders in a
manufacturing, distribution or Service Company.
ERP (Enterprise Resource Planning) systems typically include the following
characteristics:

An integrated system that operates in real time (or next to real time), without
relying on periodic updates.

A common database, which supports all applications.

A consistent look and feel throughout each module.

Role for an ERP System

Reduce operating costs
Generate more accurate demand forecasts
Speed production cycles
Enhance customer service

CHAPTER-5
TRAINING NEED
ASSESSMENT AND ROLE
OF COMPETENCY
MAPPING

TRAINING NEED ASSESSMENT AND ROLE OF

COMPETENCY MAPPING
Apart from various methods for assessment of training needs now decisions has been
taken by the management to link all the training with the outcome of Competency
Mapping. At the time of Competency Mapping training need is well indicated by the
Competency Mapper and their suggestion are recorded for implementation of
training program for various executives and non- executives. As such Competency
Mapping is the mirror to determine the training need of each and every post and
positions held by each and every officers.
a) Training Need of the executives:
Training needs of the executive is being identified once in every 3years
through form E of the executive performance appraisal report before a
specified date. The needs are indicated both for functional & development of
individual executives.
b) Training Needs of non-executives:
A separate form for identification of training need for non-executive
employees is filled in by the respective HODs before the specified date. The
forms are designed & approved by the competent authority as per the ISO
system. The needs are indicated both for functional & development of
individual non-executives.
Thus training needs analysis is done by: Performance appraisal records
Appointing external consultants
Special questionnaires or surveys, conducted at regularly intervals
Study of job description/specification
Recommendation of Heads of department & Interaction of training
department officials with HODs.
In case of new technology (state of the art technology), generally,
training for personnel forms as a part of the supply/erection work
order. These trainings are imparted based on the suppliers
recommendations.

CHAPTER-6
DIFFERENT TRAINING
PROGRAMS DESIGNED BY
NALCO

DIFFERENT TRAINING PROGRAMS DESIGNED

BY NALCO TO MEET COMPETENCY MAPPING
6.1TRAINING MODULES:
In order to plan & monitor the training & development activities, the
total spectrum of training has been classified into ten modules.

MODULE-1

MODULE-2

MODULE-3

MODULE-4

Contractual
Training with
supplies of
technology. Plant &
machinery.
Functional
Specialization &
Refresher training
for executives in
staff function
department

Functional
specialization &
Refresher training
for executives in
Line{Technical}
department.
Specialization
training for
executives in inter
disciplinary
technical/
management
service functions.

Aluminium
Pachiney[AP]
NALCO Contract
Other Foreign
Vendros BHELNALCO contract
Personnel
Management
Finance
Management
Materials
Management
Marketing
Management
Administration/O
ffice
Management
Public Relation.
Production
Management
Maintenance
Management
Other specialized
functional areas.
Computer
Application
Project
Management
Safety
Engineering
Environment

MODULE-5

Inter functional
appreciation
program

MODULE-6

General
Management

MODULE-7

Induction &
Orientation
Training

Management
Research &
Development
Industrial
Engineering
Training.
Finance for nonfinance
executives,
Personnel for
non-personnel
executives
Materials
Management for
line executives
Computer
application.

Advanced
Management
programs for
senior Executives
advanced
Management
program for top
executives
Management
Development
program for
junior & middle
level executives.
Induction
training for newly
recruited
executives
Orientation
program for
supervisory

MODULE-8

MODULE-9

MODULE-10

Training for the

trainees

Supervisory
Development
Training

Workmen
Development
Training

personnel
promoted to
executive cadre
Induction
training for
executives
coming on
transfer from one
unit to another.
Graduate
Engineers
Operative
Trainees
LDP Trainees
Apprentice
Trainees
Induction
Program
Functional
Program
Behavioural
Programs
Induction
program skill
improvement
program Work
place relation
training Safety &
First-Aid Training

TRAINING METHODS:
There are various forms & types of training methods. An effective training
method provides motivation to the trainee to improve job performance, to develop a
willingness to change & provide & opportunity in the learning process. The
classifications of training methods are as follows:

 ON THE JOB TRAINING:

It is learning by doing. The trainee learns the job by personnel observation &
practices as well as handling it. The trainees learn on the actual equipment in use &
follow the principles & practice in the practical field.
JOB ROTATION:
It refers to transfer or movement from one job to another on some planned basis for
educational learning purpose. It provides a great deal of outlook & increased
understanding of the various aspects & give scope for employees potential & better
exposure.
COACHING:
Here the superior plays the role of the guide & instructor. The coaching set some
mutually agreed principles & tells trainee, what he wants, suggests how it can be
done, follow up suggestion & correct errors.
COMMITTEE ASSIGNMENT:
Juniors are assigned to board & are asked to participate in deliberations. So the
Junior gets opportunities to share in the decision making process of the Management
7 to learn by watching others.
APPENTICESHIP:
Each apprentice is given a program of assignment, accordingly to predetermined
schedule, which he perform as well as experiences & learn from it. Mostly the
apprentices are from crafts, trades & technical areas.

