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CHAPTER 1: COMPANY OVERVIEW
Whirlpool Corporation is a global manufacturer and marketer of major home appliances.
The company manufactures in 13 countries and markets products in approximately 170
countries under 11 major brand names such as Whirlpool, Maytag Kitchen Aid, Roper,
Estate, Bauknecht, Laden and Ignis.
Whirlpool Corporation entered India in the late ‘80’s and today has grown to become one
of the leading manufacturers and marketers of major home appliances in India. Whirlpool
Corporation entered into a joint venture agreement with TVS group to produce automatic
washers at a plant set up in Pondicherry. A modest beginning was made to establish the
Whirlpool brand in India. In 1995 Whirlpool Corporation acquired Kelvinator of India
Limited and entered into the Refrigerator market in India. In late 1995 majority
ownership was gained in the TVS joint venture and the two entities were merged to form
Whirlpool of India Limited in 1996.
Whirlpool has the distinction of having ISO certification for all its facilities in India. The
refrigerator facility is located at Faridabad and manufactures a complete range of direct
cool refrigerators. With the infusion of technology, machinery and streamlining the
processes the capacity of this plant was increased from 700,000 to 1,000,000 annually.
Whirlpool’s commitment to the Indian operation has resulted in the setting up of a state-
of-the-art facility for the manufacture of no frost refrigerators at Ranjangaon near Pune.
This facility has set the standards as one of the world’s front runners in environmentally
sensitive eco-friendly manufacturing units.
The washer facility is located at Pondicherry and manufactures both fully automatic and
semi automatic washers. Constant feedback is taken from the consumers resulting in
products being continuously upgrade in features and in styling.
Products manufactured in the above facilities match Whirlpool’s global standards and are
exported to over 70 countries across the globe. Whirlpool of India is today India’s largest
exporter of home appliance and has been approved as an Export House.
Competency Mapping
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Thus, in short the history of the company can be stated as below:
1908: The first Automatic washer was launched to public in late 1908, by 1900
Corporation which in 1911 was renamed to Upton Machine Company.
1957: The Company was rechristened as ' The Whirlpool Corporation.'
1958: The Company moved out of country for the first time and invested in Brazilian
appliance market through purchase of equity in Multibras S.A.
1987: Whirlpool tied-up with Sundaram Clayton Ltd. of India to form Whirlpool Ltd.
1993: First time Whirlpool became the No.1 stand-alone brand in UK, Ireland,
Netherlands and Belgium
1995: Whirlpool Corp. acquired majority of stake in the TVS Whirlpool Ltd. The DC
manufacturing facility of Kelvinator India was also acquired.
1996: Whirlpool Washing Machines Ltd. and Kelvinator India Ltd. merged together to
form Whirlpool of India Ltd
1999: Whirlpool of India crossed the milestone of 1 million sales of appliances.
2006: Whirlpool Corporation acquires Maytag and become the Worlds largest white
goods company.
Vision
Every Home… Everywhere… with Pride, Passion and Performance
Mission
Everyone, Passionately Creating Loyal Customers for Life
Values
Whirlpools values are constant and define the way that all Whirlpool Corporation
employees are expected to behave and conduct business everywhere in the world.
Respect — We must trust one another as individuals and value the capabilities and
contributions of each person.
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Integrity — We must conduct all aspects of business honorably – ever mindful of the
longtime Whirlpool Corporation belief that there is no right way to do a wrong thing.
Diversity and Inclusion — We must maintain the broad diversity of Whirlpool people
and ideas. Diversity honors differences, while inclusion allows everyone to contribute.
Together, we create value.
Teamwork — We must recognize that pride results in working together to unleash
everyone’s potential, achieving exceptional results.
Spirit of Winning — We must promote a Whirlpool culture that enables individuals and
teams to reach and take pride in extraordinary results and further inspire the "Spirit of
Winning" in all of us.
1.1 Product Range:
The product range covers a wide variety of products from Refrigerators to Fabicare; from
AirCon to Water Purifiers and also Microwaves to UPS.Following is the product range of
Whirlpool Of India Limited.
Refrigerators
Washing Machines
Dyers
Microwave
Water Purifiers
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1.2 HR PRACTICES IMPLEMENTED AT WHIRLPOOL
The Human Resource practices which are being implemented at Faridabad Refrigeration
Operation of Whirlpool are described below. The practices are being described by
dividing them under the various heads which are to be studied.
1.2.1 Performance Management Systems
Whirlpool follows a 180 degree evaluation system for doing the performance evaluation
of its employees. It has a mid year review system where one-to-one discussions happen
between the immediate supervisor and the employee.
At the start of every year employees fill their PMP form which has two parts in it.
• One part consists of the objectives which are to be achieved in the current
year, along with the results which is filled at the time of mid review.
• The second part consists of PDP, which insists upon what are the
developmental plans of the employee for the year.
The objectives flow down to individual from the supervisor which in turn comes from
larger organizational objectives.
At the end of year the overall performance of an employee is measured after which
performance ratings are given. The ratings are given on a scale of 1 to 5 where
• Level 1 stands for Extraordinary Results
• Level 2 stands for Very Strong Results
• Level 3 stands for Strong Results
• Level 4 stands for Results Need to be Improved
• Level 5 stands for Unacceptable Results.
There is a Bell- Curve system which is in place in the organization which insists upon
employees working consistently upon improvising performance. Discussions for the same
happen between various Departmental Heads, Plant Head and HR Head. With the whole
process in place the performance ratings are revealed to employees.
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For employees having rating as Level 4 there are various improvement plans like
Focused performance plan which is put in place to help them to improve their
performance.
1.2.2 Talent Management Systems
For retaining the talent present in the organization and for doing the succession planning
Talent Management System is in place at FRO also. The system is called as a 9-Box
System, which consists of 9 boxes in which individual employees are placed in individual
boxes according to their performance and promotibility. The employees who fall in Box
1, 2 and 3 are identified as the Key Players and are supposed to be game changers. A
Leadership Profile sheet is filled in for individual by the managers where the assessment
of an individual is done on the various Leadership attributes, practices and performance.
Thus, their movement to other roles, in how time will they be ready to move (<1 year,
<2years etc) are decided. A focused action plan is prepared for succession planning of the
employees. They are given trainings accordingly and are gauged on the various
parameters before moving to new role.
Retention Plans for each key player is made with the drivers being:
1. Higher responsibilities
2. International assignments
3. Monetary.
This way the whole talent pool is created and managed by the HR department.
1.2.3 Managerial Skills Survey
Managerial Skill survey is survey taken on an annual basis where the employees give a
feedback for their immediate supervisor.
All the employees get a link on the portal to fill the survey. Once the employees fill the
feedback, individual reports are generated and sent to the supervisor along with the HR
Lead. Thereby areas of development are identified and thus plan of action is included in
Competency Mapping
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the PMP of the individual. The discussions for the same happen with his supervisor and
finally implementation of the developmental plan takes place.
Thus, this gives every individual a platform to voice their views for their managers. This
also builds in more responsibility towards the team in a manager as they are also under a
review by the team.
1.2.4 Training and Development
The Training process of the company focuses towards the development of its people. It
conducts both in-house and external trainings for its employees.
The training needs of employees are identified by three ways;
a) Through PDP sheet (filled by employees)
b) Through inputs by Supervisor.
c) Through Talent Management System for High Potential Players.
The process of training need identification is done at the start of every year. Most of the
training programs are conducted in the third and fourth quarter as it is the lean period for
production.
Whirlpool Learning Academy (WLA) supports lot of information for the employees
which can be accessed online. Whirlpool has now introduced online training programmes
for its employees it is called as Whirlpool Virtual University.
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1.2.5 Employee Engagement
Whirlpool as an organisation insists too much upon employee engagement, this is seen clearly at
FRO where employees are empowered to take decisions related to work. They are made to feel an
important part of organisation. To have employee engagement
Whirlpool has lot of initiatives like:
Rewards and Recognition:
Under this head there are lot of rewards which are given to employees. They are:
Spot Rewards
Cheers Award
Employee of the Quarter
Pinnacle Award
Smart Squad Award.
Long Service Award.
• Friday Events and Birthday Bash
• “Sparsh” – the internal communication magazine
“Splash”- gathering event after the eventful peak season.
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CHAPTER 2: INRODUCTION
Today the organizations believe in excelling rather than just competing. The world is in
the grip of what is termed as global slowdown .Organizations today are struggling to
keep them afloat. In this uncertain environment competence especially human
competence is the most critical element for success in business.
