Nimisha.final

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CHEEMA BOILERS LIMITED

2 Jagan Institute of Management Studies, New Delhi, Rohini

CERTIFICATE


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CERTIFICATEThis is to certify that the project work done on ANALYSIS OF EMPLOYEE

SATISFACTION AND COMPENTENCY is an original work carried out by

Ms. Nimisha Verma under my supervision and guidance. The project report is

submitted towards the partial fulfillment of two year, full time Post Graduate

Diploma in Management.

This work has not been submitted anywhere else for any other degree/diploma.

The work was carried out from 1ST

May 2013to 30th

June 2013 in Cheema

Boilers Limited, Chandigarh.

Date Name & Sign of Faculty

Students Name& Signature

Roll No. FA12033


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ACKNOWLEDGEMENT

I acknowledge with high gratitude to all those who have been instrumental in

completion of this project and helped me to make this project a big success. At the

very outset, I would like to express my thanks to the Almighty who has bestowed

upon me the required skill to pursue this course.

I want to express my profound gratitude to Mr. A.D BRAR (CEO) for allowing me

to do internship in their company.

I would like to acknowledge with thanks for the resourceful support given by my

company guide Mr. SS CHEEMA (H.R AND ADMINISTRATION HEAD) and

his under managers during the tenure of my project.

I am obliged to Prof.S.C Kapoorfor their support and valuable guidance for framing

the questionnaires.

I am thankful to our Dean Mr. Madan Mohan, Jagan Institute of Management

Studies, New Delhi, for his valuable suggestions and help extended to me throughout

the course.

It is indeed a great pleasure to express my profound and sincere gratitude to my

college guide Ms. DILPREET KAUR, faculty, PGDM, Jagan Institute of

Management Studies, New Delhi, for her valuable guidance and timely suggestions

throughout my project.

NIMISHA VERMA

FA12033


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DECLARATION

I NIMISHA VERMA do hereby declare that this project is an original work done by

me under the guidance of Ms. DILPREET KAUR, faculty, PGDM, Jagan Institute of

Management Studies, New Delhi, and Mr. SS CHEEMA, H.R AND

ADMINISTRATION HEAD, Chandigarhduring the period of 1st May 2013 to 30th

June 2013.

This project report has been submitted in partial fulfillment of the requirements for

the award of the degree of Post Graduate Diploma in Management (PGDM) of Jagan

Institute of Management Studies.

I further declare that this project has never been published before nor has been

submitted by any student of any university or college pursuing any course or diploma.

Thanking You

NIMISHA VERMA

FA12033

BATCH 2012-14


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PREFACE

AN OVERVIEW

The PGDM program is well structured and integrated course of business studies. The

main objective of practical training at PGDM level is to develop skill in student by

supplement to the theoretical study of business management in general. Industrialtraining helps to gain real life knowledge about the industrial environment and

business practices. The PGDM program provides student with a fundamental

knowledge of business and organizational functions and activities, as well as an

exposure to strategic thinking of management.

In every professional course, training is an important factor. Professors give us

theoretical knowledge of various subjects in the college but we are practically

exposed of such subjects when we get the training in the organization. It is only the

training through which I come to know that what an industry is and how it works. I

can learn about various departmental operations being performed in the industry,

which would, in return, help me in the future when I will enter the practical field.

Training is an integral part of PGDM and each and every student has to undergo the

training for 6 to 8 Weeks in a company and then prepare a project report on the same

after the completion of training.

During this whole training I got a lot of experience and came to know about the

management practices in real that how it differs from those of theoretical knowledge

and the practically in the real life.

In todays globalize world, where cutthroat competition is prevailing in the market,

theoretical knowledge is not sufficient. Beside this one need to have practical

knowledge, which would help an individual in his/her carrier activities and it is true

that Experience is the best teacher.


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INDEX

Sr No. CHAPTERS PAGE

NO.

1 INTRODUCTION. 10-19

2 OBJECTIVES 20

3. LITERATURE REVIEW 20-30

4. RESEARCH METHODOLOGY 31-34

5.DESIGNING OF QUESTIONNAIRE

34-35

6. TOOLS AND TECHNIQUES 36-48

7. RESULTS 36-48

8. FINDINGS 48-51

9. CONCLUSION 51-52

10 BIBLIOGRAPHY 52


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Sr. No. CONCEPT Pageno.

Table-1. Graph showing level of Employee satisfaction in Production

department.

37

Table-2 Graph showing level of Graph showing level of Employee

satisfaction in Quality department.

38

Table-3. Graph showing level of Employee satisfaction in Material

Management.

38

Table-5. Graph showing level of Employee satisfaction in External

Department

39

Table-6. Graph showing level of Employee satisfaction in Purchase

Department

40

Table-7. Graph showing level of Employee satisfaction in Marketing

Department

40

Table-8. Graph showing level of Employee satisfaction in Engineering 41

Table-9. Graph showing level of Employee satisfaction in Proposal 41

Table-10. Graph showing level of Employee Competency in Production

department

43

Table-11. Graph showing level of Employee Competency in Quality

Department

43

Table-12. Graph showing level of Employee Competency in Material

Management

44

Table-13. Graph showing level of Employee Competency in External 44

Table-14. Graph showing level of Employee Competency in Process

Boilers Division

45

Table-15. Graph showing level of Employee Competency in Project

Management

45

Table-16. Graph showing level of Employee Competency in

Engineering Department

46

Graph-17 Graph showing level of Employee Competency in Proposal

Department

46


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LIST OF TABLES

Graph-18 Graph showing level of Employee Competency in Marketing 47

Graph-19 Graph showing level of Employee Competency in Finance 47

Graph-20 Graph showing level of Employee Competency in Hr and

Administration

48

Graph No. ParticularsPage

No.

Table 1. Table Showing The Level Of Employee Satisfaction In The

Organization.

36

Table 2. Table Showing The Level Of Employee Competency Level in the

Organization.