OFF THE JOB TRAINING:

Training which is not a part of every day job activities, but facts, concepts, principles,
theory & problem solving abilities are taught in classroom.
CASE STUDIES:
Trainees are given cases to analyze, asked to identify the problems & to recommend
tentative solution for it.
ROLE PLAYING:
The refers to creating a line business situation in the classroom. Role playing
involves action doing practice. Two or more trainees are assigned parts to play before
the test of the class, who observe & learn.
T-GROUP TRAINING:
It comprises association of audio-visual aids & planned reading programs. Through a
regular supply of professional journals & informal social contracts, the members kept
informed of latest developments.

6.2 TYPES OF TRAINING:

There are various types of training practices, which are practiced in NALCO Alumina
Refinery Plant, are described as follows:
IN HOUSE TRAINING:
Training program designed, developed & conducted within the company with
or without the assistance of external agency or faculties is termed as in-house
training.

EXTERNAL TRAINING (WITHIN INDIA):

A Training program designed, developed & conducted within India by an
outside agency for the employees of the different company & to which one or
more employees of the company are nominated.

EXTERNAL TRAINING (ABROAD):

A Training program designed, developed & conducted outside India(abroad)
by an outside agency for the employees of the different company is considered
as external training. The employees nominated to external training. The

employees nominated to external training program execute bond as per the

rules of the company.

COUSTOMIZE TRAINING( WITH IN INDIA):

A program specially designed for the NALCO employees within India by an
outside agency. Mostly the suppliers, manufacturers signed the agreement &
conditions to be laid down there which are considered as customize
training( within India).

CUSTOMIZE TRAINING (OUTSIDE):

A program specially designed for the NALCO employees arranged outside
India(abroad) by an outside agency mostly the suppliers, manufacturers of the
equipment & process technology as per the contractual agreement & terms &
conditions laid down there-in is considered as customize training(outside
India).

PLANNED INTERVENTION:
A grade/level/category wise in house training program normally based on a
template course designed & conducted to improve competency based of on the
necessity for the organization is considered as planned intervention.

NEED BASED PROGRAM:

A training designed, developed & conducted on the basis of the functional &
developmental needs felt & identified for the employees concerned is
considered as need based program.

SPECIFIED INTERVENTION:
An external training program or an in-house training other than a planned
intervention or supplied competencies as felt necessary by the organization
from time to time is considered as specified intervention.

IN-HOUSE TRAINING (JANUARY, 2009 TO DECEMBER, 2009):

Sl.no Month
General
SC
ST
Executi
ve
1
2
3
4
5
6
7

January,0
9
February,
09
March,09
April,09
May,09
June,09
July,09

79

Nonexecuti
ve
32

Executiv Nones
executi
ve
04
06

Executiv Nones
executi
ve
02
12

60

16

01

04

02

12

49
89
48
101
-------

12
62
33
88
39

09
06
05
10
-----

01
11
04
25
07

04
01
04
09
------

----18
08
27
05

8
9
10
11
12

August,0
9
Septemb
er,09
October,0
9
Novembe
r,09
Decembe
r,09

24

09

02

01

02

02

47

25

10

04

05

04

67

54

11

06

08

10

53

75

07

09

02

16

01

87

------

22

------

35

IN HOUSE TRAINING (JANUARY, 2010 TO DECEMBER, 2010):

Sl.n
o

Month

1
2

January,10
February,1
0
March,10
April,10
May,10
June,10
July,10
August,10
September,
10
October,10
November,
10
December,
10

3
4
5
6
7
8
9
10
11
12

General

SC

ST

Executiv None
executi
ve
07
84
27
106

Executiv None
executi
ve
----37
----28

Executiv None
executi
ve
----75
02
45

03
34
04
09
10
26
24

75
59
423
109
38
60
44

02
-------------------------

64
78
112
42
06
27
06

-----------------------------

15
29
107
40
16
19
34

20
32

36
542

03
-----

32
65

----05

21
51

42

64

05

24

-----

24

IN-HOUSE TRAINING (JANUARY, 2011 TO DECEMBER, 2011):