When it comes to adding capability or capacity to any team or organization managers
have to make a rather basic ‘make or buy choice’…either make talent internally or buy it
via recruiting.Most companies try to strike a balance between buying and growing.
However during tight economic times when recruiting budgets are restricted or even
frozen, the emphasis almost shifts dramatically towards growing talent. Competency
Mapping thus becomes an inescapable reality.
Organizations use competency mapping to help mitigate the risk of vacancy
occurring in key management and leadership roles that could impact the organization’s
ability to perform .In more strategic organizations, the scope of competency mapping is
expanded to include high impact and mission critical roles throughout the organization.
In some organizations ,competency mapping is institutionalized enterprise –wide at entry
level and role within the organization.
While filling the gaps identified by competency mapping including
traditional approaches like training, many organizations are increasingly adopting a new
approach that relies heavily on identified competencies at talent acquisition stage.
Competencies include 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 (more historically called
“KSA’s) that are described in terms of specific behaviors, and are demonstrated by
superior performers in those jobs or work roles. Attributes include: personal
Competency Mapping
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characteristics, traits, motives, values or ways of thinking that impact an individual’s
behavior.
Competency Mapping is considered a powerful tool in the hands of HR.Whirlpool of
India Ltd. has adopted Competency Mapping as one of its mission 2009 and is initiating
it with the Supply Chain Department wherein it wants to do Competency Mapping for the
purpose of Training need identification, prepare more second line managers and bring out
improvement in process.
2.1 OBJECTIVE OF THE STUDY
To introduce and implement Competency Mapping in the Supply Chain Department with
the jobs concerned. The purpose of carrying out the competency Mapping process in the
Supply Chain is to identify the gaps in the employees performance and correct it by the
way of designing appropriate trainings for the same and also to identify the loopholes in
the process. This Objective has been achieved with the help of following sub objectives.
Identify and define competencies based on Job Description
Do the Gap Analysis based on the evaluation by Senior Manager.
Bridge the gaps by the way of training and other appropriate suggestions.
Give Suggestions For Process Improvement.
.
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2.2 RESEARCH METHODOLGY
RESEARCH DESIGN
Descriptive Research-These are those studies that are concerned with describing the
characteristics of a particular individual or group.
SAMPLE SIZE: 10
AREA Manager
Deputy
Manager
Senior
Executive
Planning
Buying
Stores
Logistics
Table 1
DATA COLLECTION PROCEEDURE
PRIMARY SOURCES-Following forms and questionnaires were used to collect
the data for the purpose of carrying out Competency Mapping
Job Description Form to take the detailed Job Description and Job
Specification of employees.
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Source Activity Chart to take the task description of employees and time spent
on each of the activity.
Competency Evaluation Form- To find the gap in the required competencies.
These forms were designed in accordance with the organizational requirement and were
evaluated by HR Deputy Manager Mr. Utsav Khandelwal
SECONDAY SOURCES- Study was done from internet, books and articles and
newspapers.
STEPS FOLLOWED IN COMPETENCY MAPPING
Step 1: Identify the jobs to be studied in Supply Chain Department.
Step 2: Job Analysis through Interview and Observation Method.
Step 2: Framing Job Descriptions and Job Specification to identify the KRA’s and
KSA’s
Step 3: Identifying and selecting the competencies.
Step 4: Preparation of Competency Dictionary and Competency Matrix
Step 5: Finding the gap
Step 6: Suggesting a developmental Plan
The Process followed has been discussed in detail in Chapter Five of Competency
Mapping Process.
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CHAPTER 3: LITERATURE REVIEW
3.1 THE ROOTS OF COMPETENCY APPROACH:
Michael Crozier shocked the management community by defining the organization as
imperfect social compromises .Far from being scientific constructs he depicted a complex
organization as a reflection of its actual degree of competency.
Despite a growing interest of competency among mangers and human resource
professionals in recent years, the modern competency movement in industrial-
organizational psychology actually dates from the mid1950’s and early 1970’s.
In that regard, John Flanagan’s work (1954) and Dave McClelland’s studies (1970) might
be cited as two landmark efforts that originally invented the concept of competency.
Concept maps were invented by Joseph Novak in the 1960s for use as a teaching tool.
Later in 1986 William Trochim developed the concept map into a strategic planning tool
for use in the design of organizational components. Trochim's technique differs
significantly from Novak's original school of thought. While Novak's maps are generated
for an individual, Trochim's are generated by a group.
3.2 HISTORY OF COMPETENCIES:
John Flanagan (1954)
A seminal article published by John Flanagan in 1954 established Critical Incidents
Technique as a precursor to the key methodology used in rigorous competency studies.
Based on studies of US Air Force pilot performance, Flanagan concluded that “the
Competency Mapping
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principle objective of job analysis procedures should be the determination of critical
requirements. These requirements include those which have been demonstrated to have
made the difference between success and failure in carrying out an important part of the
job assigned in a significant number of instances”. From here, critical incidents
technique was originally discovered.
Critical incidents itself can be defined as a set of procedures for systematically
identifying behaviors that contribute to success or failure of individuals or organizations
in specific situations.
Flanagan’s work, while not strictly about competencies, was important because it laid the
foundation for a new approach to examining what people do. In a later form, the critical
incidents technique would resurface to focus around significant behavioral events that
distinguish between exemplary and fully-successful performers.
It is Flanagan’s critical incidents technique that sixteen years later inspires David
McClelland to discover and develop the term of “competency”.
Benjamin Bloom (USA)
In mid fifties BENJAMIN laid the foundation for identifying educational objectives by
defining KSA, s needed to be developed in education. The educational objectives
developed by them were grouped under the cognitive domain.
David McClelland (Harvard Psychologist)
He pioneered the Competency Movement across the world and made it a global concept.
His classic books on Talent and Society, Achievement motive, The Achieving Society,
Motivating economic achievement and power the inner experience brought out several
new dimensions of the competency. These competencies exposed by Mc .Cleland dealt
with effective domain in Bloom’s terminology.
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Richard Boyatzis.
Richard Boyatzis wrote the first empirically-based and fully-researched book on
competency model developments. It was with Boyatzis that job competency came to
widely understood to mean an underlying characteristic of a person that leads or causes
superior or effective performance. Boyatzis was explicit in describing the importance of
clearly-defined competency as reflected in specific behavior and clearly defined
performance outcomes when he wrote that “the important points is that specific actions
cause, or lead to, the specified results. Certain characteristics or abilities of the person
enable him or her to demonstrate the appropriate specific actions”(Boyatzis, 1982, p. 12).
As founding developer of competency modeling in the United States, Boyatzis grounded
competency interventions on documented behavioral indicators that caused or influenced
effective job performance. Boyatzis, like Flanagan, stressed the importance of systematic
analysis in collecting and analyzing examples of the actual performance of individuals
doing the work. The method for documenting the actual performance was collected
through the behavioral event interview (BEI), an intensive face-to-face interview that
involves soliciting critical incidents from performers and documenting what the
performers thinking and doing during the incidents
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3.3 COMPETENCY MAPPING- THE LATEST IN HR
It has been a general observation that hard work, sincerity, knowledge, intelligence alone
does not make a person a star performer in his/her profession. There are other factors that
help an individual excel in his job. Good managers are generally aware about different
qualities a person must possess to do a job effectively, and they make use of their
knowledge to select and train their subordinates. Organizational psychologists have
refined this understanding and converted it into a structural and formal process called
Competency Mapping. It has emerged as one of the most powerful tools aiding the
improvement for the HR professionals in finding the right employee for a job and
development of the employed person in doing the assigned job effectively. Thus,
Competency Mapping can be defined as a process through which one assesses and
determines one's strengths as an individual worker and in some cases, as part of an
organization.
Generally speaking, competency mapping examines two areas: emotional intelligence
and strengths of the individual in areas like team structure, leadership and decision-
making. Large organizations frequently employ some form of competency mapping to
understand how to most effectively employ the competencies of strengths of workers.
The general steps involved in this process can be described as follows:
• Every employee is asked to fill up a questionnaire that asks them what they are doing
and what skills and abilities are needed to have to perform it well.
Competency Mapping
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• Having discovered the similarities in the questionnaires, a competency based job
description is crafted and presented to the personnel department for their agreement and
additions, if required.
• The final step involves mapping of an employee's abilities to the benchmarks and
deciding his future accordingly.
Competency-based HR is considered the best HR. In India, however, this process has
gained force only during the last couple of years. Companies like Zensar Technologies
and L&T InfoTech follow competency mapping. Other big companies like TCS, HCL
Technologies, SBI, Idea Cellular, Exide Industries, Birla Cellulosic, etc. have got their
employees trained in competency mapping course but it remains unclear if they strictly
follow the line.