42


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EXECUTIVE SUMMARY

The topic A PROJECT TO ANALYSE THE EMPLOYEE SATISFACTION

AND COMPENTENCY MAPPING

deals with the analysis of the level of employee satisfaction and the need for

training and development to ensure better quality outputs. The study involves

recognizing and assessing of the areas where the employees are dissatisfied and to

mend the problem areas. This project also included the study to measure employee

competencies and the problem areas pertaining to the lack of competencies possessed

and indicate the level and type of competencies possessed by the employees in their

respective departments

In this project a descriptive research methodology was adopted, Questionnaire method

was adopted and the employees were given closed ended question and forced type

choices were provided.

The primary data was analyzed using MS-EXCEL. The analysis part is done through

simple tabulation and graphical representation. Findings are done on the basis of

collected information which showed that CHEEMA BOILERS, CHANDIGARH has

a lot of scope to increase its level of employee satisfaction and the employees need to

be more competent and trained in their respective areas of work.


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CHAPTER 1

INTRODUCTION

Cheema Boilers Limited (CBL) is a leading name in the Boiler Industry in India.

Established in 1991, the Company manufactures steam boilers for almost allindustries, providing various services and solutions to power and process industries

along with the production of a wide range of other related products. Headquartered in

Chandigarh, Cheema Boilers has nationwide operations with regional offices in Delhi,

Mohali, Indore, Kolkata, Mumbai, Hyderabad and Coimbatore. Now, the Company is

fast strengthening global presence. Staying ahead in terms of quality and technology,

our products are efficient and environment-friendly. With special focus on customer-

centric solutions and efficient after sales service, CBL today stands as the first choice

of its customers. Staying ahead in terms of quality and technology, our products are

efficient and environment-friendly.

MISSION

Improve our products and services constantly to meet our customers' needs.

A strong focus on total system integration and optimization by understanding our

customers' unique needs, by utilizing state-of-the-art automation tools, by

applying technical and cost factors.

Design a system best suited to each customer's steam generation needs by

balancing capital and operation costs.

QUALITY POLICY

We are committed to achieve and exceed the customer satisfaction by meeting all

requirements with highest standards since we want to be ranked as the best in the

field. Quality is not just another goal; it is our basic strategy for survival and

future growth through optimization of processes and continual improvement of

our Quality Management System.

Maintaining a strong nation-wise reputation as a leader in the industry is no easy feat.

With over a decade's experience of manufacturing, erection and commissioning of

boilers and related products and a well-known development expertise CBL has

created a proven formula that has resulted in its high quality products and services

today.

Established in 1999, CBL has grown from strength to strength by the sheer force of its

own efforts. The Company's origin in the boiler industry goes back to the inception of

its sister concern Cheema Engineering Services (P) Limited engaged in manufacturing

of Steam Boilers, Pollution Control Equipment, and Fluidized Bed Conversion and

Energy Saving devices since 1991.Incorporated 8 years later, CBL, from a nascent company, grew to establishing its


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name in the Boiler Industry with its core competency in engineering, manufacturing

and project commissioning. Its operation facilities, technology, manpower

competency and customer base are evolving and expanding every year, which reflects

in the steady growth of the Company's turnover. The Company is presently exporting

to Asian and European countries. With a constant pursuit towards excellence and

growth CBL is scaling newer heights every day.

`


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PRODUCTS MANUFACTURED

They are one of the national leaders in manufacturing of steam boilers. Following are their range

of products that they hold expertise in manufacturing. They use green n latest technology in the

manufacturing of the products so they enhance the productivity and also care for the

environment.

AFBC BOILERS

WASTE HEAT RECOVERYBOILERS

Waste Heat

Recovery Boilers

Sponge Iron

Coke Oven Gas

GRATE FIRED BOILER

Travelling Grate

Dumping Grate

Pulsating Grate

HOT AIR GENERATOR

Hot Air Generator

Electric Steam

Generator
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SLOP FIRED BOILER

Slop / Venus Fired

Boiler (Distillery

Waste Incinerator)

PROCESS BOILERS

Hypac Boiler

Energypac

Oil Pac

ACCESSORIES

Electrostatic Precipitator

Fans

Compact Lift Conveyors

Distributed/Programmable

Logical Controller System
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The Organization is divided into the following divisions:

QUALITY

The policy of CBL is to achieve total customer satisfaction by delivering products and

providing services that meet or exceed their exact requirements and expectations and to doso on time and at most competitive prices in domestic and export market for our entire

product range. To achieve this, they have made perfection the buzzword and their

emphasis on the quality is paramount.Superlative design technology, excellent

verified material and experienced guidance at the helm combined under a stringent

quality plan ensure exceptional quality on a consistent basis.The highly trained team

of qualified personals carry out rigorous checking to meet the requirement of statutory

regulations. Furthermore they were towards exceeding the stipulations of the

customers in quality to build a relationship with clients that is long lasting.They have

employed the industry's most trusted equipments and have an experienced anddedicated quality department to ensure production is of the highest quality and that

total customer satisfaction is achieved. They are ISO 9001:2008 certified and also

ASME certification. Their process-oriented approach and continued commitment to

the needs of their customers are the driving forces behind their success.Quality

Assurance ensures exceptional quality on a consistent basis with superlative design

technology; excellent verified material and experienced guidance at the helm

combined under a stringent quality plan assuring exceptional quality on a consistent

basis.

The highly trained team of quality personnel carries out rigorous checking to meet the

requirement of statutory regulations. Furthermore they were towards exceeding the

stipulations of the customers in quality to build a relationship with clients that is long-

lasting.