Sl.n
o

Month

1
2

January,11
February,1
1

General

SC

ST

Executiv None
executi
ve
18
31
47
136

Executiv None
executi
ve
03
14
----50

Executiv None
executi
ve
----08
02
52

3
4
5
6
7
8
9
10
11
12

March,11
April,11
May,11
June,11
July,11
August,11
September,
11
October,11
November,
11
December,
11

26
09
07
33
49
39
35

173
476
64
40
57
51
54

----06
---05
03
-------

37
37
19
---12
04
24

05
---------------09

52
106
15
09
14
16
22

38
35

62
50

-------

18
15

---05

24
18

58

16

----

02

----

----

EXTERNAL TRAINING (JANUARY, 2009 TO DECEMBER, 2009):

Sl.no Month
General
SC
Executive
1
2
3
4
5
6
7
8
9
10
11
12

January,
09
February,0
9
March,09
April,09
May,09
June,09
July,09
August,09
September
,09
October,09
November,
09
December,
09

Executive

64

Nonexecutive
11

61

27

59
38
61
62
60
29
69

ST

Nonexecutive
01

03

Nonexecutive
01

05

05

03

06

29
01
06
38
55
32
62

05
02
13
07
03
01
04

10
04
02
10
08
13
17

01
01
02
06
03
03
----

22
05
06
11
04
14
16

47
11

29
105

04
02

05
20

03
01

08
14

34

08

04

-----

04

-----

01

EXTERNAL TRAINING (JANUARY, 2010 TO DECEMBER, 2010):

Executive

Sl.n
o

Month

General

SC

ST

12
6

Nonexecuti
ve
45
110

Executiv None
executi
ve
8
45
---24

Executiv None
executi
ve
----42
9
27

7
24
4
9
10
26
24

65
254
423
109
38
60
44

---4
---------------------

65
9
112
42
6
27
6

-----------------------------

97
18
107
40
16
19
34

20
32

36
542

3
-----

32
65

----5

21
51

42

64

24

-----

24

Executi
ve
1
2
3
4
5
6
7
8
9
10
11
12

January,10
February,1
0
March,10
April,10
May,10
June,10
July,10
August,10
September,
10
October,10
November,
10
December,
10

EXTERNAL TRAINING (JANUARY, 2011 TO DECMBER, 2011):

Sl.n
o

Month

General
Executi
ve

1
2
3
4
5
6
7
8
9

January,11
February,1
1
March,11
April,11
May,11
June,11
July,11
August,11
September
,11

SC
Executi
ve

18
47

Nonexecuti
ve
31
136

26
26
7
33
49
39
35

173
476
64
40
57
51
54

ST
Executi
ve

3
----

Nonexecuti
ve
14
50

---2

Nonexecuti
ve
8
52

----6
----5
3
---------

37
37
19
----12
4
24

5
--------------------9

52
106
15
9
14
16
22

10
11
12

October,11
November,
11
December,
11

38
35

62
50

--------

18
15

----5

24
18

58

16

-----

-----

----

CHAPTER-7
DATA ANALYSIS OF THE
WORK DONE BY THE
STUDENT

7.1 Questionnaires:
H R D project on
TRAINING & DEVELOPMENT THROUGH COMPETENCY MAPPING
( A STUDY IN NALCO M& R COMPLEX)
1. Is Competency Mapping is important in NALCO, Damanjodi?
a) Yes
b) No
c) Any specific comments
2. Is Competency Mapping is compulsory for every organization?
a) Yes
b) No
c) Any specific comments
3. What should be the nature of Competency Mapping?
a) Fully Confidential
b) Semi Confidential
c) Non Confidential
4. Is the Competency Mappers are given training on how to access his subordinates for
competency?
a) Yes
b) No
c) Any specific comments

5. Do the Reporting Officers & the Reviewing Officers misuse their power through
Competency Mapping?
a) Yes
b) No
c) Any specific comments
6. Is the Competency Mapping system helps you improve your present performance?
a) Yes
b) No
c) Any specific comments
7. Is Competency Mapping really successful in identifying the training needs of an
employee?
a) Yes
b) No
c) Any specific comments
8. For what purpose of the Competency Mapping system is essentially used in your
organization?
a) Promotion
b) Special Rewards
c) Training & Development
9. Frequent Competency Mapping creates more awareness to work among the employee.
Is it true?
a) Yes
b) No
c) Any specific comments
10. How you will rate Competency Mapping adopted in NALCO?

