Project HR

A

PROJECT REPORT

ON

“COMPETENCY MAPPIMG – (For Team-mates)”

AT

Parle Biscuits Pvt Ltd, Nashik SUBMITTED

BY

CHANDNI THAKKAR

MPM-II

UNDER THE GUIDANCE OF

PROF. P.B.RAYATE

MVPS’SINSTITUTE OF MANAGEMENT RESEARCH & TECHNOLOGY,

NASHIK2010-2011

Acknowledgement

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First of all I would like to take this opportunity to thank the Pune University for having project as a part of the MPM Curriculum.

I wish to express my heartfelt gratitude to the all peoples who have played a crucial role in the research for this project, without their active cooperation the preparation of this project could not have been completed within the specified limit.

I am thankful to our respected Director, Dr. S.G.SRIVASTVA, NDMVP SAMAJ’s, IMRT; Nasik for motivating me to complete this project with completes focus and attention.

The next person I would like to acknowledge is my project guide Mr. P.B.RAYATE who supported me throughout this project with utmost cooperation and patience.

I express my profound sense of gratitude and sincere thanks to the Management of PARLE BISCUITS PVT. LTD for offering me this project and summer training in this organization.

Chandni Thakkar

MPM N.D.M.V.P SAMAJ‘s

I.M.R.T

DECLARATION

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I, CHANDNI THAKKAR, student of Institute of Management

Research and Technology, Nasik, solemnly declare that the project

titled “COMPETENCY MAPPING – AS HRD TOOLS” in

partial fulfillment of M.P.M program under University Of Pune

was undertaken as part of academic curriculum according to

university norms and with no commercial motives.

Date:

Place:

CHANDNI THAKKAR

MPM-II,

IMRT, NASHIK.

“Competency Mapping as HRD Tool”- NDMVP’s IMRT college, Nasik-2

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INDEX

Chapter No.

Chapter Name Page No

1 INTRODUCTION1.1 Object of the project1.2 Selection of the topic for study1.3 Objective of the study1.4 Research methodology1.5 Scope of study 1.6 Limitation of study1.7 Rationale of the study

2 PROFILE OF THE ORGANISATION2.1 Background and history of the organization2.2 Organizational flow chart 2.3 Products offered by organization2.4 Interdepartmental relationship in organization

3 ANALYSIS & INTERPRETATION OF INFORMATION / DATA3.1 Topics under study- Definition, Need and Utility 3.2 Data collection3.3 Presentation of data in table graph, diagram

4 CONCLUSION

5 RECOMMENDATION AND SEGGESSIONS

6 BIBLIOGRAPHY

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INTRODUCTION

1.1 Object of the Project

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As a part of MPM curriculum after completion of first year we have to go under the job training for the period of two months after which we have to submit our project report to the university. This project is the first and the crucial step towards the development of future managers.

The objective of this exercise is to get a first hand experience to the realities of business world and gain an insight into the working of the corporate world and develop our management skills.

●To implement the theoretical concepts of appraise rating into the challenging atmosphere of manufacturing industry.

●To explore the possibilities of collecting the feedback of employees in different ways.

●To ensure satisfaction of both the appraiser and appraise by fine tuning the process as per the organizational requirement.

The project report is on effect to put in writing the information and knowledge gained during the project study.

1.2 Selection of the Topic

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As the environment is becoming competitive in nature, it is providing various facilities for growth and development. Due to this, there are various challenges faced by the employee and the organization as whole.

For this to cope with the challenges and to be more competitive, one of the latest concepts in HRM, Competency Mapping must be adopted.

“Competency Mapping” is one of the latest concepts in Human Resource Management. ‘Dynamic people for Dynamic Organization’- Organization is fundamentally known by its dynamic people working for it. Management always requires efficient, prudent, self-motivated, and vibrant people to transform organizational goals into actions.

For assessing the knowledge, skills and attitude a systematic approach is very much from can be designed as a tool to develop HR competencies. The focus of this form will be on identifying the traits, abilities and behavior, which are decisive for success in the assignment.

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1.3 Objectives of the Study

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

● To list the competencies against individual roles and responsibilities in Parle Biscuits Ltd.

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

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

● To suggest the best Competency based training and development programs.

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1.4 Research Methodology

Methodoly means a particular set of methods used for collecting the information pertaining to the objectives of the project.

Research methodology is a way to systematically solve research problem. It may be understood as a science of studying how research problem. The study of research methodology gives us the necessary training in gathering materials, arranging them, participating in field when required and training in technique for the collection of data appropriate for a particular problem.

The research methodology is the most practical way of obtaining and analyzing data and it plays an important role in project work.

RESEARCH TYPE

This project is based on a descriptive type of research, which includes structured interviews, and fact finding inquiries of different kinds. The major purpose of descriptive research is description of the state of affairs, as it exits at present.

RESEARCH DESIGN- DESCRIPTIVE RESEARCH DESIGN:

A research design is a specification of methods and procedure for acquiring the information. A research design is a master plan or model for the conduct of formal investigation. Research design is purely and simply the frame work or place for a study that guides data. It is a blue print that is followed in completing a study.

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DATA COLLECTIONS TECHNIQUES-

Data Collection:

The data and information is collected through following methods:

Primary Data:

A primary data is originated by the research worker himself that is created by research worker systematically. Its not ready made or readily available data.

Methods for collecting primary data: ●Interview ●Observation ●Survey

●Interview: It is a formal interaction and communication between two or more people where in or by which the knowledge, skill, and attitude is testing.

a. Telephoneb. Personal

●Personal interview: The relevant details were collected through personal discussion with the project guides, Head of the Department and managerial staff members.

For this project I have used the questionnaire and direct interview method for my respondents. A questionnaire is a form containing a set of questions, especially one addressed to a statistically significance number of subjects as a way of gathering information for a survey.

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Secondary data:

It is ready made or readily available data. It is collected previously for other purpose but can be used in the immediate studies as a reference only.

●Employ records: The primary details of the job description, responsibilities and performance review details are collected through files available in organization.

●Performance and Potential Review form: The performance appraisal form available in the company.

●Reference Books: The theoretical part of the project is taken with the help of reference books on organizational behavior, Human Resource management.

●Internet: the advance details, current trends are collected by referring various websites.

Sampling:

Sampling refers to the selection of some parts of an aggregate or totality on the basis of which a judgment or inference about aggregate or totality is made. There are different types of samples based on two factors viz; the representation basis and the element selection technique. On the basis of representation, the samples are further classified as probability and non-probability samples. Probability sampling is also known as Random sampling. Under this sampling design every item of the population in totality has an equal chance of inclusion in the sample.

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The Methodology

The research methodologies used to collect relevant data& exact information from operators were:

Sampling Method was used with the tools questionnaires and personal interview.

Collection of Data

To study the changes, it was important to understand the psychology of team-mates, their expectations from organization and so on. To study bottom level to top level management. Thus desired data was collected mainly through primary sources including:

●Observation●Interviews●Informal interactions●Feedback from co-operators/supervisors●Company manuals

The questionnaires have been added in annexure.

Sampling Size

30 employees, who include employees from all department.

Hypotheses of the Project

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Hypothesis simply means a mere assumption or some supposition to be proved or disproved.Hypothesis is a set of statements to be accepted and rejected at the end of research on the basis of findings of the research.