PRODUCTION

The production department is a functional area and is responsible for turning inputs

into finished outputs through a series of production processes. The Production

department includes the employees and employers that are involved in themanufacturing, planning, innovation, rework, rejection and the process of cost

reduction to ensure best quality products to the customers. In thisindustry,once the

design is realized, production engineering concepts regarding work-study,

ergonomics,operation research,manufacturing management,materials management,

production planning, etc., play important roles in efficient production processes.
http://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Ergonomicshttp://en.wikipedia.org/wiki/Operation_researchhttp://en.wikipedia.org/wiki/Materials_managementhttp://en.wikipedia.org/wiki/Materials_managementhttp://en.wikipedia.org/wiki/Operation_researchhttp://en.wikipedia.org/wiki/Ergonomicshttp://en.wikipedia.org/wiki/Industry


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ENGINEERING

It is backbone of the Company's technological advancement. This department is the

most crucial department on which the quality and the production of the products

depend. It consists of engineers, assistant engineers and draughtsman. People holding

a valid engineering degree are recruited by the H.R personnel to ensure best quality

work. The department houses talent that is amongst the best in the industry. Having

evolved its own engineering strength, CBL understands the need for nurturing its

talent which has flourished under its aegis and has grown to exceptional heights in the

positive environment of growth and evolution. A team of qualified and experienced

engineers and efficient draftsmen comprise the engineering department. They work

under the best of conditions and guidance at the offices in Mohali (Chandigarh) and at

Coimbatore (Tamilnadu). It also includes the department of external services:

External Services

It provides the fastest response to client needs. The huge and strong team comprises

highly qualified and experienced engineers and supervisors who are focused to their

job.

The Department is divided into 'Low Pressure Process Boiler Wing' and 'High

Pressure Power Boiler Wing'. The High Pressure Power Boiler division has separate

teams for erection and commissioning for optimum utilization of expertise and skills.

Housing experts from varied fields, the dept. is ably supported by Project

Management from Head Office. The team ensures that all equipments are installed

and function properly.

PURCHASE

It is a department which deals with the procurement of products for manufacturing

purposes, Deals with the vendors as to how much is their requirement of the product

and their personalized preference and need of the product. They also negotiate the

cost of selling the product and for the tools required in the manufacturing of the same.

They predict and provide the amount of inventory that has to be maintained by the

firm. It consists of a group of highly efficient and qualified people to ensure best

quality services to their customers.

MARKETING AND SALES

The Marketing and Sales department delivers customized material and offers expert

advices in the best interest of the client to give the competitive edge. Fully

understanding the clients' needs it offers the right product.

Since CBL's business is conducted with complete transparency, the products are

offered with complete specifications and techno-commercial clarity. Our team of

highly skilled marketing professionals analyzes the target market and the needs of the

clients, determining the corporate and product positioning and the marketingobjectives and integrating these goals into serving the clients .


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PROPOSAL

The Proposal team understands the commercial brief and clients' requirements, taking

negotiations to superior levels. Adept at drafting and making proposals the team is

responsible for making the proposal comprehensive, transparent and cost-effective.

Comprising specialists from relevant fields the team is fully capable of providing not

only what is required but add that something extra which will be of tremendous value

to CBL's clients. That is superior, cost effective and performance enhancing

alternatives.

MATERIAL MANAGEMENT

Material Management department consistently reviews each item with excellent co-

ordination with Project Management and Engineering dept., superior negotiating

skills and development of reputable vendors at national and international levels is the

hallmark of the dept at CBL.

Much emphasis is laid on quality procurence of raw material at competitive prices as

we wish to offer our clients an optimum price. We treat our vendors as partners and

the maintenance of this quality supply chain is due to the efforts of the team and the

leaders ofthe dept.

PROJECT MANAGEMENT

Material Management department consistently reviews each item with excellent co-

ordination with Project Management and Engineering dept., superior negotiating

skills and development of reputable vendors at national and international levels is the

hallmark of the dept at CBL.

Much emphasis is laid on quality procurence of raw material at competitive prices as

we wish to offer our clients an optimum price. We treat our vendors as partners and

the maintenance of this quality supply chain is due to the efforts of the team and the

leaders of the dept.

ERECTION AND COMISSIONING

CBL offers end-to-end services from erection to commissioning of main equipment ofboilers including performance tests and other special services within the stipulated time


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period and quality as per the set standards of CBL.

CBL undertakes design, supply, fabrication, erection and commissioning

Complete boiler house internal works like ducting , piping, structural tanks, refractory, insulation, electrical

instrumentation work with statutory clearance from IBR

Chimney with PCB clearance

Furnace oil storage tanks and its loading and distribution systems with statutory clearance from COCE

Coal handling plant for the boiler (coal / baggase) with bunker designed according to boiler

capacity and available storage and installation space

Steam piping from boiler house to the utility with steam accessories, stress analysis and reliving including s

clearance from IBR Ash handling plant both mechanical as well as pneumatic system with ash silo

We provide chimney design calculations as per IS 6533 to meet the pollution control board norms

Sizing and designing ducting layout to suit your boiler house

Sizing and designing piping layout to suit your feed water and furnace oil locations

Refractory and Insulation design, and BOM as per boiler requirements

Electrical and instrumentation work with indications of tank level in boiler panel

DESIGNING AND DRAWING PHASE OF PROJECT:

They provide chimney design calculations as per IS 6533 to meet the pollution control board norms

Sizing and designing ducting layout to suit your boiler house

Sizing and designing piping layout to suit your feed water and furnace oil locations

Refractory and Insulation design, and BOM as per boiler requirements

Electrical and instrumentation work with indications of tank level in boiler panel

PLANNING AND MONITORING PHASE:

Project schedules are prepared and managed using MS Project (Bar Charts).

The designated Thermax Project Manager will be a single point of contact/communication from boiler dispa

department /division till hand-over.

Project manager will be responsible for the monitoring and schedule adherence of the Microsoft project wit

Periodic reporting to customers in our standard formats on project developments.