a) For executive

good/better/best

b) For Non executive

good/better/best

11. Upto what extent the training given to you after Competency Mapping helps you to
improve your performance?
a) Limited extent
b) Greater extent
12. Is Competency Mapping is required at the time of interview?
a) Yes
b) No
c) Any specific comments
13. Is Competency Mapping useful for determining managerial effective?
a) Yes
b) No
c) Any specific comments
14. Is the productivity of the organization related to competency of the human resources?
a) Yes
b) No
c) Any specific comments
15. How Competency Mapping is linked with training in your opinion?
a) The training need is well understood from competency level by the management.
b) Training needs are well indicated by appraised in the appraisal form
c) The training need are assessed in the light of existing level of competency of the
individual employee.
16. Is Competency Mapping is devised for each & every functional area?

a) Yes
b) No
c) Any specific comments
17. Competency Mapping done by the management in a time bound manner.
a) Yes
b) No
c) Any specific comments
18. Do you think that the management reviews the Competency Mapping periodically by
the head of the departments?
a) Yes
b) No
c) Any specific comments
19. Has the management appointed any expert for analysis of the Competency Mapping?
a) Yes
b) No
c) Any specific comments
20. Do the Competency Mapping exercise covers the psychological factors of an
employee like attitude, skills & knowledge ,leadership, physical competency,
personality, leadership styles?
a) Yes
b) No
c) Any specific comments
21. Is Competency Mapping is useful in selecting Business heads?
a) Yes

b) No
c) Any specific comments
22. Is Competency Mapping is used for making a better business decisions?
a) Yes
b) No
c) Any specific comments
23. Your opinion regarding the present state of Competency mapping exercise undertaken
by the organization
24. Give your open opinion regarding the usefulness of Competency mapping for
organizational development.

ANALYISIS
1. Here 100% of both executive & non-executives are agreeing with this
question.
25
20
15
10

YES

NO

5
0
EXEC UTIVE

NON-EXEC UTIVE

2. 80% of executives are agreed and rest 20% are disagree with this questions
but 100% of non-executives are agreeing.

18
16
14
12
10
8
6
4
2
0

YES

NO

EXEC UTIVES

NON-EXEC UTIVES

3. 65% of executives and non-executives said that it should be fully

confidential,20% of employees said that it should be semi-confidential and
rest 15% said it should be non confidential.
9
8
7
6
5
4
3
2
1
0

FULLY CONFIDENTIA L

SEMI CONFIDENTIA L

EXEC UTIVES

NON CONFIDENTIA L

NON-EXEC UTIVES

4. 80% of employees are agreed with this question but rest 20% are disagreed.
10
9
8
7
6
5
4
3
2
1
0

YES

EXEC UTIVES

NO

NON-EXEC UTIVES

5. 80% of employees are disagreed with this statement but 20% of them are
agreed. Some of employees commented that in specific cases, they might be
misused their power.

9
8
7
6
5
4

YES

NO

3
2
1
0
EXECUTIVES

NON-EXECUTIVES

6. 85% of executives and non-executives are agreed with this statement and
rest 15% are disagreed
12
10
8
6

YES

NO

4
2
0
EXECUTIVE

NON-EXECUTIVES

7. 75% of executives and non-executives are agreed but rest 25% are
disagreed.

9
8
7
6
5
YES

NO

3
2
1
0
EXECUTIVE

NON-EXECUTIVE

8. Here 40%% of the executives and non-executives agreed with promotion,15% are
agreed with special rewards and rest 45% said training and development.
7
6
5
4
3

PROMOTION

SPECIAL REWARDS

TRAINING & DEVELOPMENT

2
1
0
EXECUTIVE

NON-EXECUTIVE

9. Here 75% are agreed with this statement and rest 25% are disagreed.
12
10
8
6

YES

NO

4
2
0
EXECUTIVES

NON-EXECUTIVES

10.Competency mapping is exist in NALCO

14
12
10
8
6

EXECUTIVES

NON-EXECUTIVES

4
2
0
GOOD

BETTER

BEST

11. Here 80% of the executives and non-executives said that competency mapping
helps them to a greater extent and 20% of them are not agreed.
7
6
5
4
3

