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A PROJECT REPORT ON

“COMPETENCY MAPPIMG – (For Team-mates)” AT

Parle Biscuits Pvt Ltd, Nashik SUBMITTED

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Acknowledgement 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. XYZ, 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. XYZ 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.

XYZ

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DECLARATION 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: XYZ

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INDEX Chapter No.

Chapter Name

1

INTRODUCTION 1.1 Object of the project 1.2 Selection of the topic for study 1.3 Objective of the study 1.4 Research methodology 1.5 Scope of study 1.6 Limitation of study 1.7 Rationale of the study

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PROFILE OF THE ORGANISATION 2.1 Background and history of the organization 2.2 Organizational flow chart 2.3 Products offered by organization 2.4 Interdepartmental relationship in organization

3

ANALYSIS & INTERPRETATION OF INFORMATION / DATA 3.1 Topics under study- Definition, Need and Utility 3.2 Data collection 3.3 Presentation of data in table graph, diagram

4

CONCLUSION

5

RECOMMENDATION AND SEGGESSIONS

6

BIBLIOGRAPHY

4

Page No


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INTRODUCTION 1.1 Object of the Project 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.

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1.2 Selection of the Topic 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:

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DESIGN-

DESCRIPTIVE

RESEARCH


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.

DATA COLLECTIONS TECHNIQUESData 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. Telephone b. Personal ●Personal interview: The relevant details were collected through personal discussion with the project guides, Head of the Department and managerial staff members. 10


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. 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 non11


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.

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.

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Sampling Size 30 employees, who include employees from all department.

Hypotheses of the Project 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.

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1.5 Scope of Study 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. 14


●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. 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.

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1.7 Rationale of the Study 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.

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 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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PROFILE OF THE ORGANIZATION

2.1 Background and History of the Organization

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Company Profile:

Head Office

Plant

Parle Products Pvt Ltd V.S. Khandekar Marg, Ville- Parle East, Mumbai 400057, Maharashrta Ph :(022) 66916911 to 15 Fax :(022) 56916926 to 27 Website: www.parleproducts.biz

Parle Biscuits Pvt Ltd Gate No.464, Village- Gonde Dhumal Tal- Igatpuri Dist- Nashik Ph: (0253) 304600 Website: www.parleproducts.biz

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Year 2007 2007 2008 2008 2010

Set Up Plant erection and commissioning (Stix line) Plant erection and commissioning( Chips) Stix Commercial production Chips commercial production C- Box manufacturing

Product Stix Chips Stix Chips 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 20


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: ďƒ˜ With the unfolding of IT age the emergence of borderless world there is a quest in Parle to become the most admired 21


among the stakeholders alike customers, wholesalers, suppliers and society.  Following ethical and fair business practices

employees,

 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

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Parle 20-20 Cookies

Golden Arcs

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 24


source, at right price, in right quantity, with desired quality and at right time. Then the purchased materials stored at store department 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 27


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). 28


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

PERppp PERSONAL hhhffggd CHARACTERISTIC ● Motive 29 ● Trait ● Self-concept ● Knowledge

ACTION

OUTCOME

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 30


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 31


3 Position-Specific Competency Sets 4. Competency Sets Defined Relative to the Level of Employee Contribution (i.e. Individual Contributor, Manager, or Organizational Leader)

Achievement Motivation

Goal Setting Personal Responsibility (Use of feedback)

Continuous Improvement (Quality, Productivity Sales, Earnings)

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●“Doing better” Competence With standard Of excellence ● Unique AccoMplishment

Calculated risk Taking

Innovation

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 •

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Reinforce corporate strategy, culture, and vision.


• • •

Establish expectations for performance excellence, resulting in a systematic approach to professional development, improved job satisfaction, and better employee retention. Increase the effectiveness of training and professional development programs by linking them to the success criteria (i.e., behavioral standards of excellence). Provide a common framework and language for discussing how to implement and communicate key strategies. Provide a common understanding of the scope and requirements of a specific role. Provide common, organization-wide standards for career levels that enable employees to move across business boundaries.

FOR MANAGERS: • • • •

Identify performance criteria to improve the accuracy and ease of the hiring and selection process. Provide more objective performance standards. Clarify standards of excellence for easier communication of performance expectations to direct reports. Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues.