EXECUTING AND SUPERVISING:


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CBL engineers will be available at site, round-the-clock

Only CBL approved manufacturers are approached for procurement of all materials. This helps in

maintaining and assuring quality of our products delivered at your site (accompanied with test certificates)

To ensure the quality at site we seek approvals from customers on our FQP (Field quality plan) before

o Starting the job. All documentation are drafted as per ISO 9001: 2000 standards

Our project team at site ensures complete adherence to safety and statutory standards as outlined in the CBL

Project Manual

COMMISSIONING AND HANDING OVER:

Commissioning engineer for commissioning the unit

Supply of skilled manpower for commissioning assistance

Supply of utility required for commissioning

Training personnel on operation of boiler provided

H.R AND ADMINISTERATION

The Human Resource and Administration department of the organization works towards

enhancing the capacity of the organization to effectively deliver on its mandate. The department

aims at acquiring, building and retaining human capacity to provide quality, efficient and effective

services to the public. It provides strategic and day to day support to the various departments of the

commission and ensures that the commission has the human capacity to deliver on its mandate. Theirjob is to carry out recruitments, act as a change agent, to

CHAPTER 2

OBJECTIVES OF STUDY

EMPLOYEE SATISFACTION FORM

To find out the level of employee satisfaction in the company

To identify the problems of the workers that effect their performance

To find out the deficiencies in organizational policies affecting the employee

who in turn affects the corporationsprofitability.

To assess the overall level of employee satisfaction

EMPLOYEE COMPETENCY QUESTIONNAIRE

To evaluate the competency level of the employees in their respective areas of

work.


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To identify areas where employees need improvement.

To measure the extent of skills possessed by the employees.

To give an individual assessment of employees in areas of work competencies.

CHAPTER 3

LITERATURE REVIEW

EMPLOYEE SATISFACTION SURVEY(Reference: Insight Oxford)

Organizations operate most successfully and profitably when their staff are fully

engaged and motivated towards their business aims and objectives.


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Well-designed employee surveys can provide an organization with insights into its

dynamics, structure, culture, perceptions, career development paths and commercial

realities. High quality employee satisfaction data can be used to build and shape

successful commercial and retention strategies.

Organizational& Commercial Benefits

Measuring and monitoring employee satisfaction, especially at senior levels, provides

the critical information needed to:

Clearly evaluate current levels of employee satisfaction and engagement

Measure the effectiveness of people management strategies

Pinpoint areas of the business that are most vulnerable to employee turnover

Facilitate timely and strategic management decisions

Safeguard key client relationships, as well as organizational knowledge

Minimize the impact upon productivity & morale of disengaged employees

Minimize talent loss and recruitment costs

Maximize return on training investment

Fact or Fiction?

A key challenge to achieving high quality and meaningful results from employee

satisfaction research is providing neutral territory where staff is comfortable and

confident to say what they really think and feel rather than what they think

organizations want to hear.


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Well lets face it; no one says what they really think in staff satisfaction surveys, we

all know it goes straight back to senior management. Its not worth risking your job

to say what you think the real problems are. (Senior Manager, major global

organization)

What they do:

Insight Oxford provides high quality, tailored employee satisfaction research to

organizations focusing on their key talent and why employees choose to stay or leave.

As professional researchers with full member of the Market Research Society, Insight

Oxford objectively measure levels of job satisfaction and engagement which provide

indicators of disengagement and potential resignations.

Insight Oxford works in partnership with organizations to design new surveys or

implement an integrity and value audit of their existing surveys. We can:

Provide high quality robust survey design and implementation

Design a survey tailored to your organizationsneeds

Provide independent, unbiased data analysis, as well as statistical analysis, to

produce high quality reporting and recommendations

Facilitate year on year tracking of staff satisfactionidentifying trends and shifts

Uniquely harness competencies in professional market research, senior

management and executive coaching to provide pragmatic and strategically focused

recommendations.


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SOURCE:

EMPLOYEE SATISFACTION SURVEY(Reference: Murray

consultancy limited)

Employee satisfaction is the terminology used to describe whether employees are

happy and contented and fulfilling their desires and needs at work. Employee

satisfaction is a factor in employee motivation, employee goal achievement, and

positive employee morale in the workplace. Employee satisfaction, while generally a

positive in your organization, can also be a detrimental to the companys goals if

mediocre employees stay because they are satisfied with your work environment.

Employee satisfaction is measured by anonymous employee satisfaction surveys

administered periodically that gauge employee satisfaction in areas such as:

Management style

Understanding of mission and vision

Empowerment

Teamwork

Job satisfaction

Communication

Working environment

The Murray Consultancy Ltd won the prestigious BIG Market Research award in

2006 for a paper submitted into how to effectively measure employee satisfaction.

They used two techniques:


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Perceptual mapping establishing what is important to employees, how

satisfied they are with those thinks they consider important and measuring

and mapping the gap between importance and satisfaction.

Regression analysis establishing what the key drivers of satisfaction anddissatisfaction are by correlating statistically which mix of aspects of

employee satisfaction best explain why employees are satisfied and why

some are dissatisfied.

REFERENCE: (www.murrayconsultancy.co.uk)

RESEARCH WORK ON COMPETENCY MAPPING OF

EMPLOYEES.

Competency mapping, the buzz word in any industry is not complicated as it may

appear. At the heart of any successful activity lies a competence or skill. In the recent

years, various thought leaders in business strategy have emphasized the need to

identify what competencies a business needs, in order to compete in a specific

environment. Competency mapping is a strategic HR framework for monitoring theperformance and development of human resource in organizations. Regardless of

whatever happens to the future of software in India, the people who are outstanding in

their performance will continue to be in demand and will keep rising and for this the

human resource of each organization should develop the competencies which they

have in order to compete with the highly competitive market. In this paper the

researcher has collected data from 195 software employees. Where in 145 employees

where from Cognizant Technology Solutions (CTS) and the rest 150 respondents

were form Hindustan Technology Limited (HCL) and their competencies where

studied in depth to bridge the gap of the lacking competency which would help the

employees to outshine which would help the organization to lead its goal through its

objective.

1. Introduction

The current globalization of economy necessitates innovative approaches in managing

the work force. The fast changes happening in the demography and social systems
http://www.murrayconsultancy.co.uk/http://www.murrayconsultancy.co.uk/http://www.murrayconsultancy.co.uk/http://www.murrayconsultancy.co.uk/


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thereof have given breathing space for various HR practices enhancing the employee

productivity and growth. And one of the most commonly used HR practice is

competency mapping for development of the employees. Identifying and development

of the competencies in organization enable better performance management as well as

reward and recognition systems leading to career and succession planning

programmes. Also competency mapping is a strategic HR frame work for monitoring

the performance.