According to Lynette D'Silva, manager-HR, learning & development, Zensar
Technologies, "Competency mapping helps identify the success criteria required for
individuals to be successful in their roles."
Competency mapping not only acts as a useful tool for the organisation but also aids an
individual's competency. But, organizations strictly following the process of competency
mapping do face some hurdles in achieving overall efficiency. Firstly, the organizations
do the ultimate mistake of realizing the map as the desired end result. The map is nothing
but a colossal waste of time and money without proper analysis. Secondly, the mission
must be to sustain a knowledge flow that is more profitable to the organisation. If the
organisation is already rich beyond wildest dreams then the mission should be to measure
against the current "ideal" knowledge flow. Lastly, incorrect assessments of results lead
to flawed decisions and cause a big damage to the concern.
Competency mapping tailored to an organisation is necessary to train, define and retain Competency Mapping
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talent in a company. As a result of competency mapping, all the HR processes like talent
induction, appraisals and training yield much better results.
CHAPTER 4: THEORITICAL FRAMEWORK
Today the organizations believe in excelling rather than just competing.The world is in
the grip of what is termed as global slowdown .Organizations today are struggling to
keep them afloat. In this uncertain environment competence especially human
competence is the most critical element for success in business.
When it comes to adding capability or capacity to any team or organization
managers have to make a rather basic ‘make or buy choice’…either make talent
internally or buy it via recruiting.Most companies try to strike a balance between buying
and growing. However during tight economic times when recruiting budgets are
restricted or even frozen, the emphasis almost shifts dramatically towards growing
talent.Competency Mapping thus becomes an inescapable reality.
Organizations use competency mapping to help mitigate the risk of vacancy
occurring in key management and leadership roles that could impact the organization’s
ability to perform .In more strategic organizations ,the scope of competency mapping is
expanded to include high impact and mission critical roles throughout the organization.
In some organizations, competency mapping is institutionalized enterprise –wide at entry
level and role within the organization.
While filling the gaps identified by competency mapping including
traditional approaches like training, many organizations are increasingly adopting a new
approach that relies heavily on identified competencies at talent acquisition stage.
Competencies include 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 (more historically called
“KSA’s) that are described in terms of specific behaviors, and are demonstrated by
superior performers in those jobs or work roles. Attributes include: personal Competency Mapping
- 17 -
characteristics, traits, motives, values or ways of thinking that impact an individual’s
behavior.
4.1 WHAT IS COMPETENCY?
The term ‘competencies’, ‘competence’ and competent refer to a state or quality of being
able and fit. The workplace definition of competency refers to a person’s fitness with
reference to his/her job. In work context however competence has two variations that
differ in their meaning, depending on organizational frames of references.
‘Competency’is a difference of behaviour.
‘Competence’ is a description of work tasks or Job Outputs.
Competency refers to a cluster of atitude,knowledge and skills that distinguishes
between an excellent and an average performer.
COMPETENCY AS A TOOL
Competencies are based on
1. Knowledge: - information accumulated in a particular area of expertise (e.g.,
accounting, selling, servicing, management) .
2. Skills: - the demonstration of expertise (e.g., the ability to make effective
presentations, or to negotiate successfully) .
3. Motive: - recurrent thoughts driving behaviors (e.g., drive for achievement,
affiliation) .
4. Attitude: - self-concept, values and self-image.
5. Traits: - a general disposition to behave in certain ways (e.g., flexibility).
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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”
UNIDO (2002)-
A Competency is a set of skills, related knowledge and attributes that allow an individual
to successfully perform a task or an activity within a specific function or job.
practice in work.”
MANSFIELD (1997):
“Underlying characteristics of a person that results in effective a superior performance.”
WOODRUFFE (1991):
Competency: A person- related concept that refers to the dimensions of behavior lying
behind competent performer.
Competence: A work- related concept that refers to areas of work at which the person
is competent
Competencies: Often referred as the combination of the above two.
ALBANESE(1989) :
Competencies are personal characteristics that contribute to effective managerial
Performance
Competency Mapping
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COMPETENCY – BROAD CATEGORIES
• Generic Competencies
Competencies which are considered essential for all employees regardless of their
function or level. - Communication, initiative, listening etc.These are basic
competencies required to do the job, which do not differentiate between high and
low performers
• Managerial Competencies
Competencies which are considered essential for employees with managerial or
supervisory responsibility in any functional area including directors and senior
posts
Competencies in organization tend to fall in two categories
General 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 .
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4.2 MEANING AND CONCEPT OF COMPETENCY MAPPING
It is a process of identification of the competencies required to perform successfully a
give job or role or a set tasks at a given point of time. It consists of breaking a given role
or job into its constituent’s task or activities and identifying the competencies (Technical,
Managerial, Behavioral, conceptual knowledge and Attitude and skills etc) needed to
perform the same successfully.
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
Competency profiling It is the process of identifying the knowledge, skills,
abilities, attitudes, and judgment required for effective performance in a particular
occupation or profession. Competency profiling is business/company specific.
USES OF COMPETENCY MAPPING
Competency mapping serves a number of purposes. It is done for the following
functions:
Gap Analysis
Role Clarity
Selection, Potential Identification, Growth Plans.
Succession Planning.
Restructuring
Inventory of competencies for future planning
Competency Mapping
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Competency based recruitment
Competency based interviews reduce the risk of making a costly hiring mistake
and increase the likelihood of identifying and selecting the right person for the right
job
Competency based Performance Appraisal
Competencies Enable
1. Establishment of clear high performance standards.
2. Collection and proper analysis of factual data against the set standards.
3. Conduct of objective feedback meetings.
4. Direction with regard to specific areas of improvement
Competency based training
Competency based appraisal process leading to effective identification of training needs.
1. Opportunity to identify/ develop specific training programmes - Focused
training investment.
2. Focused Training enabling improvement in specific technical and
managerial competencies
Competency based Development
1.) Contribute to the understanding of what development really mean, giving the
individual the tools to take responsibility for their own development.
2.) Give the line managers a tool to empower them to develop people..
Competency based succession planning
Assessing employees’ readiness or potential to take on new challenges.
Competency Mapping
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Determining the person job fit can be based on matching the competency profile
Of an individual to the set of competencies required for excellence within a
profession. Individuals would know the competencies required for a
particular position and therefore would have an opportunity to decide if they
have the potential to pursue that position.
TRANINING LEADING TO SUCCESSION PLANNING:
Retaining and developing intellectual and knowledge capital for the future
Encouraging individual learning, growth and advancement
WHY IS IT IMPORTANT?
Ensure business continuity
Replace future vacancies and meet future skill and talent needs
Have the right people in the right places at the right times to do the right things
Address skill shortages ahead of time
Maximize competitiveness as an employer and ability to attract and retain talented
staff
Enhance ability to promote from within
Provide a supportive “growth” environment
Competency Mapping
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CHAPTER 5:- COMPETENCY MAPPING PROCESS
The Process Followed for competency Mapping has been given as follows
STEPS FOLLOWED IN COMPETENCY MAPPING
Step 1: Identifying the positions of the Supply Chain Department to be studied.
Step 2: Job Analysis through Interview and Observation Method.
Step 2: Framing Job Descriptions and Job Specifications to identify the Key Result
Areas and Key Performance Areas.
Step 3: Identifying and selecting the competencies.
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Identifying the Positions of Supply Chain Department to be studied.
Comparison
Missing LinksCompetency requirement given by Senior Manager Supply Chain
Actual Level of competency possessed
Training
Other efforts
Taking Job Analysis and Job Description to Identify KRA’s and KPA’s for each Job.
P
Step 4: Preparation of Competency Dictionary and Competency Matrix
Step 5: Finding the gap
Step 6: Suggesting a developmental Plan
STEP 1: JOB ANALYSIS
Job Analysis-
Done through:
Interview Method
Observation Method.
Interview Method-The interview was taken to understand the role, responsibilities and
task performed by the employee holding the job position and understands the Key Result
Areas.
Observation Method-Means the researchers observe the behaviour as it occurs and
reports as they see.
STEP 2: FRAMING THE JOB DESCRIPTION TO IDENTIFY THE KRA’s and
KPA’s
After understanding the work done by the employees at the respective Job position and
by studying a generic Job Description Job Description for each Job position was prepared
along with it task description of the employees was prepared in form Source Activity
Chart.
The Job Description for the following employees was prepared.