FOR EMPLOYEES: •

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Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their role. Support a more specific and objective assessment of their strengths and specify targeted areas for professional development.


• •

Provide development tools and methods for enhancing their skills. Provide the basis for a more objective dialogue with their manager or team about performance, development, and career related issues.

Five types of competency characteristics

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36


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. 37


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 38


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. Classification Job descriptions are a basic tool in communicating to organizational members the specific duties, responsibilities, and competencies that are required for successful performance on the job both at job-entry and at full-performance level. By being a complete description including competencies, the job description is a more useful tool for communicating job duties to candidates, serving as a tangible guidepost for employees by providing greater role clarity and a well defined level of performance expectation based on competency proficiency levels made visible on the job description. Recruitment Using competencies in recruitment can be as simple as including a list and a brief description of the required competencies in the job posting, providing important information to the candidates both in terms of what the organization expects of its employees and for candidates to self-select for jobs that match their set of competencies based on self-assessment.

Selection&Testing It is important to ensure that those selected for a job meet not just the minimum technical requirements, but also have the essential "soft skills" (e.g. relationship building, teamwork, communication, etc...) that are vital to sustain successful performance on the job overtime. Creating a competency-based interview question bank 39


and developing competency-based validated selection measures will enable an organization to better predict the success of job candidates on the job. Training&Development A conceptualization of a competency is that it is observable, measurable, and can be learned to achieve desired performance levels. Hence, an assessment and evaluation of competency proficiency levels either during a selection interview or as part of performance management process can be used to identify appropriate developmental training opportunities necessary to achieve desired competency proficiency levels.

Career&WorkforcePlanning Job 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 40


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: What affects competency Mapping? Management Philosophy

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Customer Requirement Business needs Business process


Why competency Mapping?

What are the Applications of competency mapping?

Right sizing

Recruitment

Competenc y Mapping

Quality manpower

Placement

Higher performance

Development

Organizational core competence

Performance Management Career planning Reward

What are the tools of competency mapping? Job Redesign Competency Identification

Competency Assessment

By superior

Superior Assessment

By HR specialist

Psychometric Tests

Job expert

Interviews

Psychologist

Management Games

Industrial Engineers

Role Play

Questionnaire

Case Study

Interviews

LGD

Task force

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 42


following arguments management.

in

favor

of

effective

competence

» 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 43


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 identifying competence skills: Job description:

46

used

in


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 Job Description time given by his supervision or not, etc. 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.

JOBoutDESCRIPTION - Working the human and material resources needed. Department: Production

- Ensure prescribed lineProduction parameters are completed timely. Designation: Executive/Head - Ensure complete compliance to prescribed PQS, HACCP and 5S processes.

Job Description

- Drafting a timescale for the job.

Approved By- Unit Head

- Estimating costs and setting the quality standards.

Department-Production

48

- 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 Behavioral Indicators No Job Description

Ranking 1 2 Department: Production

3

1 By: Machine Operation Approved Unit Head 2 General Maintenance Position: Officer Reports to: Production Head 3 Production Safety knowledge 4 Component Knowledge Responsibility: 5 Instruments Knowledge 6 Communication skills - Supervises employees at different stages of product to ensure safety, quality and 7 Commercial Judgment productivity. 8 Material Handling - 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. Department: Production

Designation: Production Officerof facilities, equipment, or procedures to - Develops and recommends improvements improve safety, quality, and efficiency. - Managing Job 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. 50


JOB DESCRIPTION Department: Production Approved By: UnitAss. HeadProduction Officer Department: Production Designation: 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. 51 - Coordinate with production head and production officers.


JOB DESCRIPTION Approved By: Unit Head

Department: Quality Assurance

Position: Quality Head Department: Quality AssuranceReports To: Unit Head Designation: Quality Head/ Executive

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.

52


Quality Assurance Department Name: Role: 53


Sr No

Behavioral Indicators

Ranking 1

1 2 3 4 5 6 7 8 9 10

2

3

Job Knowledge Teamwork Communication skills Analytical Skills Interpersonal Relationship Presentation skills Computer skills Inspection Skills Decision Making Work Determination

JOB DESCRIPTION Approved By: Unit Head Department: Quality Assurance Department: Quality Assurance Position: QualityQuality coordinator Designation: coordinatorReport 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. 54- Assisting QA Head.