Effective competency mapping and organization development are positively interrelated to each other.

Industrial environment in PARLE BUISCIUTS PVT. LTD is suitable for improvement in organization development through competency mapping.

Competency based training is effective tools for individual development in an organization.

Competency Mapping helps organization to achieve its objective in efficiently and effective way.

1.5 Scope of Study

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Competency Mapping is the process of identifying key competencies for organization and/or a job and incorporating those competencies through out the various process (that is job evaluation, training, recruitment) of organization. It is the “traits, abilities and behavior” demonstrated by the leader, which are decisive for success in the assignment.

Competency mapping is widely accepted measures for developing dynamic work forces required for growth and development of both the individuals and the organization.

The scope includes:●To understand the interrelated set of skills, behavior, attitude and knowledge needed by an individual to be effective in most professional and managerial position.

●To understand the ability to assess your own strengths and weakness; set and pursue professional and personal goals; balance work and personal life; and engage a new learning- including new or changed skills, behavior and attitude.

●To study the demonstration by the employee in the current job, in comparison with the standard requirements of the job/ responsibility level.

●To understand various managerial competency fields in term of Entrepreneurial mindset, Leadership Competence, Technical and Methodological Competence.

●To study the potential evaluation i.e. assessment of employee’s capability to succeed in next/ higher levels of responsibility within a time frame, based on the performance rating.

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1.6 Limitation of the study

●The topic under study is very vast and the assignment time was comparatively less.

●Link with only one organization.

●Sample size consider for this is limited.

●It has been observed that in their H.R. System, competency mapping exercise has not been done so far.

1.7 Rationale of the Study

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Rationale of study refers to the worth and utility of the study from the future point of view. Following are the worth and utility of the study from the future point of view:

The study of the project has helped me in gaining practical knowledge and insight into one of the significant Human Resource concept called “Competency”.

The project work will help me in my future job prospective, as it will guide me to develop a competency-mapping tool such as questionnaire, assessment center.

Based on the competency mapping study we can identify the gap between the objective/ goal and the actual performance demonstrated by the employee, the various causes of these gaps and the suitable training required to fill those gaps and improve his competency.

The recommendations and suggestions by this project work will guide to know the various competency fields, the criteria to map them and the appraisal of the ranking to the respective employee.

The project work will help to improve efficiency and effectiveness of an organization and also will help to create it’s goodwill in the market.

It will help to minimize wastage and achievement in quality objectives.

It will help to minimize Production cost.

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PROFILEOF

THE ORGANIZATION

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2.1 Background and History of the Organization

18

Company Profile:

Head Office Plant Parle Products Pvt LtdV.S. Khandekar Marg,Ville- Parle East, Mumbai 400057, MaharashrtaPh :(022) 66916911 to 15Fax :(022) 56916926 to 27Website: www.parleproducts.biz

Parle Biscuits Pvt LtdGate No.464, Village- Gonde DhumalTal- IgatpuriDist- NashikPh: (0253) 304600Website: www.parleproducts.biz

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Year Set Up Product2007 Plant erection and commissioning

(Stix line)Stix

2007 Plant erection and commissioning( Chips)

Chips

2008 Stix Commercial production Stix2008 Chips commercial production Chips2010 C- Box manufacturing C-Box

ABOUT PARLE

A Parle Products has been India's largest manufacturer of biscuits and confectionery, for almost 80 years. Makers of the world's largest selling biscuit, Parle-G, and a host of other very popular brands, the Parle name symbolizes quality, nutrition and great taste. With a reach spanning even the remotest villages of India, the company has definitely come a very long way since its inception.

Many of the Parle products - biscuits or confectioneries, are market leaders in their category and have won acclaim at the Monde Selection, since 1971. With a 40% share of the total biscuit market and a 15% share of the total confectionary market in India, Parle

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has grown to become a multi-million dollar company. While to consumers it's a beacon of faith and trust, competitors look upon Parle as an example of marketing brilliance.

HISTORY

In 1929 a small company by the name of Parle products emerged in British dominated India. The intent was to spread joy and cheer to children and adults alike, all over the country with its sweets and candies. The company knew that it wouldn’t be an easy task, but they decided to take the brave step. A small factory was set up in the suburbs of Mumbai, to manufacture sweets and toffees. A decade later it was upgraded to manufacture biscuits as well. Since then, the Parle name has grown in all directions, won international fame and has been sweetening people's lives all over India and abroad.

Apart from the factories in Mumbai and Bangalore Parle also have factories in Bahadurgarh in Haryana and Neemrana in Rajasthan, which are the largest biscuit and confectionery plants in the country. Additionally, Parle Products also has 7 manufacturing units and 51 manufacturing units on contract.

Vision and Mission

Vision:

With the unfolding of IT age the emergence of borderless world there is a quest in Parle to become the most admired

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among the stakeholders alike customers, employees, wholesalers, suppliers and society.

Following ethical and fair business practices

Maintaining respect of all human beings.

Mission:

Achieve growth at higher rate Aim at zero defect products

Expand distribution network in neighboring

Countries

Impart training, motivation and respect to all employees

2.2 Organization Chart

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2.3 Products and Services

List of Parle products

Biscuits

Parle - G Hide and Seek

Krackjack Hide & Seek Milano

Magix Digestive Marie

Monaco Parle Marie

Kreams Milk Shakti

Parle 20-20 Cookies Golden Arcs

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http://www.parleproducts.com/brands/biscuits_goldenarc.asp

http://www.parleproducts.com/brands/biscuits_20-20Cookies.asp

http://www.parleproducts.com/brands/biscuits_milkshakti.asp

http://www.parleproducts.com/brands/biscuits_kreams.asp

http://www.parleproducts.com/brands/biscuits_marie.asp

http://www.parleproducts.com/brands/biscuits_monaco.asp

http://www.parleproducts.com/brands/biscuits_digestive_marie.asp

http://www.parleproducts.com/brands/biscuits_magix.asp

http://www.parleproducts.com/brands/biscuits_milano.asp

http://www.parleproducts.com/brands/biscuits_krackjack.asp

http://www.parleproducts.com/brands/biscuits_hidenseek.asp

http://www.parleproducts.com/brands/biscuits_parleg.asp

Sweets

Melody Kismi Gold

Mango Bite Orange Candy

Kaccha Mango Bite Xhale

Poppins 2 in 1 Eclair

Kismi Toffee Golgappa

Kisme Toffee Bar Melody Softee

Mazelo Parle Lites

Snacks

Musst Bites Jeffs

Cheeslings Mussts stix & Musst Chips

Sixer Sixer Zeera

2.4 Interdepartmental Relationship

There are many departments in Parle Biscuits Pvt Ltd., Nashik and all these are departments work in coordination with each other, working together to achieve the end objective of the organization.