LIMITED EXTENT

GREATER EXTENT

2
1
0
EXECUTIVES

NON-EXECUTIVE

12. Here 65% of executives and non-executives are agreed with this question
and rest 35% are not agreed.

9
8
7
6
5
4

YES

NO

3
2
1
0
EXECUTIVE

NON-EXCUTIVES

13.Here 75% of employees are agreed with this question but rest 25% are
disagreed.
10
9
8
7
6
5
4
3
2
1
0

YES

EXECUTIVE

NO

NON-EXECUTIVES

14. Here 85% of executives and non-executives are agreed with this question
but rest 15% are not agreed.

12
10
8
6

YES

NO

4
2
0
EXECUTIVE

NON-EXECUTIVE

15. Here 20% of both executives and non-executives said that the training need
is well understood from competency level by the management, while 25%
of them said that training needs are well indicated by appraise in the
appraisal form but rest 55% of them said that the training need are assessed
in the light of existing level of competency of the individual employee.

16.Here 50% of employees are agreed with this statement but rest 50% are
disagreed
7
6
5
4
3

YES

NO

2
1
0
EXECUTIVE

NON-EXECUTIVES

17.Here 40% of executives and non-executives are agreed with this statement
and rest 60% are disagreed.
10
9
8
7
6
5
4
3
2
1
0

YES

EXEC UTIVE

NO

NON-EXEC UTIVES

18.Here 80% of executives and non-executives are agreed with this statement
and rest 20% are disagreed.
12
10
8
6

YES

NO

4
2
0
EXECUTIVE

NON-EXECUTIVE

19.Here 75% of employees are disagreed with this question but 25% are
agreed.
Some of them commented that undefined the expect executive for
Competency mapping.

12
10
8
6

YES

NO

4
2
0
EXECUTIVES

NON-EXECUTIVES

20. Here 85% of executives and non-executives are agreed with this question
and rest 15% are disagreed.
12
10
8
6

YES

NO

4
2
0
EXEC UTIVES

NON-EXEC UTIVES

21. Here 75% of executives and non-executives are disagreed but 25% are
agreed in some extent.
12
10
8
6

YES

NO

4
2
0
EXEC UTIVE

NON-EXEC UTIVES

22. Here 30% of executives and non-executives are disagreed but rest 70% are
agreed in some extent.

9
8
7
6
5
4

YES

NO

3
2
1
0
EXECUTIVE

NON-EXECUTIVES

23. Competency mapping has started long back. But thrust has been given to
the concept very recently for implantation. Executives said lot of improvement
is needed in NALCO.
25. Most of the executives said that organizational development always linked
with manpower planning and succession planning. Competency based
succession planning is a useful method linked with competency mapping.
Organizational development is designed to cope up with changed situation
with advancement of technology and competitive market scenario. Hence
competency mapping tool is helpful for determining the competency level
of personnel of the organization to meet such organizational change.

7.2 FINDINGS

The major findings of the study are:

1. To have a knowledge of operation of competency mapping in organizational
growth.
2. How it is functioning in NALCO, DAMANJODI.

CHAPTER-8
CONCLUSION &
SUGGESTION

8.1 OBSERVATION:

Competency Mapping in NALCO Damanjodi though has been

started long back, much development has not been made. The
principles and practices followed in determining competency is
encouraging as well as the thrust areas are very define and well
targeted. For Competency Mapping the mappers have been
selected and necessary support from system administrator has
been devised for early updation of data resources. However
awareness among the rank and file needs attention so that
effort and cooperation from all concerned can be materialized.
In an Developing organization like NALCO, Competency
Mapping has much to do with, not only for developing the
Human Resources to reach the desired level of performance
and also at the same time improve the quality of leadership,
attitude, knowledge and skills of the employees as a whole.
The ball has already started moving in the right direction to
achieve the targets of Competency Mapping and the role of
management for the success of the mission is praise worthy. In
the coming days Nalco will definitely reap the fruits of
Competency Mapping in developing its Human Resources.

8.2 SUGGESTION:
Although Competency Mapping in NALCO has been
conceptualized long back, it has been implemented in
letter & spirit during 2011-12 in M & R complex,
Damanjodi.
Competency mapping is basically, a coordinated
effort of all the department under the leadership of HR
department. Unless all the line department do not
support/cooperate with the HR department, Competency
Mapping cannot be successfully implemented. Hence it is
suggested that in NALCO all the line departments should
come forward to make the system functional and fruitful. It
is a big task for the HR department to prepare
Competency Mapping plan for each individual
functionaries of the management. So database need to be
strengthened. Hence, it is suggested that personal
information system records in NALCO should thoroughly
updated. Since Competency Mapping is linked with
training it is suggested that the training plan ,methods
and modules needs to be properly restructured keeping
in view the individuals needs.