Department: Commercial Designation: Logistic Officer JOB DESCRIPTION Approved By: Unit Head 55

Department: Logistic


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.

Logistics Name: Role: Sr no

Behavioral Indicators

Ranking 1

56

2

3


1 2 3 4 5 6 7 8 9 10 11

Interpersonal Relationship Skills Presentation & Communication Skills Order booking & Invoicing Sales Return Packing & Storage Manner of Dispatch Imports& Export Work Determination Commercial Judgment Decision Making Computer Literacy

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 headCommercial Department: - Help in lowering and secure agreement Designation: Purchasecost Officer - Assure timely and accurate payment of invoices necessary for business with suppliers

57


Purchase Name: Role: 58


Sr. no

Behavioral Indicators

Ranking 1

1 2 3 4 5 6 7 8

Job Knowledge Maintaining procurement file Vendor relation Material handling Communication Skills Commercial Skills Work Determination Decision Making

Department: Commercial Designation: BSR Officer

59

2

3


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

BSR Name: Role: Sr 60

Behavioral Indicators

Ranking


no 1 1 2 3 4 5 6 7 8 9

2

3

Daily stock details Preparing Invoice Arranging Vehicles for dispatching Daily reports to CSG/PCS Complaints from depot Communication & presentation skills Computer literacy Decision making Work determination

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 Department: Stores - PhysicalStores verification of raw materials Designation: Officer - Providing fuel consumption record to collector office & tahsildar - Maintain man power

61


Stores Name: Role: 62


Sr no

Behavioral Indicators

Ranking 1

1 2 3 4 5 6 7 8 9

2

3

Job Knowledge Record Keeping House Keeping Knowledge of excise tax Computer Knowledge Communication skills Decision Making Commercial Judgment Work determination

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. Department: - Help establishIT and built relationship with venders to ensure cost effectiveness. IT Officer Designation: - Installation & maintain of LAN & WAN. - Local database for web bridge maintenance &backup record. - Installation of DMS and Maintenance.

63


IT (Systems) Name: Role: Sr 64

Behavioral Indicators

Ranking


no 1 1 2 3 4 5 6 7 8 9

2

Hardware & Software Knowledge Installation and maintenance knowledge Implementation of IT solution Interpersonal Relationship Presentation Skills Communication Skills Commercial Knowledge Decision Making Work determination

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 Department: HR - OrganizeHR company events Designation: executive - Planning and preparing annual head count - Updating organization chart - Manpower planning and expansion - Manage and appraise subordinate performance and carrier advancement

65

3


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 Designation: School coordinator

66

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


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 - MaintainingHR records and statistical reports of performance appraisal Department: & absenteeism Designation: HRrates Head - 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 67


HR Name: Role: 68


Sr. No

Behavioral Indicators

Ranking 1

2

3

1 Salary and Wages 2 Labour Law 3 DESCRIPTION Govt liaison JOB 4 Statuary Complains 5 Record Approved By: keeping Unit Head Department: commercial 6 Implementing HR Policies 7 Interpersonal Relationship Position: Commercial Head Reports To: Unit Head 8 Communication & presentation skills Responsibilities: interpreting cash flow. 9 - Monitoring Decision & Making costing. 10- Monthly Computer Knowledge Deposit of monthly return. 11 Work determination -

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.

Department: Accounts Designation: Commercial Officer

69


Accounts Name: Role: 70


Sr No

Behavioral Indicators

Ranking 1

2

3

1 Accounts concept 2 Statuary requirements 3 Finalization of Accounts 4 Taxation Laws 5 Co-operate and other laws JOB DESCRIPTION 6 Ledger scrutiny& reconciliation 7 Cash Handling Approved By: Unit Head Department: Accounts 8 Costing & Budgeting 9 Inter branch reconciliation Position: Accounts Executive Reports To: commercial Head 10 Communication & Presentation skills Responsibilities: 11 Computer literacy - Audit & General Work- Schedule of expenses and capital 12 Decision making Expenses 13 Work determination -Wet details -Stock transport and RG detail -GRN entries and bill entries

- Purchase Order -

71

- 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 Department: Accounts Tracking of pending bills Designation: Accounts Executive


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. Department: Accounts - Maintaining daily cash and bank reports. Designation: Accounts Officer - 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.