Manager- Planning
Manager-Logistics
Deputy Manager-Buyer(Exports)
Deputy Manager- Buyer(Within India)
Deputy Manager- Stores
Senior Executive- Planning
Senior Executive- Buyer
Senior Executive- Buyer & Stores
Competency Mapping
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Senior Executive- Stores
Senior Executive1- Stores
The Job Description Of the following is given
1. POSITION: MANAGER (PLANNING)
JOB DESCRIPTION
DEPARTMENT: Planning and Supply Chain
SECTION: Planning
POSITION: Manager
REPORTS TO: Senior Manager
JOB SUMMARY: Responsible for making the production plan,distributing the same to
Supply Chain as well as the production department and thereby causing timely
production actualization.
JOB DUTIES AND RESPONSIBILITIES:
To make the monthwise plans as per sales forecast.
Breaking the plan into daily requirement and given to stores, Buyer for
within and outside India purchases.
Fixing 3 days plan for materials.
Daily production review and planning for the next day depending upon
Excess or shortage of previous day.
Setting the maximum limit of production based on planning beyond which
manufacturing cannot produce.
Planning for Export Co-ordination as per the dispatch plans.
Co-ordinating with quality, exports and manufacturing for exports co-ordination.
Planning for Spare parts requirement as per the requirement.
Engineering Change Note Implementation by validating the new component,
checking its vendor feasibility.
Competency Mapping
- 26 -
Ensuring Inventory Control for old parts and ensuring Obscoletion Control for the
same.
Ensuring no line stoppage due to plastic parts.
To coordinate between supply chain, manufacturing and other functions.
Solving the systems and suppliers related issues.
Getting timely updations on slow moving items and making efforts for its
movement.
Coordinating with the buyers, Suppliers and manufacturing to ensure no online
stoppage.
KEY RESULT AREAS:
Production Actualization
Project Implementation on time.
JOB SPECIFICATION
REQUIRED EDUCATIONAL QUALIFICATION- Diploma/Mechanical
Engineering.
ADDITIONAL EDUCATIONAL QUALIFICATION- MBA (Operations)
REQUIRED EXPERIENCE- Minimum 2-3 years experience in Planning and
forecasting and related fields.
REQUIRED SKILLS-(MUST HAVE)
Strong communication skills with a proven track record of effective
communications within various organizational functions and levels.
Experience managing supplier productivity and working with suppliers for value
creation.
Outstanding leadership skills including established comfort in leading teams.
Problem solving and analytical skills backed by solid computer skills.
Competency Mapping
- 27 -
Knowledge of SAP and advanced excel.
Work experience in Material Requirement Planning.
Knowledge of Value Steam Mapping.
Good forecasting skills and knowledge of forecasting tools and techniques.
Knowledge of Inventory management.
Knowledge of ISO:9001.
OTHER BENEFICIAL SKILLS
Ability to work with others/function as part of a team and maintains good
working relationships with other departments; customer oriented.
Ability to function well under pressure. Organized and able to attain results on
several projects simultaneously.
Willingness and ability to assume increased responsibility.
Flexible/ability to adapt to changing requirements and priorities.
Knowledge of lean manufacturing is preferred.
Competency Mapping
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2. MANAGER LOGISTICS:
JOB DESCRIPTION
DEPARTMENT: Planning and Supply Chain
SECTION: Logistics
POSITION: Manager
REPORTS TO: Senior Manager
JOB SUMMARY: To direct and co-ordinate all logistics activities to obtain
Optimum efficiency safety, compliance and economy of inventory movements to
maximize profits through timely dispatch plan actualization.
JOB DUTIES AND RESPONSIBILITIES
Ensuring the timely availability of carriers as per the requirement
Managing the carriers documentation, route tracking and measurement of
carriers.
Ensuring the transportation cost to minimum by negotiations with the
transporters
Review of transporters performance and accordingly allotment of share to them.
Ensuring Logistics Cost Control for the materials called for.
Ensuring proper storage and dispatch of the finished goods.
Managing the quality, quantity cost and efficiency of movement and stoage of
goods.
Ensuring Obscoletion Control.
Feeding to the branches in accordance with the requirement.
Ensuring discipline, training and managing of staff.
Competency Mapping
- 29 -
KEY RESULT AREAS:
Despatch Actualization.
Cost Control through negotiations with the transporters.
Obscoletion Control.
JOB SPECIFICATION
REQUIRED QUALIFICATION: A degree level qualification, ideally in management,
supply, procurements, logistics studies.
REQUIRED EXPERIENCE: 3-5 years of experience in transportation, warehouse or
distribution in a manufacturing company.
REQUIRED SKILLS (Must have)
Good Written and Oral Communication Skills.
Negotiation and interpersonal skills are a must.
Leadership Skills.
Prior experience in planning, purchasing, and negotiation of specification
controlled and commodity products
Working knowledge of MS Excel, SAP.
Should be familiar with the excise related work and their returns
Proficient in inventory tracking and management.
OTHER HIGHLY VALUABLE SKILLS:
Lean Manufacturing is preferred.
Knowledge of ISO:9001
Prior experience in planning and forecasting.
Competency Mapping
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3. DEPUTY MANAGER-BUYER (EXPORTS)
JOB DESCRIPTION
DEPARTMENT: Planning and Supply Chain
SECTION: Buyer (Exports)
POSITION: Deputy Manager
REPORTS TO: Senior Manager
JOB SUMMARY: To ensure timely availability of material from the to ensure no online
stoppage and availability of optimum inventory levels
JOB DUTIES AND RESPONSIBILITIES
Planning for AB Class Products (most expensive) in accordance with sales
forecast and planning team.
Plan, negotiate, order, and administer stock products requirements to support the
build plan and maintain appropriate inventory levels.
Day to day activities, to include, but not limited to: reports, reporting, expediting,
filing, requirements review (stock products), order placement and management
Informing the vendors about the required material and timely follow up on the
same.
Ensuring timely availability of material and there is no online stoppage.
Controlling the obscoletition of material purchased.
Ensuring Inventory is as per the Inventory Norms
Ensure timely updation of Bill of Material.
Ensure Kanban Planning for few members.
Scheduling Through SAP.
Ensure the availability of Spare Parts as per the requirements.
Ensuring Logistics Cost Control for the materials called for.
Competency Mapping
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KEY RESULT AREAS:
No online Stoppage due to material shortage
Inventory as per the inventory norms.
Obscoletion Control
Spare Parts Availability as per requirement
JOB SPECIFICATION
REQUIRED QUALIFICATION:
Bachelor degree preferred in industrial engineering, operations and/or related field or
equivalent applicable work experience.
REQUIRED EXPERIENCE: 1-2 Years as a buyer, Procurement systems or related
Functional areas within and outside India.
REQUIRED SKILLS (Must have)
Good communications skills.
Prior experience of dealing in import of raw material/components etc.
Prior experience in planning, purchasing, and negotiation of specification
controlled and commodity products
Working knowledge of MS Excel and SAP.
Proactive planning, initiative and strong problem solving skills.
Proficient in inventory tracking and management.
Knowledge of ISO: 9001.
Knowledge of custom duties and excise tax.
OTHER HIGHLY VALUABLE SKILLS
Material requirement planning experience is preferred.
Lean Manufacturing is preferred.
Prior experience in planning and forecasting.
Competency Mapping
- 32 -
4. DEPUTY MANGER-BUYER (WITHIN INDIA)
JOB DESCRIPTION
DEPARTMENT: Planning and Supply Chain
SECTION: Buyer (Within India)
POSITION: Deputy Manager
REPORTS TO: Senior Manager
JOB SUMMARY: To ensure timely availability of material from the to ensure no online
stoppage and availability of optimum inventory levels.
JOB DUTIES AND RESPONSIBILITIES
Planning for Products in accordance with sales forecast and planning team.
Plan, negotiate, order, and administer stock products requirements to support the
build plan and maintain appropriate inventory levels.
Day to day activities, to include, but not limited to: reports, reporting, expediting,
filing, requirements review (stock products), order placement and management
Informing the vendors about the required material and timely follow up on the
same.
Ensuring timely availability of material and there is no online stoppage.
Controlling the obscoletition of material purchased.
Ensuring Inventory is as per the Inventory Norms
Ensure timely updation of Bill of Material.
Ensure Kanban Planning for few members.
Scheduling Through SAP.
Ensure the availability of Spare Parts as per the requirements.
Ensuring Logistics Cost Control for the materials called for.
KEY RESULT AREAS:
No online Stoppage due to material shortage
Competency Mapping
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Inventory as per the inventory norms.