In Parle Biscuits Pvt Ltd., Purchase department’s function is to arrange the supply of materials by the organization froe right source, at right price, in right quantity, with desired quality and at right time. Then the purchased materials stored at store department

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http://www.parleproducts.com/brands/confectionaries_parle_lites.asp

http://www.parleproducts.com/brands/confectionaries_mazelo.asp

http://www.parleproducts.com/brands/confectionaries_melody_softee.asp

http://www.parleproducts.com/brands/confectionaries_kismi_toffee_bar.asp

http://www.parleproducts.com/brands/confectionaries_golgappa.asp

http://www.parleproducts.com/brands/confectionaries_kismi_toffee.asp

http://www.parleproducts.com/brands/confectionaries_Eclair.asp

http://www.parleproducts.com/brands/confectionaries_poppins.asp

http://www.parleproducts.com/brands/confectionaries_xhale.asp

http://www.parleproducts.com/brands/confectionaries_kaccha_mangobite.asp

http://www.parleproducts.com/brands/confectionaries_orange_candy.asp

http://www.parleproducts.com/brands/confectionaries_mangobite.asp

http://www.parleproducts.com/brands/confectionaries_kismi_gold.asp

http://www.parleproducts.com/brands/confectionaries_melody.asp

http://www.parleproducts.com/brands/confectionaries_xhale.asp

in systematic way using codification and classification techniques. Then the materials requisitions are arranged in store department which in turns send to production department on regular basis.

The Quality control department measures and controls the quality of the product. Account and costing department arranges for funds and make the payment to the suppliers of the materials, wages, salaries and other expenses. The costing department arrives at the unit cost of the production and takes step in reducing the cost in all areas of the production. Human Resource department also plays an important role in maintaining the good employee relation. There are many sub-department which plays important role in achieving organization’s objectives.

ANALYSIS & INTEPRETATION OF INFORMATION/ DATA

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3.1 Introduction to Competency:

What is Competency?

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.

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Competencies may be grouped in to various areas. In classic article published a few decades ago in Harvard Business Review Daniel Katz grouped those under three areas which were later expanded in to the following four: Technical. Managerial, Human and Conceptual. This is a convenience classification and a given competency may fall into one or more areas and may include more than one from. It is this combination that are labeled and promoted by some firms as competency dictionaries. A competency dictionary of a firm gives detailed descriptions of the competency language used by that firm. It contains detailed explanations of the combinations of competencies (technical, managerial, human and conceptual knowledge, attitudes and skills) using their own language. For example Team work or Team Management

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competency can be defined in terms of organization specific and level specific behaviors for a given origination. At top levels it might mean in the case of one organization ability identify utilize and synergize the contributions of a project team and at another level it might mean ability to inspire and carry along the top management team including diversity management. In competency mapping all details of the behaviors (observable, specific, measurable etc.) to be shown by the person occupying that role are specified.

What is competence and competency?

There is difference between the words ‘competence’ and ‘competency.’

‘Competence’ means a skill and the standard of performance reached while ‘competency’ refers to the behavior by which it is achieved. In other words, one describes what people can do while the other focuses on how they do it. Competences refer to the range of skills, which are satisfactorily performed, while competencies refer to the behavior adopted in competent performance

Who Identifies competencies?

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: Line Managers, Current & Past Role holders, Supervising Seniors, Reporting and Reviewing Officers, 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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Parry in 1996 has defined competency as “cluster of related knowledge, skills and attitudes that affects a major part of one’s job (a role or responsibility), that correlates with performance on the job, that can be measured against well-accepted standards and that can be improved via training and development.”

DEFINITION first popularized by Boyatzis (1982) with Research result on clusters of competencies: “A capacity that exists in a person that leads to behavior that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results”

Hayes (1979) defines Competencies as generic knowledge, motive, trait, social role or a skill of a person linked to superior performance on the job.

Albanese (1989): Competencies are personal characteristics that contribute to effective managerial performance.

INTERNAL ACTION OUTCOME

PERppphhhffggd

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PERSONALCHARACTERISTIC ● Motive ● Trait ● Self-concept

BEHAVIOR ●Skill

JOB

PERFORMANCE

Model Defining Competency

What is Competency Mapping? Competencies is the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes 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

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impact an individual’s behavior. Competencies in organizations tend to fall into two broad categories:- 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).- 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.• Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.• Top Competencies. 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 current position or targeted career field.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

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3 Position-Specific Competency Sets4. Competency Sets Defined Relative to the Level of Employee Contribution (i.e. Individual Contributor, Manager, or Organizational Leader)

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Achievement Motivation

Goal Setting Personal - Responsibility(Use of feedback)

Continuous Improvement (Quality, Productivity

●“Doing better” Competence With standard Of excellence● Unique Acco-Mplishment

Competency Casual flow diagram

BENEFITS OF USING COMPETENCY APPROACH

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.

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Calculated risk Taking

Innovation

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.

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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.

Five types of competency characteristics

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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 eyesight 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 long term without close supervision.

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.

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Knowledge is a complex competency. Scores of knowledge tests often fail to predict work performance because they fail to measure knowledge and skills in the ways they are actually used on the job. First many knowledge test measure rote memory. When what is really important is the ability to find the information. Memory of specific facts is less important then knowing which fact exists that are relevant to a specific problem and where to find them when needed. Second knowledge test are “respondent.” They measure test takers ability to choose which of the several option the right response is, but not whether a person can act on the bases of knowledge. For e.g.- the ability to choose which of the five item is an effective agreement is very different from the ability to stand up in a conflict situation and argue persuasively. Finally knowledge at best predicts what someone can do, not what he or she will do.

Skill-The ability to perform a certain physical or mental task.Eg: A dentist’s physical skill to fill a tooth without damaging the nerves, a computer programmer’s ability to organize 50000 lines of code in logical sequential order.Mental or cognitive skill competencies include analytical thinking (processing, knowledge& data, determining cause and effect, organizing data and plans) and conceptual thinking (recognizing pattern in complex data)Surface knowledge and skills competencies are relatively easy to develop, training is the cost effective way to secure the employee abilities. Core motive and trait competencies are most difficult to assess and develop; it is most cost effective to select these characteristics.

Scope of Competency Mapping

Creating job competency profiles provides the organization and its employees with numerous benefits. In order to achieve optimal organizational results, an organization must strive to develop an

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integrated human resource management system. To do so, competency approach serve as a foundation for human resource management functions including recruitment, selection, and performance management, training, and securing highly productive workforce overtime.

ClassificationJob 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.

RecruitmentUsing 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&TestingIt 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. Creating a competency-based interview question bank

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and developing competency-based validated selection measures will enable an organization to better predict the success of job candidates on the job.

Training&DevelopmentA 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.

Career&WorkforcePlanningJob Competency Profiles are also critical in the workforce planning initiatives for those organizations that anticipate future vacancies and can subsequently strategically identify and train individuals that can successfully fill the vacancies without a noticeable disturbance in the organization's functioning. Also, on

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the individual level, such profiles can be used to develop career paths by making known the competency requirements and expectations for different positions in the organizational hierarchy.

Following chart projecting the following aspects of competency mapping is given below:

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What affects competency Mapping?

Management Philosophy

Customer Requirement

Business needs

Business process

A study of workplace gives the picture of level of performance and tremendous opportunity for improvement. The key for competitive advantage is better competence and competency management. In a competence management workshops the participants offered the

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Competency MappingCompetency Mapping

Why competency Mapping?

Right sizing

Quality manpower

Higher performance

Organizational core competence

What are the Applications of competency mapping?

Recruitment

Placement

Development

Performance

Management

Career planning

Reward

Job RedesignWhat are the tools of competency mapping?