2. Objective of the Study

To identify the competency gap that exists between the employees current

performance level and the expected level of the employees.

3. Conceptual Framework

John Flanagan (1954) grounded Critical Incidents Technique as a precursor to the key

methodology used in rigorous competency studies. The idea of testing the

competencies, required for efficient performance at a position, was proposed by

David McClelland in the early 1970s. The term competency has been interpreted by

various authors/researchers with their unique way of giving meaning to it. Some of

the definitions are given below. Boyatzis (1982) described competencies as

underlying characteristic of an individual, which are causally (change in one variable

cause change inanother) related to effective job performance.

4. Competency Mapping

To assess the competency of the employees of two software companies researcher has

identified 147 competencies which is relating to 20 broad categories and the

dimensions are Drive for results, Process 2011 International Conference on

Information Communication and Management IPCSIT vol.16 (2011)

(2011)IACSIT Press, Singapore 228

SOURCE: Mily Velayudhan T.K St. Marys School of Management Studies,

Chennai. India. Affiliated to University of Madras, Chennai, India.

MORE RESEARCH WORK ON COMPETENCY MAPPING


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In this world of cut throat competition, companies are putting tremendous effort to

hire competent employees and to develop relevant competencies in their existing

employees. These are one of the few ways in which companies can gain competitive

edge over each other. In this slowing economy where so many companies are fighting

for limited resources and talent, it is very important for organizations to incessantly

reassess their competencies, update it and have the courage to make the necessary

changes. It is equally imperative for a firm to define a set of core competencies which

corresponds with its key market differentiators. This is where competency mapping

plays a key role.

Competency Mapping

It is the process of identification of the competencies and the level of proficiency

required in it to perform a given job or role efficiently. Every job requires some set of

attributes whether it is technical, managerial or behavioral to perform the same

successfully; these attributes or skills are known as competencies.

Areas of Implementation The competency mapping can be applied to the areas

depicted in the following diagram:


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Some of these areas are explained below:

Recruitment and selection

Competencies can be used to construct a template for use in recruitment and selection.

Information on the level of a competency required for effective performance would be

used to determine the competence levels that new hires should possess. This results in

hiring of an employee who is organizational as well as role fit.

This way we can reduce the cost of training of the new hired employees. Employees

will be productive from Day 1 and no man-hours will be lost in the training of new

hires.


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A firm that knows how to assess competencies can effectively hire the best at a

reasonable price, for example hiring under priced but highly entrepreneurial

management graduates from lesser-known business schools.

Training and Development Requirements

It involves identifying the gap between competencies required for the position and

those possessed by the employee. Any such gap is bridged by providing training to

the incumbent for those particular competencies only.

Career and succession planning

It involves assessing employees capability to take on new challenges. In order to see

if an employee is suitable for occupying position at the top management; his current

competency level ought to be matched against those that required at higher level

position.

Performance Management System

It is important to correlate performance result with competencies. Performance

management system should be competency based and not just result based.


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Competency based performance management would focus on HOW of performance

and not on WHAT of performance i.e. not on results but how the results are

achieved Effective PMS should provide link to the development of an individual and

not just to rewards.

Rewards and Recognition

Competency linked benefits is a new concept after performance linked incentives.

Competency linked benefits focus on the fact that employees should work hard

towards developing their competencies as and when requirement arises for performingtheir job effectively. It rewards employees who not only work hard towards achieving

their target but also who put effort in enhancing their competencies (keeping in mind

the dynamic needs of the job at hand).

Advantages of Competency mapping

Competency mapping provides wholesome benefits to the company, supervisors and

employees.

Company

The basic objective of an organization is to achieve its long term goals; competency

mapping ensures that only competent employees work in the organization. The word


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competent here refers to those employees whose skills set match with that of the one

required in performing the job effectively.

Supervisors

Competency mapping provides ease to the managers in terms of setting the targets for

the juniors as well as in evaluating their performance. It facilitates clear

communication on part of the managers. HR managers are also clear while recruiting

so as to what kind and level of competencies they are looking for in an individual for

performing a particular job.

Employees

Employees are always under pressure to perform their best therefore it is imperative

to define a set of core competencies which an individual should possess to do justice

to his job at hand. Competency mapping helps employees in clearly understanding

what is expected from their job at hand. It specifies the level of competencies required

to perform their job effectively. This helps employees in honing the skills in which

they lack.

It also demystifies the performance appraisal process for them since they know what

are the competencies (besides their performance) on which they will be appraised.


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This Article has been authored by TulikaBhatnagar, XIMB

References: The handbook of competencies by SeemaSanghi

Competency Mapping for Superior Results by Sraban Mukherjee

http://www.digneconsult.com/sg/blog/26/competency-mapping-an-important-

tool?post=thttp://computer.financialexpress.com/20050131/technologylife01.shtm

l


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CHAPTER 4

RESEARCH METHODOLOGY

Research framework: This study is based on the level of employee satisfaction and

an analysis of their competencies.

Research Method: Descriptive research is chosen for this study because this study

deals with the characteristics possessed by the group of employees unique to the

organization.

Survey technique was used in either of the two processes since all the employees

were to be assessed on their levels of employee satisfaction as well as employee

competencies.

Sample Size: 450 employees

ii) Sources of Data

Primary data: It included the interpretation of the results obtained after the

questionnaires were filled by the employees.

Secondary data: It includes suggestions and reasoning given by the line managers

and Head of departments.

DESIGNING OF QUESTIONNAIRE

The questionnaire was designed under the mentorship of my industry mentor.

The data and the format were designed using MS EXCEL and the graphs

were made on an EXCEL sheet.

The questionnaires were framed according to the needs that were identified

through observation and interviewing method, both in the Employee

satisfaction form as well as in the Employee Competency Chart.

The questions were closed ended with forced choice answers except for a little

portion which was granted in the employee satisfaction form for any open

ended suggestions or opinions.

Several blue prints were formed before the final form was approved.