Obscoletion Control
Spare Parts Availability as per requirement
JOB SPECIFICATION
REQUIRED QUALIFICATION:
Bachelor degree preferred in industrial engineering, operations and/or related field or
equivalent applicable work experience.
REQUIRED EXPERIENCE: 1-2 Years as a buyer, Procurement systems or related
Functional areas within and outside India.
REQUIRED SKILLS (Must have)
Good communications skills.
Prior experience of dealing in import of raw material/components etc.
Prior experience in planning, purchasing, and negotiation of specification
controlled and commodity products
Working knowledge of MS Excel and SAP.
Proactive planning, initiative and strong problem solving skills.
Proficient in inventory tracking and management.
Knowledge of ISO: 9001.
Knowledge of custom duties and excise tax.
OTHER HIGHLY VALUABLE SKILLS
Material requirement planning experience is preferred.
Lean Manufacturing is preferred.
Prior experience in planning and forecasting.
4. DEPUTY MANAGER (STORES)
JOB DESCRIPTION
DEPARTMENT: Planning and Supply Chain
Competency Mapping
- 34 -
SECTION: Stores
POSITION: Deputy Manager (Stores)
REPORTS TO: Senior Manager
JOB SUMMARY: To ensure material and social order in stores and material feeding
online and thereby ensuring inventory management and obscoletion control.
JOB RESPONSIBILITIES:
Shift balancing to ensure proper feeding of material/Components to Assembly
Line.,
To ensure optimum Inventory on Floor and online.
To inform the buyer about the requirement, follow up and inform about the
shortage.
Preservation of goods ,to check FIFO system maintained
To check paper pendency for Goods received and issue punch.
To ensure discipline and safety..
Scheduling to vendor on Kanban Sheet, to follow Kanban
Ensuring Material and social order.
Resolve any problems that may inhibit the receipt and/or shipment of inventory.
Must understand and comply with all safety rules and company policies
Monitor reports to ensure that all information is correct and update as needed.
Checking the inventory.
Ensure the training of subordinates on safety, Kanban, inventory and lean etc.
Toll Trucks, forklift, tractor maintainence.
Work on obscoletion control
To make all SAP accounts functional.
Trolley/Bins Management.
To make available the material in shortage.
Ensure multiskilling of operations and Job rotation.
Competency Mapping
- 35 -
KEY RESULT AREAS:
Ensure Material and social Order.
Inventory Control
Obscolense control
No online stoppage due to material shortage
Ensuring optimum inventory in stores and online.
JOB SPECIFICATION
REQUIRED EXPERIENCE: 4+ year in stores/Warehouse or similar functional area.
CRITICAL SKILLS (MUST HAVE):
Good Communication Skills, both oral and written
Experience of working on SAP& Excel
Previous experience in a Stores position.
The Receipt of materials at the goods inward desk and the processing/filing of
related paperwork when required.
Knowledge of Inventory Management
Knowledge of concepts of Lean Management like Kanban, Just in Time,5 S
Concepts, FIFO
Material flow and classification.
Awareness of ISO: 9001
Ability to work under pressure.
Good Interpersonal Skills
Physical ability to respond to emergency situations.
Competency Mapping
- 36 -
OTHER HIGHLY VALUED SKILLS
Knowledge of planning in Supply Chain
Prior experience of dealing with suppliers.
Lean Management Knowledge preferred.
Knowledge of Material Requirement Planning systems preferred.
6 SENIOR EXECUTIVE- PLANNING
JOB DESCRIPTION
DEPARTMENT: Planning and Supply Chain Department
Competency Mapping
- 37 -
SECTION: Planning
POSITION: Senior Executive
REPORTS TO: Manager- Planning
JOB SUMMARY: To ensure the timely making of plan as per superior guidelines and
distribution of same to manufacturing and supply chain department leading to production
actualization.
JOB DUTIES AND RESPONSIBILITIES:
To distribute the monthwise plans as per sales forecast.
Breaking the plan into daily requirement and given to stores, Buyer for
within and outside India purchases.
Making the adjustment in the plan depending upon the excess or shortage of
previous day.
Planning for Spare parts requirement as per the requirement.
Engineering Change Note Implementation by validating the new component,
checking its vendor feasibility.
Ensuring Inventory Control for old parts and ensuring Obscoletion Control for the
same.
To coordinate between supply chain, manufacturing and other functions.
Solving the systems related issues like minimizing the Error Processing List.
Getting timely updations on slow moving items and making efforts for its
movement.
Cordinating with the buyers, Suppliers and manufacturing to ensure no online
stoppage.
KEY RESULT AREAS:
Production Actualization
Project Implementation on time.
Inventory as per norms.
Competency Mapping
- 38 -
JOB SPECIFICATION
REQUIRED EDUCATIONAL QUALIFICATION- Diploma/Mechanical
Engineering.
REQUIRED EXPERIENCE- Minimum 1-2 years experience in Planning and
forecasting.
REQUIRED SKILLS-(MUST HAVE)
Good communication and interpersonal skills.
Knowledge of SAP and advanced excel
Work experience in Material requirement planning.
Knowledge of Value Steam Mapping.
Good forecasting skills and knowledge of forecasting tools and techniques
Knowledge of Inventory management.
Problem solving and analytical skills backed by solid computer skills
OTHER BENEFICIAL SKILLS.
• Ability to function well under pressure. Organized and able to attain results on several
projects simultaneously
• Willingness and ability to assume increased responsibility.
• Flexible/ability to adapt to changing requirements and priorities.
• Knowledge of lean manufacturing is preferred.
7. SENIOR EXECUTIVE- BUYER
DEPARTMENT: Planning and Supply Chain
SECTION: Buyer
POSITION: Senior Executive
REPORTS TO: Senior Manager Competency Mapping
- 39 -
JOB SUMMARY: To ensure timely availability of C Class products from the vendors to
ensure no online stoppage and availability material and maintain optimum inventory
levels.
JOB RESPONSIBILITIES:
Planning for Products in accordance with sales forecast and planning team.
Plan, negotiate, order, and administer stock products requirements to support the
build plan and maintain appropriate inventory levels.
Day to day activities, to include, but not limited to: reports, reporting, expediting,
filing, requirements review (stock products), order placement and management
Informing the vendors about the required material and timely follow up on the
same.
Ensuring timely availability of material and there is no online stoppage.
Controlling the obscoletition of material purchased.
Ensuring Inventory is as per the Inventory Norms
Ensure timely updation of Bill of Material.
Ensure Kanban Planning for few members.
Scheduling Through SAP.
Ensure the availability of Spare Parts as per the requirements.
Ensuring Logistics Cost Control for the materials called for.
KEY RESULT AREAS:
No online Stoppage due to material shortage
Inventory as per the inventory norms.
Obscoletion Control
Spare Parts Availability as per requirement
Competency Mapping
- 40 -
JOB SPECIFICATION
REQUIRED QUALIFICATION:
Bachelor degree preferred in industrial engineering, operations and/or related field or
equivalent applicable work experience.
REQUIRED EXPERIENCE: 1-2 Years as a buyer, Procurement systems or related
Functional areas within and outside India.
REQUIRED SKILLS (Must have)
Good communications skills.
Prior experience of dealing in import of raw material/components etc.
Prior experience in planning, purchasing, and negotiation of specification
controlled and commodity products
Working knowledge of MS Excel and SAP.
Proactive planning, initiative and strong problem solving skills.
Proficient in inventory tracking and management.
Knowledge of ISO: 9001.
Knowledge of custom duties and excise tax.
OTHER HIGHLY VALUABLE SKILLS
Material requirement planning experience is preferred.
Lean Manufacturing is preferred.
Prior experience in planning and forecasting.
8 SENIOR EXECUTIVE STORES- The work to be done by the remaining three
executives is the same the only difference being that they work in three shifts.Their Job
Description is as follows.
JOB DESCRIPTION
DEPARTMENT: Planning and Supply Chain Department
Competency Mapping
- 41 -
SECTION: Stores
POSITION: Senior Executive
REPORTS TO: Deputy Manager (Stores)
JOB SUMMARY: To ensure material feeding online and ensure material availability
from daily vendors and ensure material and social order in stores.
JOB RESPONSIBILITIES:
To ensure optimum Inventory on Floor and online.
To inform the buyer about the requirement, follow up and inform about the
shortage.
Preservation of goods ,to check FIFO system maintained
To check paper pendency for GRN and issue punch.
To monitor house keeping
To ensure discipline, safety.
Toll trucks, fork lift
To ensure optimum Space Utilization in Stores.
