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COMPETENCY BASED MANAGEMENT

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Contents

OBJECTIVES OF THE STUDY: .................................................................................................................... 2

INTRODUCTION ....................................................................................................................................... 3

INDUSTRY SELECTED FOR STUDY: CHEMICAL INDUSTRY .................................................................... 5

BENEFITS OF USING COMPETENCYAPPROACH ................................................................................... 6

JOB DESCRIPTION: ............................................................................................................................... 9

METHODOLOGY: ............................................................................................................................... 10

JOB DESCRIPTIONS ................................................................................................................................ 14

INTERPRETATION .................................................................................................................................. 17

SUGGESTIONS AND RECOMMENDATIONS: .......................................................................................... 20

CONCLUSION: ........................................................................................................................................ 20

BIBLIOGRAPHY ...................................................................................................................................... 21

APPENDIX .............................................................................................................................................. 22




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OBJECTIVES OF THE STUDY:

1. To understand the concept of competency mapping, its utility and scope.

2. To list the competencies against individual roles and responsibilities in production department

at Vasant chemicals.

3. To measure the knowledge, skill and attitude with the help of ranking method.

4. To identify the competence gap between the required performance and actual performance.

5. To suggest the best competency based training and development programs.




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INTRODUCTION

In today‟s competitive market, companies are aware that their workforce must be properly trained and

fully competent over a range of tasks within any given work discipline. Large organizations

frequently employ some form of competency mapping to understand how to most effectively employ

the competencies of strengths of workers. They may also use competency mapping to analyze the

combination of strengths in different workers to produce the most effective teams and the highest

quality work.

Competency mapping is a process through which one assesses and determines one‟s strengths as an

individual worker and in some cases, as part of an organization. It generally examines two areas:

emotional intelligence or emotional quotient (EQ), and strengths of the individual in areas like team

structure, leadership, and decision-making. Competency mapping can also be done for contract or

freelance workers, or for those seeking employment to emphasize the specific skills which would

make them valuable to a potential employer. Any underlying characteristic required performing a

given task, activity, or role successfully can be considered as competency. Competency may take the

following forms: Knowledge, Attitude, skills and other characteristics of an individual including

motives, values, self concept etc.

Competency mapping also requires some thought, time, and analysis, and some people simply may

not want to do the work involved to sufficiently map competencies. Competency mapping alone may

not produce accurate results unless one is able to detach from the results in analyzing past successes

and failures. Many studies find that people often overestimate their abilities, making self-competency

mapping results dubious. The value of competency mapping and identifying emotional strengths is

that many employers now purposefully screen employees to hire people with specific competencies.

They may need to hire someone who can be an effective time leader or who has

In competency mapping all details of the behaviours (observable, specific, measurable etc.) to be

shown by the person occupying that role are specified.

There is difference between the words „competence‟ and „competency.‟ „Competence‟ means a skill

and the standard of performance reached while „competency‟ refers to the behaviour by which it is

achieved. In other words, one describes what people can do while the other focuses on how they do it.

Competencies can be identified by one of more of the following category of people:

Experts, HR Specialists, Job analysts, Psychologists, Industrial Engineers etc. in consultation with:

LineManagers, Current & Past Role holders, Supervising Seniors,Reporting and Reviewing Officer,

Internal Customers, Subordinates of the role holders and Other role set members of the role (those

who have expectations from the role holder and who interact with him/her).




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Success factors are combinations of knowledge, skills, and attributes that are described in terms

of specific behaviors, and are demonstrated by superior performers in those jobs or work roles.

Attributes include personal characteristics, traits, motives, values or ways of thinking that impact an

individual‟s behavior. Competencies in organizations tend to fall into two broad categories:-

1. Personal Functioning Competencies.

These competencies include broad success factors not tied to a specific work function or

industry (often focusing on leadership or emotional intelligence behaviors).

2. Functional/Technical Competencies.

These competencies include specific success factors within a given work function or industry.

Three other definitions are needed:

Competency Map: A competency map is a list of an individual‟s competencies that represent the

factors most critical to success in given jobs, departments, organizations, or industries that are part

of the individual‟s current Career Plan.

Top competencies are the vital few competencies (four to seven, on average) that are the most

important to an individual in their ongoing career management process.

“Importance to the individual” is an intuitive decision based on a combination of three factors:

past demonstrated excellence in using the competency, inner passion for using the

competency, and the current or likely future demand for the competency in the individual‟s currentposition or targeted career field.