Competency IdentificationBy superior

By HR specialist

Job expert

Psychologist

Industrial Engineers

Questionnaire

Interviews

Task force

Competency AssessmentSuperior Assessment

Psychometric Tests

Interviews

Management Games

Role Play

Case Study

LGD

following arguments in favor of effective competence management.

» Only competent people can deliver » Performance improvement-individual and organization»Objective assessment of competence»Effective training and development of employees»Can establish objective reward and recognition system»Develops new/ sharpens existing competence»Prevents job obsolescence in Info age»Competence as competitive advantage»Competence subject creation and recreation

These needs keep changing from organization to organization, market and strategies. Most of the concern is true for a vast majority of organizations. To perform and achieve acceptable results, improvements and required. High task performers invent competencies and reinvent them in no time (to suit the customer’s expectation) and use it as weapon.

The scarce resource is time. The compulsion is to reach the market with products and services with speed that exceeds the competition. The compulsion is to remain in a state of waking consciousness and stretch oneself. It is to stretch beyond the boundaries of structure and our own styles. There is no better tool than a well conceived and effectively managed competence system.

3.2 Data Collection

Competency Mapping at Parle

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Major tasks of the company

The major task of the company is to identify the competent employees and finding the competence gap to achieve the 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 required.

● 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.

● 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.

44

● Job knowledge and skills: knowledge and skills are the basic necessity of any job.

All the 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 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 mechanism to prevent error?▪ What is environmental level of stress and exposure on job?▪ How does the employees direct supervision?

Following Process of competency mapping was practiced me:

› 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.

45

› Understanding the competencies skills required to individual employees.› Identifying the gap between the competence required and actual competence of the employee.› Training plan and training calendar prepared.› Evaluating training effectiveness to determine to achieve the required competence.

Methods of competency identification used in identifying competence skills:

Job description:

46

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.

Questionnaire:

It is valuable instrument for gathering data about competencies. Which are vital or relevant to successful performance of a job or a group of jobs?

It is written form of interview. The questions can be framed in advance and protested later on the questions can be printed and information can be obtained on a group of persons at the same time.

Advantages of Questionnaire:

●If there is no of jobs with the same title across the organization, a questionnaire can be used to gather a large amount of data in a standard format from many people both quickly and inexpensive.●The answer to the question is written down.●Thus it is less time consuming than the interview.

47

Observation: Employees are observed as they perform a job and information is collected. By observing the employees during the job the observer can come to know about the competencies of employees. By observing, how employees do their work, how he interact or communicates with others, how much he takes interest in his work, and do it properly or not? Is he doing his work on the time given by his supervision or not, etc.

JOB DESCRIPTION Department: ProductionDesignation: Production Executive/Head

Job Description

Approved By- Unit Head Department-Production

48

Job Description

Approved By- Unit Head Department-Production

Position- Production Executive Reports to- Unit Head

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.

- Ensure complete compliance to prescribed PQS, HACCP and 5S processes.

- Drafting a timescale for the job.

- Estimating costs and setting the quality standards.

- Track competencies of subordinates and provide leadership and development as required to achieve the objectives.

Position- Production Executive Report to- Unit Head

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.

- Ensure complete compliance to prescribed PQS, HACCP and 5S processes.

-Drafting a timescale for the job.

- Estimating costs and setting the quality standards

Production:

Name:Role:

49

Sr No

Behavioral Indicators Ranking

1 2 3 1 Machine Operation 2 General Maintenance 3 Safety knowledge 4 Component Knowledge 5 Instruments Knowledge 6 Communication skills 7 Commercial Judgment 8 Material Handling

Department: ProductionDesignation: Production Officer

Job

50

Job Description

Approved By: Unit Head Department: Production

Position: Production Officer Reports to: Production Head

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-modeling, 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 backorders.

- 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.

Department: ProductionDesignation: Ass. Production Officer

51

JOB DESCRIPTION

Approved By: Unit Head Department: Production

Position: Ass. Production Officer Reports To: Production Head

Responsibility:

- Schedules and coordinates flow of work within or between departments of manufacturing plant to expedite production.

- 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.

Department: Quality AssuranceDesignation: Quality Head/ Executive

52

JOB DESCRIPTION

Approved By: Unit Head Department: Quality Assurance

Position: Quality Head Reports To: Unit Head

Responsibilities:-Inspection of raw materials (potatoes & masala, oil) and finished product inspection i.e. (chips& sticks) -Ensuring that manufactured goods is as per standards to maintain the product quality-Guiding production personnel about quality standard- Preparing of quality manual which comprises of inspection of raw materials, inspection of component brought from vendor inspection in process, inspection of end product.-Providing training to supervisors in order to maintain quality and avoid wastage.-Suggesting improving the quality at all stages.- Maintaining records of inspection tools & equipments.

Quality Assurance Department

Name:Role:

53

Sr No


1 2 3 1 Job Knowledge 2 Teamwork 3 Communication skills 4 Analytical Skills 5 Interpersonal Relationship 6 Presentation skills 7 Computer skills 8 Inspection Skills 9 Decision Making 10 Work Determination

Department: Quality AssuranceDesignation: Quality coordinator

54

JOB DESCRIPTION

Approved By: Unit Head Department: Quality Assurance

Position: Quality coordinator Report To: Quality head

Responsibility:- In house testing of the production.- Preparing daily report of inspection.- Inspection handling and preparing inspection reports.- Inspection of samples of incoming raw material.- Maintaining records of lab equipments.- Assisting QA Head.

Department: CommercialDesignation: Logistic Officer

JOB DESCRIPTION

Approved By: Unit Head Department: Logistic

55

Position: Logistic Officer Reports to: Commercial Head

Responsibilities:- Manpower Handling & Accounting day to day expenses.- Negotiation- vender identification and development.- Scheduling critical and high value items.- Maintaining optimum inventory.- Maintaining database of prices.- Import sourcing- selection, negotiation and finalizing freight.

- Follow up and coordination with suppliers. - Handling import procedure. - Verification of important documents. - Assisting commercial head in custom duty. Calculation

- Transportation- Reducing cost of transportation. - Sourcing, selecting &finalizing the service Provider. - Follow up with accounts department - Supervise work of subordinators.