Scheduling to buyer on Kanban Sheet, to follow Kanban.
Ensuring Material order.
Checking the inventory
Work on obscoletion control
To make available the material in shortage.
KEY RESULT AREAS:
Ensure Material and social Order.
Inventory Control
Obscolense control
No online stoppage due to material shortage
Ensuring optimum inventory in stores and floor.
JOB SPECIFICATION
Competency Mapping
- 42 -
REQUIRED EDUCATIONAL QUALIFICATION: Graduation in any stream.
EXPERIENCE: Minimum 1 year prior experience in stores/warehouse and/or related
Supply Chain Areas
CRUCIAL SKILLS (Must Have)
Experience of working on SAP(MM and PP Module) & Excel
Knowledge of Inventory Management
Knowledge of concepts of Lean Management like Kanban, Just in Time,5 S
Concepts, FIFO
Material Classification
Material Flow
Awareness of ISO 9001
Ability to work under pressure.
OTHER HIGHLY VALUED SKILLS
Knowledge of planning in Supply Chain
Prior experience of dealing with suppliers.
Lean Management Knowledge preferred.
Knowledge of Material requirement systems preferred.
STEP 4: IDENTIFYING THE COMPETENCIES
From the list of skills the identified competencies in consultation with the HR Deputy
Manager, Senior Manager Supply Chain, Manager Supply chain following are
competencies (mainly functional competencies) identified.
1. Communication Skills
2. System Skills
Competency Mapping
- 43 -
3. Inventory Management
4. Forecasting Skills
5. Vendor Relationship Management
6. Space Utilization
7 Knowledge Domain(Lean Concepts)
8. Logistics Management
STEP 5: PREPARING THE COMPETENCY DICTIONARY AND MATRIX
.
COMPETENCY DICTIONARY- Competency Dictionary is a dictionary consisting
of the various competencies along with their definitions and respective
levels .Following is the competency dictionary prepared.
PREPARATION OF COMPETENCY DICTIONARY
PROFICIENCY
LEVELS
REQUIRED AREAS
OF KSB
ASSESSMENT
Competency Mapping
- 44 -
MASTER
Who will be responsible
for continual development
of the competency?
What depth of knowledge,
skills and behaviour is
required to teach this
competency?
What will be required to
demonstrate that the
person is ready to teach?
PROFICIENT
Who is expected to apply
this competency?
Will this be a part of
specific job or role?
What areas of knowledge,
skills needed to apply this
competency to individuals
work?
Behavior expected from
person applying a
competency?
What will be required to
demonstrate that the
person is ready to apply?
• Testing
• Projects
• Results
BASIC
Who supports or interacts
with those applying the
competency?
What knowledge is needed
for this person to
understand and support
others who supply the
competency?
How will you know the
people understand?
Table 2
1. COMMUNICATION
Definition-Clearly conveys and receives information and ideas through a variety of
media to individuals or groups in a manner that engages the listener, helps them
understand and retain the message, and invites response and feedback. Keeps others
informed as appropriate. Demonstrates good written, oral, interpersonal and
listening skills.
BASIC PROFICIENT MASTER
Competency Mapping
- 45 -
“UNDERSTANDS” “APPLIES” “TEACHES”
• Tends to use clear,
appropriate language
• Checks audience
understanding and adapts
accordingly.
• Uses the appropriate
media.
• Displays understanding by
making appropriate
contributions.
• Generally pays attention
to other people are saying.
• Understands the need for
clear written
communication.
• Exhibits satisfactory
interpersonal and
negotiation skills.
• Produces clear, concise
written material that is
well structured,
grammatically correct .
• Invites two way dialogue,
even if there is
disagreement.
• Displays active listening
skills.
• Is able to communicate
complex ideas simply
and in a logical way
• Knows when extra detail
will help or hinder in
getting the message across.
• Has effective
interpersonal and
negotiation skills.
• Provides a focus and
direction for others by
developing and sustaining
open communications
• Shows active listening in
situations of conflict or
controversy.
• Is able to communicate
clearly with a wide variety
or audiences within and
outside of the organization
• Is capable of producing
high quality written
materials which could be
presented to a range of
audiences within and outside
of the organization.
2. SYSTEMS SKILLS
Definition-Ability to use and share information technology as an active member of
the organization and to accomplish position responsibilities successfully.
BASIC
“UNDERSTANDS”
PROFICIENT
“APPLIES”
MASTER
“TEACHES”
Competency Mapping
- 46 -
Able to use excel to the
extent of own area of
work.
Able to use SAP to the
extent of its usage in
own work.
Able to use e-mail for
communicating within
and outside the
organization.
Uses excel proficiently
to solve work related
problems.
Uses shortcuts in Excel.
Able to use SAP to
solve team work related
problems.
Apart from email also
uses other features of
lotus notes like
calendar, notes etc.
Has extensive knowledge
of advanced excelled
coaches others on the
same.
Has detailed knowledge of
SAP and is able to impart
training on the same to
others.
Uses all the functions of
lotus notes.
Update IT enabled SCM
solutions and share with
the team and try to
implement it logically.
.
Table 4
3. INVENTORY MANAGEMENT
Definition-Ensuring Systems and processes that identify inventory requirements, set
targets, provide replenishment techniques and report actual and projected inventory
status.
BASIC
“UNDERSTANDS”
PROFICIENT
“APPLIES”
MASTER
“TEACHES”
Competency Mapping
- 47 -
Sets targets to maintain
minimum inventory.
Maintains inventory as
per the inventory norms.
Checks the actual and
anticipated inventory
through systems and
processes.
Ensures disposal of
obsolete material.
Uses basic techniques
for inventory control
like FIFO manually.
Ensures the availability
of spare parts as per the
requirement..
Ensures proper material
requirement planning.
Sets objective and
consistent targets to
maintain minimum
inventory.
Maintains consistent
minimum inventory as
per the inventory norms.
Regularly checks the
reconciles the actual and
the anticipated
inventory through
systems and processes.
Ensures timely disposal
of obsolete material.
Anticipates the spare
parts requirement and
ensures its prompt and
timely availability..
Is able to design
Inventory Model.
Ensure optimum
material requirement
planning.
Always maintains
minimum Inventory as
per inventory norms.
Always keeps a
complete tracking of
material and guides
others on the same.
Comes up with new
ways of minimizing the
inventory.
Ensures the optimum
use of obsolete material
by consistent and
continuous efforts.
Brings out new
solutions to remove
MRP inefficiencies and
focuses on continuous
improvement and
coaches the others on
the same.
Table 5
4. FORECASTING SKILLS
Ability to estimate the quantity of raw material/parts required to estimate the finished
goods in conguerence with sales forecast keeping in mind production capacity
Competency Mapping
- 48 -
available,inventory,vendors,lead time and overall supply chain performance.It involves
both qualitative and quantative methods of planning and estimating the material re
BASIC
“UNDERSTANDS”
PROFICIENT
“APPLIES”
MASTER
“TEACHES”
Estimates and makes
plans as per the sales
forecast.
Is able to identify the
problems at the
supplier end.
Estimates enable to
maintain acceptable
inventory levels.
Manages to get
materials at times due
to sudden plan change.
Understands the
material shortage areas
and works on its
availability.
Makes the plans keeping
in mind sales forecast
and using forecasting
techniques and models.
Uses qualitative as well
as quantative methods of
forecasting such as time
series, trend analysis,
correlation, regression
etc.
Is able to foresee impact
of plan change and
maintain material for
emergency situations.
Is able to check material
shortage and take timely
actions.
Proactively analyses the
sales forecast and has
extensive knowledge of
forecasting techniques
and coaches the others on
the same.
Is able to provide
accurate production plan
3 days in advance to the
manufacturing
department.
Tries implement new
forecasting models in
planning to minimize
cost and maintain
optimum inventory.
Table 6
5. VENDOR MANAGEMENT
Definition-Drive to work together with the vendors/suppliers to achieve the work goals
by sharing information and valuing the expertise of others. It includes building and
Competency Mapping
- 49 -
maintaining network and/or relationship with the vendors to achieve the objectives as
well as keeping a track of their performance.
BASIC
“UNDERSTANDS”
PROFICIENT
“APPLIES”
MASTER
“TEACHES”
Understands the benefit
of working with the
suppliers to maintain a
common ground.
Builds trust by
following through
commitments.
Maintains a continuous
follow up with suppliers
to ensure smooth flow
of work
Keeps a track of vendor
performance.
Manages to get
material/finished goods
from vendor due to
change in plan.
Strengthens
relationships with the
suppliers through
building rapport and
trust over time.