PERSONALCHARACTERISTICS

• MOTIVE

• TRAIT

• SELF CONCEPT

BEHAVIOR

• SKILL JOBPERFORMANCE

INTERNAL ACTION OUTCOME

MODEL DEFINING COMPETENCY




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Although the definition above for “competency mapping” refers to individual employees,

organizations also “map” competencies, but from a different perspective.

Organizations describe, or map, competencies using one or more of the following four strategies:

1. Organization-Wide (often called “core competencies” or those required for organization

success)

2. Job Family or Business Unit Competency Sets

3. Position-Specific Competency Sets

4. Competency Sets Defined Relative to the Level of Employee Contribution (i.e. Individual

Contributor, Manager, or Organizational Leader)

INDUSTRY SELECTED FOR STUDY: CHEMICAL INDUSTRY

COMPANY: VASANT CHEMICALS

Vasant Chemicals was established in 1978 to full-fill the ambition and dream of an young

entrepreneur. In 27 years of its existence, Vasant has achieved various mile stones along the

way. From being a start up in 1978, it graduated to be the largest manufacturer of Stilbene

Intermediates and was able to create value for all the stakeholders like customers, suppliers,

employees and investors.

Vasant group is a global multi-dimensional organization, enjoying a leadership position in its

operations, while living up to the demanding expectations of customers by providing

innovative solutions, adopting environment-friendly state-of-art technology fulfilling hopes

and aspirations of its employees and shareholders, in addition to discharging its social

obligations to the fullest.

Vasant Chemicals is now poised to take off as a manufacturer of Specialty & Performance

Chemical Products. The focus for the next decade will be to create Value for the Customers

by offering niche products and services while broadening the investor and employee base.

Vasant will continue to dedicate itself for “customer success” while adopting environment

friendly technologies to re-cycle, re-use and conserve the resources.




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BENEFITS OF USING COMPETENCYAPPROACH

There are some useful benefits of using competency approach for the company, managers, and

employees as well.

FOR THE COMPANY

Reinforce corporate strategy, culture, and vision.

Establish expectations for performance excellence, resulting in a Systematic approach to

professional development, improved job satisfaction, and better employee retention.

Increase the effectiveness of training and professional development programs by linking them

to the success criteria(i.e., behavioral standards of excellence).

Provide a common framework and language for discussing how to implement and

communicate key strategies.

Provide a common understanding of the scope and requirements of a specific role.

Provide common, organization-wide standards for career levels that enable employees

to move across business boundaries.

FOR MANAGERS:

Identify performance criteria to improve the accuracy and ease of the hiring and selection

process.

Provide more objective performance standards.

Clarify standards of excellence for easier communication of performance expectations to

direct reports.

Provide a clear foundation for dialogue to occur between the manager and employee

about performance, development, and career-related issues.

FOR EMPLOYEES:

Identify the success criteria (i.e., behavioral standards of performance excellence) required to

be successful in their role.

Support a more specific and objective assessment of their strengths and specify targeted areas

for professional development.

Provide development tools and methods for enhancing their skills.

Provide the basis for a more objective dialogue with their manager or team about

performance, development and career related issues.




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.

Five types of competency characteristics

Motives-

The thing a person consistently thinks about or wants that cause action. Motives “Derive and

Select.” Behavior towards certain actions or goals and away from others.

Eg: Achievement motivated people Consistently set challenging goals for themselves, take

personal responsibility for accomplishing them and use feedback to do better.

Trait-

Physical character and consistent response to situation or information

Eg: Reaction time and good eye sight and physical trait competencies of combating

pilots. Emotional self-control and initiative are more complex.“Consistent responses to

situations.” Some people don‟t “blow up” at other and do act “above and beyond the call of

duty” to solve under stress. These traits competencies are characteristics of successful

manager. Motives and competencies are intrinsic operant or self-starting “master traits” that

predicts what people will do on their jobs lon gterm without close supervision.




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Self-concept-

A person‟s attitude, values or self image.

Eg: Self confidence (a person‟s belief that he or she can be effective in almost any situation)

People‟s values are respondent or reactive motives that predict what he or she will do in the

short term and in situation where others are in charge. For e.g. some one who values being a

leader is more likely to exhibit leadership behavior if he or she is told a task or job will be “a

test of leadership ability” people who value being, “in management” but do not intrinsically

like or spontaneously think about influencing others at the motive level often attain

management position but then fail.