LogisticsName:Role:

Sr no


1 2 3

56

1 Interpersonal Relationship Skills 2 Presentation & Communication

Skills 3 Order booking & Invoicing 4 Sales Return 5 Packing & Storage 6 Manner of Dispatch 7 Imports& Export 8 Work Determination 9 Commercial Judgment 10 Decision Making 11 Computer Literacy

Department: CommercialDesignation: Purchase Officer

57

JOB DESCRIPTION

Approved By: Unit Head Department: Commercial

Position: Purchase Officer Reports To: Commercial Head

Responsibilities:- forecasting procurement needs- Monitor trends of suppliers and contractors- Building relationship with key suppliers and contractors- Order materials and services as negotiated and approved- Review quotations- Approve and issue purchase order - Maintaining purchase record- Discuss the issue of defected goods and services with vendor and

unit head- Help in lowering cost and secure agreement- Assure timely and accurate payment of invoices necessary for

business with suppliers

PurchaseName:Role:

58

Sr. no


1 2 3 1 Job Knowledge 2 Maintaining procurement file 3 Vendor relation 4 Material handling 5 Communication Skills 6 Commercial Skills 7 Work Determination 8 Decision Making

Department: CommercialDesignation: BSR Officer

59

BSRName:Role:

Sr Behavioral Indicators Ranking

60

JOB DESCRIPTION

Approved By: Unit Head Department: Commercial

Position: BSR Officer Reports To: Commercial Head

Responsibilities:- PTN fill with zero mistake- Daily stock detail- Prepare STN/ Invoice- Registering daily updates- Arranging vehicles for dispatching- Daily communication with head office- Daily report to CSG/PCS/Products- Noting Complains from Depot

no 1 2 3

1 Daily stock details 2 Preparing Invoice 3 Arranging Vehicles for dispatching 4 Daily reports to CSG/PCS 5 Complaints from depot 6 Communication & presentation

skills 7 Computer literacy 8 Decision making 9 Work determination

Department: StoresDesignation: Stores Officer

61

JOB DESCRIPTION

Approved By: Unit Head Department: Stores

Position: Stores Officer Reports To: Commercial Head

Responsibilities:- Unloading raw materials- Maintaining the number of Potatoes stock- Issuing raw materials to production- Preparing GRN / NCI- Maintaining manual of receiving materials- Next day planning of raw materials- Maintaining clean area for raw materials - Maintain/ develop eng stores- Follow up with production department- Physical verification of raw materials- Providing fuel consumption record to collector office & tahsildar- Maintain man power

StoresName:Role:

62

Sr no


1 2 3 1 Job Knowledge 2 Record Keeping 3 House Keeping 4 Knowledge of excise tax 5 Computer Knowledge 6 Communication skills 7 Decision Making 8 Commercial Judgment 9 Work determination

Department: ITDesignation: IT Officer

63

JOB DESCRIPTION

Approved By: Unit head Department: IT

Position: IT Officer Reports To: Unit Head

Responsibilities:- Hardware maintenance.- Maintaining confidentiality with regards to information being processed.- Installation, setup & maintaining antivirus.- Record and maintain hardware and software inventories& securities.- Ensuring security back up H/w & S/w. - Assist person of other department. - Help establish and built relationship with venders to ensure cost effectiveness.- Installation & maintain of LAN & WAN. - Local database for web bridge maintenance &backup record.- Installation of DMS and Maintenance.

IT (Systems)Name:Role:


64

no 1 2 3

1 Hardware & Software Knowledge 2 Installation and maintenance

knowledge 3 Implementation of IT solution 4 Interpersonal Relationship 5 Presentation Skills 6 Communication Skills 7 Commercial Knowledge 8 Decision Making 9 Work determination

Department: HRDesignation: HR executive

65

JOB DESCRIPTION

Approved By: Unit Head Department: HR

Position: HR Executive Reports To: HR Head

Responsibilities:- Recruitment- Coordinate and negotiates with employees- Advertisement for recruitment and interview schedules- Conduct interview up to Senior Executive level- Arrange interview for management level- Evaluate the effectiveness of training programme by containing

feedback from employees- Updating organization chart- Attend employees grievances and complains- Organize company events- Planning and preparing annual head count - Updating organization chart- Manpower planning and expansion- Manage and appraise subordinate performance and carrier

advancement

Designation: School coordinator

66

JOB DESCRIPTION

Approved By: Unit Head Department: HR

Position: School coordinator Reports To: HR Head

Responsibilities:- Conducting HR activities like CSR activities, school trips,

naturopathy, family visits, tree plantation, conducting sports etc.

- Maintaining records of appraisals, KRA, absenteeism, salary- Drafting letters- Maintaining auditorium, and conference room- Helping in HR auditing- Weekly progress report- Hotel room booking - KRA submissions - Maintaining records of telephone bills, hotel bills, purchase

bills etc- Maintaining library

Position: Time Officer Reports To: HR Head

Responsibilities:- Maintaining daily attendance and leave record- Cross verification of data entries- Maintaining miss punching data record- Calculating monthly salary and maintaining salary record- Maintaining record books of new and old employees- Maintaining labour contract records - Maintaining record of terminated and employees who have left the job

Department: HRDesignation: HR Head

67

JOB DESCRIPTION

Approved by: Unit Head Department: HR

Position: HR Head Reports To: Unit Head

Responsibilities:- Administer compensation benefits and performance management

system and safety programs- Recreation programs and activities- Identify staff vacancies- Allocating Human Recourse- Providing current and Prospective employees with information and

policies, job duties, working condition, wages , promotion and employee benefits

- Plan and conduct new employees orientation- Analyze training needs and employment development programs- Maintaining records and statistical reports of performance appraisal

& absenteeism rates- Investigate and report on industrial accident for insurance- Handle legal procedures, agreements and interpretation of labour

contracts- Contract with vendor to provide employee services such as food

service, transportation, or relocation services

H RName:Role:

68

Sr. No


1 2 3 1 Salary and Wages 2 Labour Law 3 Govt liaison 4 Statuary Complains 5 Record keeping 6 Implementing HR Policies 7 Interpersonal Relationship 8 Communication & presentation

skills 9 Decision Making 10 Computer Knowledge 11 Work determination

Department: AccountsDesignation: Commercial Officer

69

JOB DESCRIPTION

Approved By: Unit Head Department: commercial

Position: Commercial Head Reports To: Unit Head

Responsibilities:- Monitoring & interpreting cash flow.- Monthly costing.- Deposit of monthly return. - Payment of statutory dues.- Reconciliation of debit balance. - Timely payment to suppliers. - Monitoring stock position as per planning.- Daily dispatch records of finish goods as per planning.- Control over debit balance of suppliers.- Developing second line by giving motivational hand and knowledge.- Liasoning with government, depths like sales tax, income tax, central excise

and service tax.- Bank, insurance and other deposit.- Monitoring of funds with banks.- Developing good contacts or external good relationship with auditors,

solicitors, bankers and statutory organization.

AccountsName:Role:

70

Sr No


1 2 3 1 Accounts concept 2 Statuary requirements 3 Finalization of Accounts 4 Taxation Laws 5 Co-operate and other laws 6 Ledger scrutiny& reconciliation 7 Cash Handling 8 Costing & Budgeting 9 Inter branch reconciliation 10 Communication & Presentation

skills 11 Computer literacy 12 Decision making 13 Work determination

Department: AccountsDesignation: Accounts Executive

71

JOB DESCRIPTION

Approved By: Unit Head Department: Accounts

Position: Accounts Executive Reports To: commercial Head

Responsibilities:- Audit & General Work- Schedule of expenses and capital Expenses -Wet details -Stock transport and RG detail -GRN entries and bill entries- Purchase Order - purchase order preparation - Purchase order dispatch to suppliers- Bill entries of coded items and GRN booking - Payment to suppliers- Bill passing of purchase/ materials/ labour charges and their

verification- Tracking of pending bills

Department: AccountsDesignation: Accounts Officer

72

JOB DESCRIPTION

Approved: Unit Head Department: Accounts

Position: Accounts Officer Reports To: Commercial Head

Responsibilities:- All payments of vendors & contractors, import payments and their data

entries.- Import documents for custom clearance.- TDS calculation.- Maintaing bank reconciliation.- Maintaining daily cash and bank reports.- Creditor’s scrutinity.- Maintaining P&L account and Balance sheet.- Maintaining books of accounts.- Maintaining journals and vouchers with respective data entries.- Tracking of insurance records.