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iii) Data Collection tools/instruments:

The sources of collecting the primary data was through the questionnaire technique,

where in a set of closed ended structured questions were used and some place for an

open ended review was also left in the EMPLOYEEE SATISFACTION FORM. The

Secondary data was collected by way of observation as well as interviewing of the

line managers and the head of departments to analyze the reasons and suggestions for

the kind of result obtained.

iv) Methods of data collection:

A) QUESTIONNAIRE TECHNIQUE

.

A questionnaire is a means of eliciting the feelings, beliefs, experiences, perceptions,

or attitudes of some sample of individuals. As a data collecting instrument, it could be

structured or unstructured.

The questionnaire is most frequently a very concise, preplanned set of questions

designed to yield specific information to meet a particular need for research

information about a pertinent topic. The research information is attained from

respondents normally from a related interest area. The dictionary definition gives a

clearer definition: A questionnaire is a written or printed form used in gathering

information on some subject or subjects consisting of a list of questions to be

submitted to one or more persons.

Advantages

Economy - Expense and time involved in training interviewers and sending

them to interview are reduced by using questionnaires.

Uniformity of questions - Each respondent receives the same set of questions

phrased in exactly the same way. Questionnaires may, therefore, yield data more

comparable than information obtained through an interview.

Standardization - If the questions are highly structured and the conditions

under which they are answered are controlled, then the questionnaire could become

standardized.


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Disadvantages

Respondents motivation is difficult to assess, affecting the validity of

response.

Unless a random sampling of returns is obtained, those returned completed

may represent biased samples.

Two types of questionnaires

Closed or restricted form - calls for a "yes" or "no" answer, short response, or

item checking; is fairly easy to interpret, tabulate, and summarize.

Open or unrestricted form - calls for free response from the respondent; allows

for greater depth of response; is difficult to interpret, tabulate, and summarize.

B) INTERVIEW METHOD

An interview is a conversation between two or more people where questions are asked

by the interviewer to elicit facts or statements from the interviewee. Interviews are a

standard part of journalism and media reporting, but are also employed in many other

situations, including qualitative research.

Interviews are completed by the interviewer based on what the respondent says.

Interviews

Is a far more personal form of research than questionnaires.In the personal interview,

the interviewer works directly with the respondent. Unlike with mail surveys, the

interviewer has the opportunity to probe or ask follow up questions. Interviews are

generally easier for respondent especially if what are sought are opinions or

impressions. Interviews are time consuming and they are resource intensive. The

interviewer is considered a part of the measurement instrument and interviewer has to

be well trained in how to respond to any contingency.

TYPES OF INTERVIEWS:

FORMAL

INFORMAL

STANDARDIZED,OPEN ENDED INTERVIEW

CLOSED FIXED RESPONSE INTERVIEW

TELEPHONE INTERVIEW


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OBSERVATION TECHNIQUE

Observation is way of gathering data by watchingbehavior, events, or noting

physical characteristics intheir natural setting. Observations can be overt

(everyone knows they are being observed) or covert(no one knows they are

being observed and the

observer is concealed). The benefit of covert observation is that people are

more likely to behavenaturally if they do not know they are being observed.

However, you will typically need toconduct overt observations because of

ethicalproblems related to concealing your observation

.Observations can also be either direct or indirect.

Direct observation is when you watch interactions, processes, or behaviors as

they occur; for exampleobserving a teacher teachinga lesson from a

writtencurriculum to determine whether they are deliveringit with fidelity.

Indirect observations are when youwatch the results of interactions, processes,

orbehaviors; for example, measuring the amount ofplate waste left by students

in a school cafeteria todetermine whether a new food is acceptable to them.

v) Research Tools Used

The primary data was analyzed using MS-EXCEL. The analysis part is done through

simple tabulation and graphical representation.

Research tools used were:

Questionnaires

Interview

Observation

vi) LIMITATIONS OF THE STUDY

.Questionnaires, like many evaluation methods occur after the event, so

participants may forget important issues.

Questionnaires are standardized so it is not possible to explain any points in

the questions that participants might misinterpret. Although an open ended

column is provided in the Employee satisfaction form.


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Open-ended questions can generate large amounts of data that can take a long

time to process and analyze. One way of limiting this would be to limit the

space available to the employees to answer the questions

Respondents may answer superficially as they may interpret this as trivial. Employees may not elicit the true information. They might not wish to reveal

the information or they might think that they will not benefit from responding

perhaps even be penalized by giving their real opinion. Employees need be

told why the information is being collected and how the results will be

beneficial. They should be asked to reply honestly and told that if their

response is negative this is just as useful as a more positive opinion.


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Chapter 5

Tools and techniques of analysis of Data

Introduction

Designing of the Employee satisfaction form was carried out with a lot of care and

finesse and under the leadership of my industry mentor as well as the H.O.Ds of the

various departments who gave their valuable inputs. They guided me in framing the

competencies and Employee satisfaction areas I should cover in order to attain a clear

picture of what I am trying to assess. There are a total number of 2000 employees

working with the organization. Where majority of the employees are serving in bluecollared jobs. About 500 employees are serving in White collared jobs, Majority of

which includes Engineers and marketers. My task was to interpret the level of

employee satisfaction amongst the white collared people in the job since the workers

that formed the majority at the factory were not very proficient with the English

language and the questionnaire system. They had a different set of problems than the

ones working at the office. The questionnaire was then distributed and it took about a

weeks time to get the questionnaires filled. Engineers and Marketers were a little

obtuse when it came to filling the questionnaires since they were preoccupied with

work. However, the response rate was about 95% and it was good enough to predict

the scores for the entire organization.