Knowledge-

Information a person has in specific content area. Eg: A surgeon‟s knowledge of nerves and

muscles in the human body.

Job descriptions are a basic tool in communicating to organizational members

The specific duties, responsibilities, and competencies that are required for successful

performance on the job both at job-entry and at full-performance level. By being a complete

description including competencies, the job description is a more useful tool for

communicating job duties to candidates, serving as a tangible guidepost for employees by

providing greater role clarity and a well defined level of performance expectation based on

competency proficiency levels made visible on the job description.

Recruitment

Using competencies in recruitment can be as simple as including a list and a brief description

of the required competencies in the job posting, providing important information to the

candidates both in terms of what the organization expects of its employees and

for candidates to self select for jobs that match their set of competencies based on self-

assessment.

Selection &Testing

It is important to ensure that those selected for a job meet not just the minimum technical

requirements, but also have the essential "soft skills" (e.g. relationship building, teamwork,communication, etc...) that are vital to sustain successful performance on the job overtime.




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Creating a competency-based interview question bank and developing competency-

based validated selection measures will enable an organization to better predict the success of

job candidates on the job.

Training &Development

A conceptualization of a competency is that it is observable, measurable, and can be learned

to achieve desired performance levels.

Hence, an assessment and evaluation of competency proficiency levels either during a

selection interview or as part of performance management process can be used to identify

appropriate developmental training opportunities necessary to achieve desired competency

proficiency levels.

Major tasks of the company

The major task of the company is to identify the competent employees and finding the

competence gap to achieve organizational goals.

JOB DESCRIPTION:

Possible competencies can be readily determined from well written job description. Job

description is a written statement of what a jobholder does, how it does, and why it is done.

Components of job description:

● Job title: it defines and designates the job properly. The department, division, etc. indicates

the name of the department. From the job title we can easily identified the basic competencies

needed for the job. For e.g. the designation computer operator.

We can identify that here a basic computer knowledge is the competency which a person

must require.

Responsibilities: it gives a comprehensive listing of the duties together with some

indication of the frequency of occurrence or percentage of time devoted to each major

duty. It is regarded as the heart of the job.

Authorities: it includes which are the authorities within the employee and how and

why he has to use for the betterment and development of the organization.




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Abilities: abilities refer to an individual‟s capacity to perform various tasks in the job.

It may be physical or intellectual. Both abilities are required for adequate job

performance depends on the ability requirement of the job.

Job knowledge and skills: knowledge and skills are the basic necessity of any job. Allthe jobs are defined in the form of Job Description which includes Job Responsibility

and authorities required to perform that particular job.

We analyzed the following basic information from the Job Description:

What level of knowledge do employees need to know and how is that skill acquired?

How should the employees process that knowledge and skill?

What is the scope of the responsibilities as far as decisions are concerned?

What is the flow of interpersonal communication?

What is the impact on results when employees make an error?

What are the control mechanisms to prevent error?

What is environmental level of stress and exposure on job?

METHODOLOGY:

Listing down the departments.

Listing down the positions of sectional heads.

Understanding functions of departments.

Understanding process of departments.

Understanding job responsibilities and authorities of employees.

Understanding the competencies skills required to individual employees.

Identifying the gap between the competence required and actual competence of the

employee.

Suggestions and recommendations for improvement

Methods of competency identification are used in identifying competence skills:




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Job description

The merits and demerits of job description are given below:

Advantage of job description:

Produces very complete job description useful for job design, compensation analysis,

and by inference, some competency analysis.

For e.g. specification of the technical tasks required in a job can be used to deduce

cognitive skills needed for the job.

Provides data to meet uniform guidelines on employee selection procedure

regulation which some interpret to require survey information on the frequency

and importance job tasks.

The basic knowledge, skills, ability and tasks need to be possessed by the middle management in a

production department

Knowledge

1. Raw materials, production processes, quality control, costs, and other techniques for

maximizing the effective manufacture and distribution of goods.

2. Business and management principles involved in strategic planning, resource

allocation, human resources modeling, leadership technique, production methods, and

coordination of people and resources.

3. Arithmetic, algebra, geometry, calculus, statistics, and their applications.

4. Machines and tools, including their designs, uses, repair, and maintenance.

5. Principles and methods for curriculum and training design, teaching and instruction

for individuals and groups, and the measurement of training effects.

6. Principles and procedures for personnel recruitment, selection, training, compensation

and benefits, labor relations and negotiation, and personnel information systems.