Department: Eng/MaintenanceDesignation: Eng Head

73

JOB DESCRIPTION

Approved By: Unit Head Department: Eng/ Maintenance

Position: Eng Head Reports To: Unit Head

Responsibilities

- Representing the manufacturing department at customer and product development liaison meetings and ensuring effective implementation of design practices to meet the needs

- Establishing productive working relationships with engineering, planning, design teams to maintain customary liaison

- Planning and coordinating various procedures concerning in an organization

- Delivering quality engineering production solutions in learned response to development, hardware, manufacturing, and operational needs

- Planning, determining, coordinating, and controlling the processes concerning to production

- Ensuring that strong and efficient teamwork culture exists within the production team

- Implementing project schedules and plans in a timely effective manner

- Taking initiation and directing various procedures to increase final outcome of the organization

- Directing the production team members and introducing efficient methods of production line

- Identifying risk mitigation actions and risks

- Mentoring and developing engineers

Department: Eng/ MaintenanceDesignation: Eng Officer

74

JOB DESCRIPTION

Approved By: Unit head Department: Eng/Maintenance

Position: Eng Officer Reports To: Eng head

Responsibilities:- Keeping a track on electricity consumption- Installation of totalizes- Fabrication & installation of 5s- Extruding slurry - Extruding & installation of MS tank for oil scrap- Extruding & installation Of MS pipelines from chips fryers to oil tanks- Installation of jumbo filters in water filtration plant- Electrical wiring and tube lights- Maintaining & recording - fuel consumption - DG generating units - Power generating units - Water generating units

EnggName:Role:

Sr. no


75

1 2 3 1 Job Knowledge 2 Knowledge of machine &

maintenance 3 Safety Knowledge 4 Instruments knowledge 5 Material handling 6 Component knowledge 7 Communication Skills 8 Commercial Skills 9 Work Determination10 Decision Making

Questionnaires

Name: Designation:Department: Length of service:

1. How do you feel working in the Organization?

76

2. What is your role in the organization?

3. What are the main contributing factors for your current happiness?

4. What are the main highlights of your employment till date?

5. What are the techniques used to bring about the best performance?

6. What are the things that you would do for the organization?

7. Recently which trainings you have attended?

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

9. Is the training session effective?

10. How is your organization placed in the market?

11. How are the goals set and communicated in the organization?

12. How are the employees appraised in the organization?

13. What are the regular meetings that are conducted in the organization?

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

77

15. What are your biggest achievements?

16. Are you achieving recognition and growth?

17. According to you what you could achieve?

18. What are the possible barriers you foresee in achieving those goals?

19. What changes you need in the organization working method?

20. Any suggestions and recommendations:

Employees Details

Code no Staff Name Depart.1. Santosh Anandrao Tayade Prod2. Kiran Jadav Prod3. Pramod Pathare Prod4. Abhay Kadam Prod

78

5. Murlidhar katare Prod6. Pravin Shelekar Engg7. Ragesh Nikam Engg8. Matin Shaikh Engg9. Amol Chavan Engg10. Rajeevkumar Pundir IT11. Pankaj Pathak Logistic12. Vidyanand Pillay Purchase13. Anil Borse BSR14. Chanrashekhar Gupta A/C15. Sachin Khairnar A/C16. Jitendra Gurav A/C17. Santosh Velamkar A/C18. Tanaji Dhongade Stores19. Suresh Warungase Stores20. Balasaheb khairnar QA21. Prasant Tat QA22. Deepanjali Rane QA23. Anil Nadawder QA24. Santaram Kajle HR25. Rashmi Sinha HR26. Anagha Mahale HR27. Sashikant Patil HR28. Ramkrushna Aware HR29. Jaya Kale HR30. Rajkumar Naddaf Security

Assessment

Department: Production No of Employee: 5

Sr. No

Behavior Indicators

Ranking out of 3

Employee No./Actual ranking

1 2 3 4 5

79

1 Machine Operation

3 3 2 3 2 2

2 General Maintenance

3 1 1 2 1 1

3 Safety knowledge

3 2 2 2 2 2

4 Component Knowledge

3 2 2 2 1 1

5 Instruments Knowledge

3 2 2 2 1 1

6 Communication skills

3 2 2 2 2 2

7 Commercial Judgment

3 3 2 3 2 2

8 Material Handling

3 3 3 3 2 2

Ranking Criteria: 1=Basic appreciation, 2= Proficiency level, 3= Competent; the highlighted column under the heading of “Skill requirement Vs available” Shows the gaps in skills that may be required to be bridged. Note- ASSIGNMENT OF WEITAGE POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks

Department: Commercial (Commercial & A/C employees)No of Employees: 4

Sr. No

Behavior Indicators

Ranking out of 3

Employee No./ Actual skill

14 15 16 17 1 Accounts

concept 3 3 3 3 3

80

2 Statuary requirements

3 2 2 2 2

3 Finalization of Accounts

3 2 2 3 2

4 Taxation Laws 3 2 2 2 35 Co-operate and

other laws 3 2 3 2 2

6 Ledger scrutiny& reconciliation

3 3 2 2 3

7 Cash Handling 3 3 2 3 28 Costing &

Budgeting 3 1 1 1 2

9 Inter branch reconciliation

3 1 2 3 3

10 Communication & Presentation skills

3 3 2 2 3

11 Computer literacy

3 3 2 3 2

12 Decision making

3 3 2 1 2

13 Work determination

3 3 2 2 3


81

Department: Commercial (Purchase)No of Employees: 1

Sr. no

Behavioral Indicators Ranking out of 3

Employee no/actual ranking

12 1 Job Knowledge 3 3 2 Maintaining procurement file 3 2 3 Vendor relation 3 2 4 Material handling 3 2 5 Communication Skills 3 2 6 Commercial Skills 3 2 7 Work Determination 3 2 8 Decision Making 3 2


Department: Logistic No of Employee: 1

Sr No


Employee & actual Ranking

11

82

1 Interpersonal Relationship Skills 3 3 2 Presentation & Communication

Skills 3 2

3 Order booking & Invoicing 3 3 4 Sales Return 3 2 5 Packing & Storage 3 2 6 Manner of Dispatch 3 2 7 Imports& Export 3 2 8 Work Determination 3 1 9 Commercial Judgment 3 2 10 Decision Making 3 2 11 Computer Literacy 3 2


Department: Stores No of Employees: 2

Sr. No


Employee No/ actual ranking

18 19

83

1 Job Knowledge 3 3 2 2 Record Keeping 3 3 3 3 House Keeping 3 2 2 4 Knowledge of excise tax 3 2 2 5 Computer Literacy 3 2 2 6 Communication skills 3 2 1 7 Decision Making 3 3 2 8 Commercial Judgment 3 2 2 9 Work determination 3 3 2


Department: QA No of Employees: 4

Sr. No



20 21 22 23 1 Job Knowledge 3 3 3 2 2 2 Teamwork 3 3 2 3 2

84

3 Communication skills 3 2 2 2 2 4 Analytical Skills 3 3 2 2 1 5 Interpersonal Relationship 3 3 2 2 2 6 Presentation skills 3 2 2 2 2 7 Computer literacy 3 2 2 2 2 8 Inspection Skills 3 3 2 2 2 9 Decision Making 3 2 2 2 2 10 Work Determination 3 3 2 2 2