8.3 CONCLUSION
NALCO is model employee no doubt but the steps taken
by NALCO for Competency mapping for its workforce is
progressive with an objective to complete the same by
end of 2012. All-round efforts has been taken by
management to setup competency modules for each
functionary and training need database is under
preparation. It is felt that due to shortage of train
manpower in some areas NALCO is dependent on outside
agency. This can be bridged as soon as the line managers
and the operators get adequate training after Competency
mapping is over. No doubt all the officers are competent in
their own field but due to advancement of technology
Competency mapping is needed in all organization. From
the analysis of data it is observed that many areas are still
not covered under the umbrella of Competency mapping
but management in NALCO is gradually including those
areas. Last but not the least the progress made in field of
Competency mapping in M & R complex is highly
satisfactory.

CHAPTER-9
ANNEXURE

EXECUTIVE COMPETENCE GAP

Sl.no

Area of Competence

1
2
3
4

LEADERSHIP
TEAM WORK
COMMUNICATION
PROCESS CONTROL &
NORMS
INPL. OF MGT SYSTEMS
ANALYTICAL SKILL
RESOURCE MOBILISATION
POWER PLANT CHEMISTRY
PROCESS LAYOUT
PROCESS CONTROL &
INTERVEN.
OPERATING SYS. & PROCESS
PROBLEM SOLVING
TROUBLE SHOOTING
COST CONTROL
TECHNIQUES
INTER PERSONAL SKILL
OPRN. SYS. & PROCEDURE
PROCESS CONTROL NORMS
CONTRACT EXECUTION
SAFETY AUDIT
ENVIRO. LEGISLATION &
PENALT.
HAZARD MGT.
PURCHASE MANAGEMENT
COST EFFECT. & MARKET
SURVEY
COMMERCIAL LAW
PROCEDURE
COMM. TERMS &
CONDITION
LOGISTICS MANAGEMENT

5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26

No of
Persons
Identified

Actual
Compliance

Action
plan for
balance

Remarks

27
28
29
30
31
32
33
34
35
36
37
38
39
40

INVENTORY CONTROL
STORE MANAGEMENT
INTENTORY CONTROL
LIASIONING SKILL
PLANNING & ORGANISING
AUDITING SKILL
FACILLATATION SKILL
CREATIVITY
INNOVATION
APP. DEV. &
IMPLEMENTATION
MULTIPLICATION OF PLANT
APPL. OF TRG. POLICY &
STATUS
DESN. & DEV. OF TRG.
MODULES
CONTROL MAINT. OF DCS/
PLC SYS.

NON-EXECUTIVE COMPETENCE GAP

SL.NO

Area of Competence

HAND. EMERGENCY
SITUATION
DOCUMENTATION
POWER PLANT OPRN.
& PARAMETER
FAULT DIAGNOSIS
INTERPERSONAL
RELATION
LEADERSHIP
COMMUNICATION
SUPER. OF CIVIL
MENT. WORKS
PLANNING COORDINATION
COMPUTER
APPLICATION
APP.OF TAX RULES &
REGU.
PURCHASE POLICY &
PROCEDURE
COMPUTER
OPERATION
STATEMENT
PREPARATION
WORK PLANNING

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

STORE PROCEDURE(R
&C)
ORGANISING QC
ACTIVITY
NURSERY
MANAGEMENT
TIME MANAGEMENT

No of
Persons
Identified

Actual
Compliance

Date of
Compliance

Action
plan for
balance

Remarks

CHAPTER-10
BIBLIOGRAPHY

BIBLIOGRAPHY
BOOKS AND ARTICLES
Human Resource Management Uday Pareek ,Page no.45-67
Human Resource Management & Human Relation-V.P.Michael, Page no. 35119
WORKSHOP ON COMPETENCY MAPPING
-

RESOURSE PERSON PROFESSOR R.P.MOHANTY

28-29/11/2008 AT HRD CENTRE, DAMANJODI

WEBSITES REFERRED
website-www.google.com
website-www.nalcoindia.com
website-www.nalcorefinery.com