7. Structure and content of the English language including the meaning and spelling of

words, rules of composition, and grammar.

8. Principles and processes for providing customer and personal services. This includes

customer needs assessment, meeting quality standards for services, and evaluation of

customer satisfaction.




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9. Practical application of engineering science and technology. This includes applying

principles, techniques, procedures, and equipment to the design and production of

various goods and services.

Skills

1. Giving full attention to what other people are saying, taking time to understand the

points being made, asking questions as appropriate, and not interrupting at

inappropriate times.

2. Considering the relative costs and benefits of potential actions to choose the most

appropriate one.

3. Understanding written sentences and paragraphs in work related documents.

4. Using logic and reasoning to identify the strengths and weaknesses of alternative

solutions, conclusions or approaches to problems.

5. Motivating, developing, and directing people as they work, identifying the best people

for the job.

6. Monitoring/Assessing performance of yourself, other individuals, or organizations to

make improvements or take corrective action.

7. Adjusting actions in relation to others' actions.

8. Managing one's own time and the time of others.

9. Identifying complex problems and reviewing related information to develop and

evaluate options and implement solutions.

10. Talking to others to convey information effectively.

Ability

1. Listen to and understand information and ideas presented through spoken words and

sentences.

2. Communicate information and ideas in speaking so others will understand.

3. Read and understand information and ideas presented in writing.

4. Tell when something is wrong or is likely to go wrong. It does not involve solving the

problem, only recognizing there is a problem.




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5. Combine pieces of information to form general rules or conclusions (includes finding

a relationship among seemingly unrelated events).

6. Apply general rules to specific problems to produce answers that make sense.

7.

Speak clearly so others can understand you.8. Arrange things or actions in a certain order or pattern according to a specific rule or

set of rules (e.g., patterns of numbers, letters, words, pictures, mathematical

operations).

9. Identify and understand the speech of another person.

10. See details at close range (within a few feet of the observer).

Tasks

1. Direct and coordinate production, processing, distribution, and marketing activities of

industrial organization.

2. Develop budgets and approve expenditures for supplies, materials, and human

resources, ensuring that materials, labor and equipment are used efficiently to meet

production targets.

3. Review processing schedules and production orders to make decisions concerning

inventory requirements, staffing requirements, work procedures, and duty

assignments, considering budgetary limitations and time constraints.

4. Review operations and confer with technical or administrative staff to resolve

production or processing problems.

5. Hire, train, evaluate, and discharge staff, and resolve personnel grievances.

6. Initiate and coordinate inventory and cost control programs.

7. Prepare and maintain production reports and personnel records.

8. Set and monitor product standards, examining samples of raw products or directing

testing during processing, to ensure finished products are of prescribed quality.

9. Develop and implement production tracking and quality control systems, analyzing

production, quality control, maintenance, and other operational reports, to detect

production problems.

10. Review plans and confer with research and support staff to develop new products and

processes.




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JOB DESCRIPTIONS

1. Department : Production

Designation : Operation executive

Responsibility:

Overseeing the production process, drawing up a production schedule.

Ensuring that planned efficiency and performance are met.

Ensuring that the production is cost effective.

Develop and track improvement.

Coordinate, set up and implement standard operating procedure for all production operations.

Making sure that the products are produced on time and are of good quality.

Manage the adherence to prescribed procedures to ensure first pass quality meets or exceeds

planned goals.

Working out the human and material resources needed.

Ensure prescribed line parameters are completed timely.

Drafting a timescale for the job.

Estimating costs and setting the quality standards.




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Position : Production Engineer

Responsibility:-

Supervises employees at different stages of product to ensure safety, quality and productivity.

Planning – including developing /maintaining a viable plan incorporating hiring, training,

capacity, modelling, efficiency/yield assumptions etc

Implements existing production recipes and makes adjustments as necessary to produce

products within specifications.

Liaising with ware-housing, quality assurance, packaging areas to ensure prompt shipment of product.

Fills in process sheets containing instructions for all employees.

Maintaining / Housekeeping at a high level within the department through the involvement of

all team members.

Monitors quality of incoming raw materials and finished products by reviewing lab data.

Cross-functional management of QA, materials and HR support for the team.

Interacting and liaising with the other manufacturing teams and Logistics to prioritize back

orders.

Develops and recommends improvements of facilities, equipment, or procedures to improve

safety, quality, and efficiency.