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Chapter 6

RESULTS

Results for the employee satisfaction form

Table 1 showing the results of the Employee satisfaction Survey

JE

&AE

ENGR S.ENGR AM DM MGR TOTAL

Production 64% 43% 69% 19% 59% 51%

Quality 75% 36% 100% 78% 88% 75%

MM 88% 81% 91% 95% 89%External 59% 69% 64%

PBD 91% 91%

PM 78% 84% 75% 79%

Marketing 72% 63% 91% 86% 73%

HR &

Admin

84% 84%

Engineering 44% 26% 30% 16% 29%

Proposal 72% 59% 65%

`69% 56% 73% 66% 86% 73%

Abbrevations Used:

MMMaterial Management

PBDProcess boilers division

PMProject Management

JE &AEJunior Engineer and Engineer

ENGR- Engineer


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S.ENGR- Senior Engineer

AM- Assistant Manager

DM- Deputy Manager

MGR- Manager

Graph 1 showing the level of Employee satisfaction in the Production Department.

Interpretation: The level of satisfaction amongst the senior engineers in this department is the

highest and lowest amongst the assistant managers.

0%

10%

20%

30%

40%

50%

60%

70%

JE & E ENGR S.ENGR AM DM MGR

Production

Production

0%

20%

40%

60%

80%

100%

JE & E ENGR S.ENGR AM DM

Quality

Quality


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Graph 2 showing the level of Employee Satisfaction in the Quality Department.

Interpretation: The level of employee satisfaction amongst the junior engineers and assistant

engineers is the highest. Overall level of satisfaction is more or less the same in this

department.

Graph 3 showing the level of Employee Satisfaction in the Material Management Department

Interpretation: The level of employee satisfaction is the highest amongst the Assistant

Managers and lowest amongst the engineers.

Graph 4 showing the level of employee satisfaction amongst the employees of the external

department.

70%

75%

80%

85%

90%

95%

JE & E ENGR S.ENGR AM

Material Management

MM

54%

56%

58%

60%

62%

64%

66%

68%

70%


External

External


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Interpretation: The level of employee satisfaction amongst the Assistant managers is the

highest in this department

Graph 5 showing the level of Employee satisfaction in the Purchase department

Interpretation: The level of employee satisfaction amongst the engineers is the highest. And

lowest amongst the junior engineers.

70%

72%

74%

76%

78%

80%

82%

84%

86%

JE & E ENGR S.ENGR

Purchase

PM


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Graph 6 Showing the the level of satisfaction amongst the employees of the marketing

department.

Interpretation : The level of employee satisfaction is highest amongst the assistant managers

and lowest amongst the engineers.

Graph 7 Showing the level of employee satisfaction in the engineering department.

Interpretation : The level of employee satisfaction is highest amongst the junior engineers and

the assistant engineers in the engineering department.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Marketing

Marketing

Engineering

0%

20%

40%

60%

JE & EENGR

S.ENGRAM

Engineering

Engineering


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Graph 8 Showing the level of employee satisfaction in the proposal department

Interpretation : The level of satisfaction is the highest amongst the junior engineers.

Results(2)

Table 2 ) Showing Results of the Employee Competency form

JE

& E

ENGR S.ENGR EXECUTIVE AM DM TOTAL

Production 45% 25% 43% 56% 21% 52% 41%

Quality 49% 34% 23% 65% 34% 25% 38%

MM 34% 30% 17% 43% 23% 53% 33%

External 43% 38% 36% 42% 23% 30%

PBD 31% 43% 47% 12% 27% 32%

PM 33% 44% 35% 22% 27% 27% 31%

Marketing 55% 44% 39% 46%

0%

10%

20%

30%

40%

50%

60%

70%

80%

JE & E ENGR

Proposal

Proposal


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Finance 32% 37% 19% 29%

HR &

Admin

32% 32% 11% 25%

Engineering 32% 43% 38% 26% 43% 36%Proposal 24% 22% 57% 23% 22% 30%

42% 33% 37% 43% 29% 29% 34%

Graph 1 Showing the results of the Production department on the Employee

Competency Chart

Interpretation : The need to acquire competencies is the highest in the executive

category of workers.

0%

10%

20%

30%

40%

50%

60%

Production

Production


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Graph 2 Showing the results of the Quality department on the employee competency

chart.

Interpretation : The need to acquire competencies is the highest in the executive

category of workers.

Graph 3 Showing the results of the material management department on the Employee

Competency Chart.

Interpretation : The need to acquire competencies is the highest in the managerial

level here.It is a cause of concern.

0%

10%

20%

30%

40%

50%

60%

70%

Quality

Quality

0%

10%

20%

30%

40%

50%

60%

Material Management

MM


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Graph 4 Showing the results of the External department on the Employee

Competency Chart

Interpretation : The need to acquire competencies is the highest amongst the junior

engineers.

Graph 5 Showing the results of the Process boilers division on the Employee

Competency Chart

Interpretation : The need to acquire competencies is the highest amongst the

executives in this department.

0%

5%

10%

15%

20%

25%

30%35%

40%

45%

External

External

0%

10%

20%

30%

40%

50%

Process Boilers Division

PBD


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Graph 6 Showing the results of the Project Management department on the Employee

Competency Chart.

Interpretation : The need to acquire competencies is the highest amongst the

Engineers.

Graph 7 Showing the results of the Engineering department on the Employee

competency Chart.

Interpretation : The need to acquire competencies is the highest amongst the assistant

managers which is a cause of concern since they hold managerial positions in the

organization.

0%

5%

10%

15%

20%

25%

30%35%

40%

45%

Project Management

PM

43% 38%26%

43%

Engineering

Engineering


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Graph 8 Showing the results of the Proposal Department on the employee competency

chart

Interpretation : There is a an overall low n similar need for acquiring competencies in

this department.

Graph 9 Showing the results of the Marketing Department on the employee

competency chart.

Interpretation : The need for acquiring competencies was found to be maximum

amongst the executives

24% 22% 57% 23% 22%

Proposal

Proposal

EXECUTIVE AM DM

55%44% 39%

Marketing

Marketing


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Graph 10 Showing the results of the Finance department on the employee competency

chart.

Interpretation : The need for acquiring competencies was found to be the highest

amongst the assistant managers which is a cause of concern since they hold

managerial positions and any incompetency on their part would be a bane for the

organization.

Graph 11 Showing Showing the results of the Hr and administration department on

the employee Competency chart.