Looks for a way to add
maximum value to
partnership through
investigating
opportunities.
Records and reports
vendor performance
efficiently.
Anticipates the change
before time and
prepares the vendors to
provide material despite
of too many changes in
plan.
Builds strong alliances
with the suppliers to
build behind the scene
support for ideas and
builds networks that can
be used in future.
Credits the suppliers
contribution for
maintaining cordial
relations.
Identifies and analyses
the key vendors
beneficial for the
business.
Makes continuous
efforts to introduce new
concepts like Vendor
Managed Inventory for
continuous
improvement.
Table 7
6. SPACE UTILIZATION
Definition- Refers to the optimum usage of space for placing material and ensuring right
material at the right place in stores.
Competency Mapping
- 50 -
BASIC
“UNDERSTANDS”
PROFICIENT
“APPLIES”
MASTER
“TEACHES”
•Keeps the material at the
defined place.
• Must make the optimum use
of available space by review.
•.Tries to reserve material
through e-booking so as to
send it direct online.
•.Ensures timely disposal of
rejected, Obsolete material for
space utilization.
•Check the total quantity of
material with vendor.
•. Effectively disposes the
obsolete/rejected material on
time.
• Examines the space at
regular intervals and
ensures the right material at
right place and tagging the
area for the same.
• Ensures material required
frequently placed nearby to
minimize the distance and
vica versa.
•.Continuously shows
optimum results to reserve
material and make it
available direct online so as
to minimize the storage of
raw material etc.
• Is able to design work
flow system.
• Has a proactive
approach towards
material order and
frequently reviews the
space for its effective
utilization and uses
systematic strategies and
techniques for the same
and teaches the same to
the subordinates.
• Comes up with new
ways to book the material
and make it available
direct online and teaches
the same to others.
• Focus on continuous
improvement.
Table 8
7. KNOWLEDGE DOMAIN (LEAN CONCEPTS)
Definition- Has the knowledge needed to perform the role and to solve the problems
and issues of supply chain. Actively shares knowledge and learning (especially lean
Competency Mapping
- 51 -
concepts) and promotes the sharing of information. Keeps self informed about the
concerns of the own role as well as team.
BASIC
“UNDERSTANDS”
PROFICIENT
“APPLIES”
MASTER
“TEACHES”
• Knows what is expected
of own role and how this
contributes to the objectives
of the organization.
•Has the conceptual
knowledge of kanban and is
able to take out the
requirements.
•Has the knowledge of JIT
working and is able to give
feedback on issues faced.
• Is aware of the basic 5 s
concept.
•Has the knowledge of
concepts of Value Stream
Mapping
• Establishes relationships
across the organization to
broaden knowledge.
• Is able to derive sheet
requirement sheet for kanban
and implement kanban on new
suppliers.
•Is able to derive the
improvement in JIT and
implement new suppliers on
JIT.
• Is able to strategize and keep
the material at the tagged
place even in case of
emergencies.
• Is able to use the concepts of
value stream Mapping for
efficient planning and
utilization of capacity.
• Understands the working
of organization as a whole.
• Plays an active role in
developing others
knowledge and
understanding.
• Is able to design
implementation of kanban
and coaches others on the
same.
• Is able to design JIT
implementation keeping in
mind both internal and
external customers and
coaches others on the same.
•Should be able to identify
storage space requirement
and implement 5S concepts
in the best possible way.
Table 9
8. LOGISTICS MANAGEMENT
Competency Mapping
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Definition- The management of transportation operations of all types, including tracking
and managing every aspect of vehicle measurement, checking. Mapping,
communications, carrier handling, carrier selection and management, accounting.
BASIC
“UNDERSTANDS”
PROFICIENT
“APPLIES”
MASTER
“TEACHES”
• Assesses transportation
needs, and load planning
requirements.
•Ensures the measurement
and checking of carrier
before shipping the goods to
same.
• Coordinates
documentation, expediting
and tracking of products.
•Evaluates transportation
costs and performance.
• Uses the carrier space
properly.
• Verifies the delivery and
reciept of goods.
• Assesses transportation
needs and load planning
regularly through systems.
• Evaluates transportation
cost and makes
comparisons with the
competitors.
• Links transportation
performance with
assignment.
• Ensures Optimum Space
Utilization of the carrier.
• Ensures transporters get
payment on timely basis.
• Manages to get carriers in
unplanned times.
• Anticipates the market
situation and is able to
forecast and plan the
transportation needs in
advance and teach the same
to the team.
• Ensures Transportation
Cost is minimum even in
comparison with the
competitors, continuously
works on the same and
teaches it to others too.
Table 10
COMPETENCY MATRIX Commn Systems Inventory Vendor Forecasting Knowledge Space Logistics
Competency Mapping
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COMPETENCY/
DESIGNATION
Skills Skills Mgmt Mgmt Skills Domain Utilization Management
Manager
(Planning)
B P M B P M B P M B P M B P M B P M B P M N
R
N
R
N
R
Manager
(Logistics)
B P M B P M B P M B P M B P M B P M B P M B P M
Deputy Manger
(Buyer-Within
India Parts)
B P M B P M B P M B P M B P M B P M N
R
N
R
N
R
N
R
N
R
N
R
Deputy Manager
(Buyer-Exports)
B P M B P M B P M B P M B P M B P M N
R
N
R
N
R
N
R
N
R
N
R
Deputy Manager
(Stores)
B P M B P M B P M B P M B P M B P M B P M N
R
N
R
N
R
Senior Executive
(Planning)
B P M B P M B P M B P M B P M B P M N
R
N
R
N
R
N
R
N
R
N
R
Senior Executive
(Buyer)
B P M B P M B P M B P M B P M B P M N
R
N
R
N
R
N
R
N
R
N
R
Senior Executive
(Buyer & Stores)
B P M B P M B P M B P M B P M B P M B P M N
R
N
R
N
R
Senior Executive
(Stores)
B P M B P M B P M B P M B P M B P M B P M N
R
N
R
N
R
DESIRED LEVEL OF COMPETENCY
EXPLANATION OF THE COMPETENCY MATRIX
The Competency Matrix has been designed which acts as a tool to study what is the
required level of competency for each Job position against each competency.
Competency Mapping
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Along the columns are the various competencies and along the rows are the various Job
Positions.
B refers to the Basic level.
P refers to the Proficient level
M refers to the Master Level.
NR refers to not required
STEP 6: FINDING THE GAP
The gap has been found on the basis of Competency Evaluation Sheet wherein the
Superiors of employees and the HOD have decided the actual and the desired level of
competency for each employee. Gap analysis of the same has been shown in Data
Analysis Part.
STEP 7: PREPARING A DEVELOPMENTAL PLAN
Based upon the Gap Analysis as shown in the Data Analysis Chapter the Developmental
Plan has been prepared. Since the purpose of the Competency Mapping Project is
employee development, training need identification ,Process Improvement and preparing
the employees for the future so the developmental Plan as discussed in the Suggestions
and recommendations chapter has been divided into two phases.
Suggestions on Training
Suggestions for process improvement and preparing the Planning and Supply
Chain Department for future.