Department: Engg No of Employees: 4

Sr. no



6 7 8 9 1 Job Knowledge 3 3 2 3 2 2 Knowledge of machine &

maintenance 3 3 2 3 2

85

3 Safety Knowledge 3 3 3 3 2 4 Instruments knowledge 3 3 3 2 3 5 Material handling 3 3 3 2 2 6 Component knowledge 3 3 2 2 2 7 Communication Skills 3 2 2 3 1 8 Commercial Skills 3 2 2 2 2 9 Work Determination 3 3 2 2 210 Decision Making 3 3 2 2 2


Department: IT No of Employees: 1

Sr. No


Actual ranking

10 1 Hardware & Software Knowledge 3 3

86

2 Installation and maintenance knowledge

3 2

3 Implementation of IT solution 3 2 4 Interpersonal Relationship 3 1 5 Presentation Skills 3 2 6 Communication Skills 3 1 7 Commercial Knowledge 3 2 8 Decision Making 3 2 9 Work determination 3 3


HR HEAD/ HR EXECUTIVEDepartment: HR Employee: 2

Sr. No


Actual ranking

24 25 1 Salary and Wages 3 2 2 2 Labour Law 3 3 2

87

3 Govt liasion 3 3 2 4 Statuary Complains 3 2 2 5 Record keeping 3 3 3 6 Implementing HR Policies 3 3 2 7 Interpersonal Relationship 3 2 2 8 Communication & presentation

skills 3 2 3

9 Decision Making 3 2 2 10 Computer Literacy 3 2 2 11 Work determination 3 2 2

Ranking Criteria: 1=Basic appreciation, 2= Proficiency level, 3= Competent; The highlighted column under the heading of “Skill requirement Vs available” Shows the gaps in skills that may be required to be bridged. Note- ASSIGNMENT OF WEITAGE POINTS for 1= 20 marks, 2= 30 marks, 3= 50 marks

Department: HR No of Employee: 5

Sr. No Behavioral Indicators Ranking out of 3

Employee No/ Actual ranking

26 27 28 29 30 1 Job Knowledge 3 2 2 2 2 3

88

2 Maintenance of record 3 3 3 3 2 2 3 Communication skills 3 2 2 3 1 2 4 Interpersonal Relationship 3 2 2 2 2 2 5 IT skills 3 2 3 2 2 2 6 Administration work 3 2 3 2 2 2 7 Submission of office

documents 3 3 2 2 2 2


Department: Commercial (BSR) No of Employees: 1

Sr. No


Employee no/ actual ranking

89

13 1 Daily stock details 3 3 2 Preparing Invoice 3 2 3 Maintaining Daily reports to

CSG/PCS 3 2

4 Communication & presentation skills

3 1

5 Computer literacy 3 2 6 Decision making 3 2 7 Work determination 3 2


3.3 PRESENTATION OF DATA IN TABLE

PRODUCTION No Of Employees-5

Sr Behavioral Indicators Ranking in %

90

No. 1 2 3

1 Machine Operation 80 202 General Maintenance 20 803 Safety knowledge 40 604 Component Knowledge 20 805 Instruments Knowledge 1006 Communication skills 1007 Commercial Judgment 60 408 Material Handling 40 609 Work Determination 10010 Computer literacy 40 6011 Decision making 80 20

ACCOUNTS No Of Employees- 4


91

No 1 2 3

1 Accounts concept 100 2 Statuary requirements 50 50 3 Finalization of Accounts 50 50 4 Taxation Laws 50 50 5 Co-operate and other laws 75 25 6 Ledger scrutiny& reconciliation 50 50 7 Cash Handling 75 25 8 Costing & Budgeting 100 9 Inter branch reconciliation 75 25 10 Communication & Presentation

skills 50 50

11 Computer literacy 50 50 12 Decision making 20 60 20 13 Work determination 50 50

92

PURCHASE OFFICER No Of Empyoee-1

93

Sr. no

Behavioral Indicators Rank

1 Job Knowledge 3 2 Maintaining procurement file 2 3 Vendor relation 2 4 Material handling 2 5 Communication Skills 2 6 Commercial Skills 2 7 Work Determination 2 8 Decision Making 2

LOGISTIC OFFICER No Of Employee-1

94

Sr no


1 Interpersonal Relationship Skills 3 2 Presentation & Communication

Skills 2

3 Order booking & Invoicing 3 4 Sales Return 2 5 Packing & Storage 2 6 Manner of Dispatch 2 7 Imports& Export 2 8 Work Determination 1 9 Commercial Judgment 2 10 Decision Making 2 11 Computer Literacy 2

95

STORES No Of Emplyoees-2

Sr no


Asst Clerk 1 Job Knowledge 3 2 2 Record Keeping 3 3 3 House Keeping 2 2 4 Knowledge of excise tax 2 2 5 Computer Knowledge 2 2 6 Communication skills 2 1 7 Decision Making 3 2 8 Commercial Judgment 2 2 9 Work determination 3 2

96

QUALITY ASSURANCE No Of Employees-4

97

Sr No


1 2 3 1 Job Knowledge 50 50 2 Teamwork 50 50 3 Communication skills 100 4 Analytical Skills 20 60 20 5 Interpersonal Relationship 80 20 6 Presentation skills 100 7 Computer skills 100 8 Inspection Skills 80 20 9 Decision Making 100 10 Work Determination 80 20

98

99

ENGINNERING No Of Employees-4

Sr. no


1 2 3 1 Job Knowledge 50 50 2 Knowledge of machine &

maintenance 50 50

3 Safety Knowledge 20 80 4 Instruments knowledge 20 80 5 Material handling 50 50 6 Component knowledge 80 20 7 Communication Skills 20 60 20 8 Commercial Skills 100 9 Work Determination 80 2010 Decision Making 80 20

100

IT No Of Emplyoee-1

101

Sr no


1 Hardware & Software Knowledge 3 2 Installation and maintenance

knowledge 2

3 Implementation of IT solution 2 4 Interpersonal Relationship 1 5 Presentation Skills 2 6 Communication Skills 1 7 Commercial Knowledge 2 8 Decision Making 2 9 Work determination 3

102

103

HR DEPARTMENT ( For Head & Executive)

Sr. No


1 Salary and Wages 2 2 2 Labour Law 3 2 3 Govt liasion 3 2 4 Statuary Complains 2 2 5 Record keeping 3 3 6 Implementing HR Policies 3 2 7 Interpersonal Relationship 2 2 8 Communication & presentation

skills 2 3

9 Decision Making 2 2 10 Computer Literacy 2 2 11 Work determination 2 2

104

HR No Of Employees-5

105

Sr. No Behavioral Indicators Ranking

1 Job Knowledge 80 20 2 Maintenance of record 60 40 3 Communication skills 20 60 20 4 Interpersonal Relationship 100 5 IT skills 80 20 6 Administration work 80 20 7 Submission of office

documents 80 20

106

BSR No Of Employee-1

Sr no


1 Daily stock details 3 2 Preparing Invoice 2 3 Daily reports to CSG/PCS 2 4 Communication & presentation

skills 1

5 Computer literacy 2 6 Decision making 2 7 Work determination 2

107

Analysis & Interpretation

108

After identifying gap between actual and expected competency level, following programs are suggested to employees on the basis of their score