Interpretation : The need to acquire competencies was found to be equal for bothexecutive as well as for the assistant manager levels which is a cause for concern.

EXECUTIVE AM DM

32%37%

19%

Finance

Finance

EXECUTIVE AM DM

32% 32%

11%

HR & Admin

HR & Admin


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Chapter 7

FINDINGSFrom the study conducted in CHEEMA BOILERS LIMITED to assess the

level of Employee Satisfaction and Employee Competencies the following

results were obtained:

According to the Employee Satisfaction form, In the production

department senior engineers showed the highest level of satisfaction

at 69% and the assistant managers showed the lowest level of

satisfaction at 19%.The average level of employee satisfaction in thisdepartment was 51%.

In the Quality Department, Senior Engineers showed the highest

level of satisfaction at 100% and engineers showed the lowest levels

of satisfaction at 36%.The average level of employee satisfaction in

this department was 75%.

In the Material Management Department, the assistant managers

showed the highest levels of satisfaction at 95% whereas the

engineers showed the lowest levels of satisfaction at 81%.The

average level of employee satisfaction in this department was 89%.

In the External Department, the Assistant managers showed the

highest levels of satisfaction at 69% whereas the junior engineers and

assistant engineers showed lowest levels of satisfaction at 59%.The

average level of employee satisfaction in this department was 64%.

In the Project management department, the engineers showed the

highest levels of satisfaction and the senior engineers showed the

lowest levels of satisfaction.The average level of employee

satisfaction in this department was 79%.

In the Marketing Department, the assistant managers showed the

highest level of satisfaction and the engineers showed the lowest

levels of satisfaction.The average level of employee satisfaction in

this department was 73%


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In the Engineering Department, the junior engineers and assistant

engineers showed the highest level of satisfaction at 44% whereas

the assistant managers showed the lowest levels of satisfaction at

16%. The average level of employee satisfaction in this department

was 29%.

The average level of employee satisfaction in the proposal

department was 65%.

The average level of employee satisfaction in the HR

DEPARTMENT was 84%.

The overall level of satisfaction is highest among the Deputy

managers followed by the senior managers and senior engineers.

Hence,it is observed that people at higher posts are seemingly more

satisfied as compare to their subordinates.

The highest level of satisfaction is amongst the marketing

management people.

FINDINGS OF THE EMPLOYEE COMPETENCY CHART

The Employee competency chart was designed to assess the

level of competency that the employees possess and should

possess.

The Executives in the production department require

maximum level of training and skills to deliver their jobs

efficiently as much as 56% are non proficient in their

respective fields.

The Executives in the Quality department require maximum

level of training and skills to deliver their jobs efficiently as

much as 65% are non proficient in their respective fields.

The managers in the Material Management department


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require maximum level of training and skills to deliver their

jobs efficiently as much as 53% are non proficient in their

respective fields

The Junior Engineers and Assistant Engineers in the External

department require maximum level of training and skills to

deliver their jobs efficiently as much as 43% are non

proficient in their respective fields

The Executives in the Process boilers division department

require maximum level of training and skills to deliver their

jobs efficiently as much as 47% are non proficient in their

respective fields.

The Engineers in the project management department require



respective fields

The Executives in the marketing department require



respective fields

The Assistant managers in the Finance department require



respective fields

The Executives and Assistant manager in the H.R department

require training to deliver their jobs efficiently as much as

32% are non proficient in their respective fields

The Engineers in the Engineering department require training

to deliver their jobs efficiently as much as 43% are non

proficient in their respective fields

The Senior Engineers in the Proposal departments require



respective fields.


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The overall level of need for competency development is

amongst the junior engineers,and the executives.


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Chapter 8

CONCLUSIONS

After assessing the results obtained on the employee

satisfaction form, the conclusion can be driven that

the organization enjoys an overall level of satisfaction

equivalent to 70% which is decent.

The overall level of satisfaction is highest in the

Process boilers division at 91% closely followed by

the marketing management department at 89%.

The minimum level of satisfaction prevails in the

Engineering department at 42%

After assessing the Employee competency chart, it

can be concluded that overall need to increase the

competency amongst employees is 38%.

The minimum level of competency requirement was

seen in the HR and Administration department.

The Maximum level of competency requirement was

seen in the marketing department.

Hence, The results helped in recognizing the areas in

which employees need to be trained as well as the

areas where employees need not be trained to ensure

the best delivery of work.


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Chapter 9

BIBLIOGRAPHY

BOOKS AND JOURNALS:

Games people play

Human resource champions

http://jhr.uwpress.org/content/vol43/issue4/

INTERNET WEBSITES:

http://www.hrprofessor.com/http://www.citehr.com

http://www.human-resources.org/

http://humanresources.about.com/

http://www.hradvice.com/links.html

http://www.hrvillage.com/

http://www.hr.com/

OTHER SOURCES AND INFORMATION:

Hindustan Times
http://www.hrprofessor.com/http://www.hrprofessor.com/http://www.citehr.com/http://www.citehr.com/http://www.human-resources.org/http://www.human-resources.org/http://humanresources.about.com/http://humanresources.about.com/http://www.hradvice.com/links.htmlhttp://www.hradvice.com/links.htmlhttp://www.hrvillage.com/http://www.hrvillage.com/http://www.hr.com/http://www.hr.com/http://www.hr.com/http://www.hrvillage.com/http://www.hradvice.com/links.htmlhttp://humanresources.about.com/http://www.human-resources.org/http://www.citehr.com/http://www.hrprofessor.com/


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APPENDIX

List of Forms designed for the purpose of data collection are as

following :

Sr.No. Department Type

1 General Employee

Satisfaction Form

2 Quality Competency Chart

3 Production Competency Chart

4 Engineering Competency Chart

5 Purchase Competency Chart

6 Marketing Competency Chart

7 Erection and

Commissioning

Competency Chart

8 Process Boilers

division

Competency Chart

9 H.R and

Administration

Competency Chart

10 Project Management Competency Chart

11 Managerial level Competency Chart

12 Proposal Competency Chart

13 Finance Competency Chart

14 External Services Competency Chart


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