CHAPTER 6: DATA ANALYSIS
GAP ANALYSIS BASED ON COMPETENCY MATRIX
COMPETENCY/DESIGNATION
CommnSkills
Systems Skills
InventoryMgmt
Vendor Mgmt
ForecastingSkills
KnowledgeDomain
Space Utilization
Logistics Management
Competency Mapping
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Manager(Planning)
B P M B P M B P M B P M B P M B P M B P M NR
NR
NR
Manager(Logistics)
B P M B P M B P M B P M B P M B P M B P M B P M
Deputy Manger(Buyer-Within India Parts)
B P M B P M B P M B P M B P M B P M NR
NR
NR
NR
NR
NR
Deputy Manager(Buyer-Exports)
B P M B P M B P M B P M B P M B P M NR
NR
NR
NR
NR
NR
Deputy Manager(Stores)
B P M B P M B P M B P M B P M B P M B P M NR
NR
NR
Senior Executive(Planning)
B P M B P M B P M B P M B P M B P M NR
NR
NR
NR
NR
NR
Senior Executive(Buyer)
B P M B P M B P M B P M B P M B P M NR
NR
NR
NR
NR
NR
Senior Executive(Buyer & Stores)
B P M B P M B P M B P M B P M B P M B P M NR
NR
NR
Senior Executive(Stores)
B P M B P M B P M B P M B P M B P M B P M NR
NR
NR
Senior Executive1(Stores)
B P M B P M B P M B P M B P M B P M B P M NR
NR
NR
Actual Desired Actual = Desired
Level Level Level Level Table 12
SCALE USED
3 Level Rating Scale is used to measure the proficiency level wherein
1= Basic
2= Proficient
3= Master
Competency Mapping
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CHARTS USED
Radar Charts
1. POSITION:MANAGER(PLANNING)
2. POSITION: MANAGER (LOGISTICS)
Competency Mapping
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3. POSITION:DEPUTY MANAGER (BUYER-WITHIN INDIA)
4. POSITION: DEPUTY MANAGER (BUYER_EXPORTS)
Competency Mapping
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5. POSITION: DEPUTY MANAGER (STORES)
6. POSITION: SENIOR EXECUTIVE (PLANNING)
Competency Mapping
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7. POSITION: SENIOR EXECUTIVE (BUYER)
8. POSITION: SENIOR EXECUTIVE (BUYER & STORES)
Competency Mapping
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9. POSITION- SENIOR EXECUTIVE (STORES)
10. POSITION: SENIOR EXECUTIVE1 (STORES)
Competency Mapping
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CHAPTER 7: FINDINGS, RECOMMENDATIONS AND CONCLUSIONS
Competency Mapping
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FINDINGS
Following are the findings of the research project are
Competencies required for the Supply Chain Department Communication Skills,
Systems Skills, Inventory Management, Vendor Management, Forecasting Skills,
Knowledge Domain, Space Utilization and Warehouse Management.
.Gaps was found in communication skills of 7 out of 10 employees.
Gaps were found in System skills of 8 out of 10 employees
Gaps were found in Inventory Management of 7 out of 10 employees
Gaps were found in Vendor Management of 5 out of 10 employees
Gaps were found in forecasting skills of 7 out of 10 employees
Gaps were found in Knowledge Domain of 9 out of 10 employees
Gaps were found in Space Utilization skills of 5 out of 6 employees
Competency Mapping
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RECOMMENDATIONS
FOR TRAINING
Sr
No.
Competency Name Training to be Given
1 Communication Skills Negotiation Skills
Written Skills
Interpersonal Skills
2. Systems Skills Advanced Excel
SAP 4.7 (MM and PP Module)
3 Inventory Management Inventory Models Like EOQ,ABC Analysis,
Safety Stocks etc
4 Vendor Management Best Practices in Vendor Management
5 Forecasting Skills Forecasting tools like correlation,regression, trend
analysis etc.
6 Knowledge (Lean) Planning- Value Stream Mapping
Buyer-Kanban, JIT, Containarization
Stores-5 S concepts
7. Space Utilization Best Warehouse Practises.
Table 11
Competency Mapping
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SUGGESTIONS ON TRAINING FOR EACH JOB POSITION
COMPETENCY/DESIGNATION
CommnSkills
Systems Skills
InventoryMgmt
Vendor Mgmt
ForecastingSkills
KnowledgeDomain
Space Utilization
Logistics Management
Manager(Planning & Supply Chain)
Manager(Logistics)
Deputy Manger(Buyer-Within India Parts)
Deputy Manager(Buyer-Exports)
Deputy Manager(Stores)
Senior Executive(Planning)
Senior Executive(Buyer)
Senior Executive(Buyer & Stores)
Senior Executive(Stores)
Senior Executive1(Stores)
SUGGESTIONS FOR PROCESS IMPROVEMENT Competency Mapping
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SAP implementation starting from the sales forecasting end so that the delays in
reaching of data otherwise received via Logistics can be minimized.
Planning from the end of planner and the buyer should strike a balance between
estimate basis and statistical basis to maintain optimum inventory and overcome
the problem of fluctuations in sales forecasting.
Milk Run Systems can be made more effective by continuous review of
performance of the vendors as well as the vehicles of contracted transporters.
Also fines should be imposed on vendors if they do not send the material when
they receive the vehicles sent to them.
Training should be given on how to handle kanban for larger volumes.
Space in stores can be utilized by using the spare parts area for storage of material
which is less bulky and less required on line.
Also for the storage of small items certain small drawers can be made rather than
using the entire place.
Buyers should prepare a monthly report on Kanban along with the areas of
problem if any to ensure its smooth implementation.
For the purpose of crate management the buyers may fix a meeting together and
define and allocate the space requirement pertaining to their parts.
New concept called Vendor Managed Inventory may be tried and used wherein
the supplier handle the parts and make it available direct online to overcome the
problem of space if it is feasible.
CONCLUSION
Competency Mapping
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Competency is a set of knowledge, skills and attitudes required to perform a job
effectively and efficiently. A Competency is something that describes how a job might be
done, excellently; a Competence only describes what has to be done, not how. With the
list of competencies available with an organization it becomes clear what is the cluster of
attitude ,skills and behaviour we want in the individual with the help of which recruiting
right and growing the talent in the right way.
The purpose of competency mapping here is process improvement and
preparing more second line managers. So if the above given suggestions of training and
process improvement are taken care of it will surely help in bring about process
improvement and preparing more second line managers and thereby helping in
succession planning.Another benefit of using competency mapping would be to prepare
customized training rather than just giving training which will prove to be more effective.
Working with Whirlpool Of India Ltd., Faridabad was an enlighting experience
which has helped me enhancing my knowledge and skills and is the first step towards my
career ambition.
ANNEXURES
1. JOB DESCRIPTION FORM
Competency Mapping
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FOR WHIRLPOOL OF INDIA
LTD.
JOB DESCRIPTION
DEPARTMENT SECTION
POSITION:
REPORTS TO:
JOB SUMMARY:
JOB SPECIFICATION:
REQUIRED QUALIFICATION:
REQUIRED EXPERIENCE-
REQUIRED SKILLS:
JOB RESPONSIBILITIES:
KEY RESULT AREAS:
ANNEXTURE 2
ACTIVITY SOURCE CHART
Competency Mapping
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Name-
Designation-
Reports To-
FREQUENCY TIME SPENT IN A DAY
DAILY ACTIVITIES
WEEKLY ACTIVITIES
FORTNIGHTLY ACTIVITIES
MONTHLY ACTIVITIES:
QUARTERLY ACTIVITIES
YEARLY ACTIVITIES
ANNEXURE 3
COMPETENCY EVALUATION FORM
SUPPLY CHAIN MANAGEMENT:- Competency Mapping
- 69 -
POSITION:-
REPORTS TO:-
ROLE PURPOSE:-
.
KEY ACCOUNTABILITIES
CURRENT DESIRED
COMPETENCY EXAMPLE
COMPETENCY Not Required Basic Proficient Master Actual
Not Required Basic Proficient Master Desired
FUNCTIONAL COMPETENCIES
COMMUNICATION Not Required Basic Proficient Master Actual
Not Required Basic Proficient Master Desired
SYSTEMS SKILLS Not Required Basic Proficient Master Actual
Not Required Basic Proficient Master Desired
Competency Mapping
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INVENTORY
MANAGEMENT
Not Required Basic Proficient Master Actual
Not Required Basic Proficient Master Desired
VENDOR
MANAGEMENT
Not Required Basic Proficient Master Actual
Not Required Basic Proficient Master Desired
FORECASTING
SKILLS
Not Required Basic Proficient Master Actual
Not Required Basic Proficient Master Desired
KNOWLEDGE
DOMAIN
Not Required Basic Proficient Master Actual
Not Required Basic Proficient Master Desired
SPACE
UTILIZATION
Not Required Basic Proficient Master Actual
Not Required Basic Proficient Master Desired
LOGISTICS
MANAGEMENT
Not Required Basic Proficient Master Actual
Not Required Basic Proficient Master Desired
REFERENCES
Competency Mapping
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BOOKS
1. Palan, R. (2003) “Competency Management-A Practioners Guide, pp 5-25, Malaysia:
Specialist Management Resources Sdn Bhd.
2. Kotwal M. (2006), “Model and Method for process oriented employee performance
appraisal”, pp (12-15), Mumbai: Sunrise Model Consultancy Services.
NEWSPAPER ARTICLE
Gupta, A.(2008, December 18). Competency Mapping-The latest In HR. Times Ascent.
Pg
WEBSITES
www.whirlpool.com
http://www.unido.org/fileadmin/media/documents/pdf/Employment/UNIDO-
Competencymodel-part1.pdf
www.citehr.com
www.explorerhr.org
http://www.sunrise.net.in/CompetencyAppraisal.pdf http://www.sunrise.net.in/
CompetencyAppraisal.pdf
www.atyaasa.com
www.workitect.com
Competency Mapping
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