Sr. No Suggested Training

General Assessment 1 Communication & presentation skills 2 Intellectual improvement training 3 Leadership and motivational program 4 ISO AwarenessProduction Department 1 PST 2 FSSC 3 Material handling 4 Advance Knowledge & New

techniquesEngg / Maintenance Department 1 Technical training 2 TPM 3 TroubleshootingQuality Department 1 PST 2 Inspection skills 3 Quality assurance 4 Analytical skillsPurchase (commercial Department) 1 Negotiation skills 2 Inventory control 3 Order booking and invoicingStores (Commercial Department)

109

1 Inventory control 2 Excise tax 3 Advanced storage systemLogistic/ BSR (Commercial Department) 1 Excise tax 2 Import & Export proceduresIT Department 1 Oracle 2 Enterprise recourse Planning 3 Implementation of IT solutionsAccounts Department 1 Taxation 2 Advanced finance 3 MIS 4 Statutory requirementsHR Department 1 Awareness of different Law and Acts 2 Motivational Programs 3 Personal Procedure 4 Time Management

RATING DETAILS

110

GAP REMARK 0-30 Excellent 30-50 Very good50-70 Good70-90 Average90 &above Poor

Department: Production

EmployeeNo.

Ranking Actual ranking

Gap Suggested Training

1 400 290 110 GA-1,2 PRO-1,2,3

2 400 300 100 GA-2,3 PROD-3,4

3 400 300 100 GA-1,2,3 PRO-1,2,3

4 400 210 190 GA-1,2,3 PRO-2,3,4

5 400 210 190 GA-1,2 PRO-1,2,3

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Department: Commercial (Commercial & Accounts Employees)

EmployeeNo.



14 650 520 130 GA-1,4 15 650 430 220 ACC-1,2,3 16 650 470 180 ACC-1,2,3 17 650 510 140 ACC-1,2,4

Department: Commercial (Purchase)

EmployeeNo.



12 400 260 140 PUR-1,2,3

Department: Commercial (Logistic)

EmployeeNo.



11 550 360 190 LOG-1,2

Department: Commercial (Stores)

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EmployeeNo.



18 450 350 100 STO-1,2,3 19 450 280 170 STO-1,2,3

Department: QA

EmployeeNo.



20 500 420 80 GA-1,4 QA-1,2,3,4

21 500 320 180 GA-1,2,3 QA-1,2,3,4

22 500 320 180 GA-1,3 QA-3,4

23 500 290 210 GA-2,3,4 QA-1,2,3,4

Department: Engg

EmployeeNo.



6 500 460 40 GA-1,2,4 ENG-1,2,3

7 500 360 140 GA-2,3,4 ENG1,2,3

8 500 380 120 GA-1,3,4 ENG-2,3

9 500 310 190 GA-3,4 ENG-3,4

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Department: IT

EmployeeNo.



10 450 290 160 GA-1,2 IT-1,2,3

Department: HR

EmployeeNo.


Gap Sugesseted Training

24 550 410 140 GA-1,2,3 HR-1,2,3

25 550 370 180 GA-1,2,3 HR- 3,4

26 350 250 100 GA-1,4 HR-2,4

27 350 270 80 GA-1,2,3 HR-1,2,3,4

28 350 250 100 GA-1,2,3 HR-3,4

29 350 200 150 GA-1,2,3 HR-1,2

30 350 230 120 GA-1,2,3,4 HR-2,3,4

Department: Commercial (BSR)

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EmployeeNo.



13 350 220 130 GA-1,2,3 BSR-1,2

ANALYSIS & INTERPRETATION OF DATA

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1. From the data it is found that HR department has taken initiative in introducing competency.

2. HR department is committed to competency for their Employees to provide them adequate training.

3. Competency model is aligned with vision, mission, and Strategies of the organization.

4. With the help of competency new changes can be introduced.

5. Competency helps in identifying gap of employees, but there Is need for making it more effective?

6. Competency provides inputs for training& development.

7. HR department should practice competency mapping as it Helps employees to know their competence level and areas of Improvement.

8. HR department has to emphasize more on departmental Performance.

9. Here, HR department has to emphasize more on competent for Decision making and problem solving. 10. Employees of the organization are enough competent and they support organization to develop and survive in the organization.

11. HR department has to develop systematic competency mapping process which helps organization to understand and satisfying the need of employees.

12. There is need to make effective competency model which set

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the goals of the organization.

13. It provides guidelines for identifying training needs.

14. Here it is found that there is a need of practicing competency mapping process to determine new training methods.

15. More emphasize should be given on identifying gaps.

16. HR department has to develop criteria for reward system which gives employees satisfaction.

17. Lastly it can be said that competency mapping program helps in developing core competencies, hence should be practiced.

In general it can be said that: - Competency mapping helps in identifying the gap Required and actual competencies - It helps in identifying training needs of employees - It helps in deciding retention policies of the company - Competency mapping also contributes in improving Performance of the employees

CONCLUSION

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Competency mapping is something that describes how a job might be done excellent; Competency describes what has to be done not how.Competency mapping is a continuous process. It differs from organization to organization and individual to individual. Futurist competency requires lot of observation.In competency mapping the competency was mapped for various officers, executives from each department. It was done with the help of all employees. The difference between required and actual was found with the help of interaction, questionnaires, past records etc.On the basis of questionnaires and interaction with all employees the actual criteria was studied. After the survey the actual gap was found. As per the gap the training needs can be identified and allocated to employees.Competency mapping is very beneficial to the organization because the organization has to get overall information about their employees knowledge, skills etc in the organization and also to improve the overall performance of their employees. This concept is new one and as far as the organization is concerned efforts should be made to prompt competency mapping.

5.0 Recommendation and Suggestions

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“Nobody can be a better judge than his experience and himself”. Every Individual should have the ability to assess his own strengths and weaknesses, set and pursue professional and personal goals, balance work and personal life and engage in new learning- including new and changed skills, behavior.

A person can be develop his competency only after understanding his own perception about his abilities, knowledge level and his goals in life. Today’s successful professionals and managers known that self-awareness is a crucial vantage point from which to improve individuals and organizational effectiveness.

Competency fields should be selected taking future prospects into consideration. “Benchmarking” is also another effective way to check your organizations competency level provided that, it should consider the generic competencies.

Assessor should always keep one thing in mind, that perfection is very difficult to achieve but he can make the assesses competent enough to handle the task efficiently.

Competency Mapping is continuous process so in order get more effectiveness of this process organization should go it for time to time.

Bibliography

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“Essentials of Human Resource Management and Industrial Relations”

By, P. Shubba Rao “Human Resource Management”

By, Ashwathapa “The Handbook of competency Mapping”

By, Seema Sanghi “Competency Assessment Instrument “

By, Sunrise management consultancy service “Materials and Logistic Management”

By, L. C. Jhamb

WebSites www.Google.com

www.Answers.com

www.Parle Products.biz

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http://www.Parle/

Documents

Project HR