Managing process and material flows, space management, and working with the Engineering

group to maximize utilization of space designated for specific operations area.

Oversees and or conducts training of new or existing employees.




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Position : Ass. Production Engineer

Responsibility:

Schedules and coordinates flow of work within or between departments of manufactur

ing plant to expedite product.

Coordinate schedules and other activities.

Coordinate the scheduling of meetings, and the assigning of responsibility for specific

tasks.

Reviews master production schedule and work orders

Assist in day-to-day department operations.

Reschedules identical processes to eliminate duplicate machine setups.

Distributes work orders to departments, denoting number, type, and proposed

completion date of units to be produced.

Maintain digital and paper file systems.

Confers with department supervisors to determine progress of work and to provide

information on changes in processing methods received from methods or engineering

departments.

Maintaining attendance records of team-mates.

Produce detailed reports, meeting notes, and notifications.

Examine documents for completeness and latest version.

Maintains inventory of materials and parts needed to complete production.

Coordinate with production head and production officers.






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ASSIGN OF WEIGHTAGE POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks taking

averages of the ranking of competencies

After identifying gap between actual and expected competency level, following programs are

suggested to employees on the basis of their score

GENERAL ASSESSMENT

1 Communication & presentation skills

2 Intellectual improvement training

3 Leadership and motivational program

4 ISO Awareness

PRODUCTION DEPARTMENT

1 Chemical operator training

2 Chemical safety training

3 Material handling

4 Advance Knowledge & New techniques

0

2

1 1 1 1

0 0

1

2

1 1 1 1 1

00

1 1 1 1 1

0 0

1

2

1

2 2

1 1 11

2

1

2 2

1 1 1

0

0.5

1

1.5

2

2.5

MO GM SK CK IK CS CJ MH

e1 e2 e3 e4 e5

GAP




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RATING DETAILS

GAP REMARK

0-30 Excellent

30-50 Very good

50-70 Good

70-90 Average

90

&above

Poor

Department: Production

Employee No: Ranking Actual ranking Gap Suggested

Training1 400 290 110 GA-1,2,3,4

PRO-2,3,4

2 400 300 100 GA-2,3

PROD-1,2,4

3 400 300 100 GA-1,2,3

PRO-2,4

4 400 210 190 GA-1,2,3

PRO-1,2,3,4

5 400 210 190 GA-1,2

PRO-1,2,3,4




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SUGGESTIONS AND RECOMMENDATIONS:

1. We have understood that the GAP is higher so there is a need of good training.

2. We have also studied through observation thus we came up with the above

suggestions.

3. They should also hire talented employees to reduce this gap from the start.

4. The technical skills are higher when compared to the soft skills so all employees need

to be trained in communication skills and leadership skills.

5. While we are observing the enthusiasm was lacking in the employees.

6. We did a study only on the middle management of production department due to time

constrain. They should identify this competency gap for all other departments for the

continuous improvement of the company.

CONCLUSION:

Competency mapping helps to analyze the combination of strengths in different workers to

produce the most effective teams and the highest quality work. Competency mapping alone

may not produce accurate results unless one is able to detach from the results in analyzing

past successes and failures.. The value of competency mapping and identifying emotional

strengths is that many employers now purposefully screen employees. Competency mapping

is need to be regularly carried out in any organization in order to take the organisation

towards continual improvement.




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BIBLIOGRAPHY

1. Essentials of human resource management and industrial relations by D. Subba Rao

2. Human Resource Management by Ashwathapa

3. The hand book of competency mapping by Seema Sanghi

4. Materials and Logistics management by L.C. Jhamb




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APPENDIX

QUESTIONNAIRE

Name : Designation :

Department : Length of service :

Sr

no

COMPETENCIES REQUIRED Expected

rank

Actual rank

1 2 3 4 5

1 Machine operation (MO) 3

2 General maintenance (GM) 3

3 Safety knowledge (SF) 3

4 Component knowledge (CK) 3

5 Instruments knowledge (IK) 3

6 Communication skills (CS) 3

7 Commercial judgement (CJ) 3

8 Material handling (MH) 3

1. Recently which trainings you have attended? .................................................................

..........................................................................................................................................

2. What are the up gradations that you need in the training sessions? ................................

..........................................................................................................................................

3. Is the training session effective? ....................................................................................

..........................................................................................................................................

4. How do you structure your time in the organization? .....................................................

..........................................................................................................................................




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