72


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 Department: Eng/Maintenance

Designation: Eng Head

- 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 73

- Identifying risk mitigation actions and risks - Mentoring and developing engineers


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 Department: Eng/ Maintenance - Electrical wiring and tube lights Designation: Eng Officer - fuel consumption - Maintaining & recording - DG generating units - Power generating units - Water generating units

74


Engg Name: Role: Sr. no 75

Behavioral Indicators

Ranking


1 1 2 3 4 5 6 7 8 9 10

Job Knowledge Knowledge of machine maintenance Safety Knowledge Instruments knowledge Material handling Component knowledge Communication Skills Commercial Skills Work Determination Decision Making

2

&

Questionnaires Name: Department:

Designation: Length of service:

1. How do you feel working in the Organization?

76

3


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 1. 2. 3. 78

Staff Name Santosh Anandrao Tayade Kiran Jadav Pramod Pathare

Depart. Prod Prod Prod


4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30.

Abhay Kadam Murlidhar katare Pravin Shelekar Ragesh Nikam Matin Shaikh Amol Chavan Rajeevkumar Pundir Pankaj Pathak Vidyanand Pillay Anil Borse Chanrashekhar Gupta Sachin Khairnar Jitendra Gurav Santosh Velamkar Tanaji Dhongade Suresh Warungase Balasaheb khairnar Prasant Tat Deepanjali Rane Anil Nadawder Santaram Kajle Rashmi Sinha Anagha Mahale Sashikant Patil Ramkrushna Aware Jaya Kale Rajkumar Naddaf

Prod Prod Engg Engg Engg Engg IT Logistic Purchase BSR A/C A/C A/C A/C Stores Stores QA QA QA QA HR HR HR HR HR HR Security

Assessment Department: Production Sr. No 79

Behavior Indicators

No of Employee: 5 Ranking Employee No./Actual ranking out of 3


1 2 3 4 5 6 7 8

Machine Operation General Maintenance Safety knowledge Component Knowledge Instruments Knowledge Communication skills Commercial Judgment Material Handling

3

1 3

2 2

3 3

4 2

5 2

3

1

1

2

1

1

3

2

2

2

2

2

3

2

2

2

1

1

3

2

2

2

1

1

3

2

2

2

2

2

3

3

2

3

2

2

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 1 80

Behavior Indicators Accounts

Ranking out of 3 3

Employee No./ Actual skill 14 3

15 3

16 3

17 3


2 3 4 5 6 7 8 9 10 11 12 13

concept Statuary requirements Finalization of Accounts Taxation Laws Co-operate and other laws Ledger scrutiny& reconciliation Cash Handling Costing & Budgeting Inter branch reconciliation Communication & Presentation skills Computer literacy Decision making Work determination

3

2

2

2

2

3

2

2

3

2

3 3

2 2

2 3

2 2

3 2

3

3

2

2

3

3 3

3 1

2 1

3 1

2 2

3

1

2

3

3

3

3

2

2

3

3

3

2

3

2

3

3

2

1

2

3

3

2

2

3

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

81


Department: Commercial (Purchase) No of Employees: 1 Sr. Behavioral Indicators no

1 2 3 4 5 6 7 8

Job Knowledge Maintaining procurement file Vendor relation Material handling Communication Skills Commercial Skills Work Determination Decision Making

Ranking out of 3

Employe e no/actual ranking 12 3 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3

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: Logistic Sr No

82

Behavioral Indicators

No of Employee: 1 Ranking out of 3

Employee & actual Ranking


1 2 3 4 5 6 7 8 9 10 11

Interpersonal Relationship Skills Presentation & Communication Skills Order booking & Invoicing Sales Return Packing & Storage Manner of Dispatch Imports& Export Work Determination Commercial Judgment Decision Making Computer Literacy

3 3

11 3 2

3 3 3 3 3 3 3 3 3

3 2 2 2 2 1 2 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: Stores Sr. No

83

Behavioral Indicators

No of Employees: 2 Ranking out of 3

Employee No/ actual ranking


1 2 3 4 5 6 7 8 9

Job Knowledge Record Keeping House Keeping Knowledge of excise tax Computer Literacy Communication skills Decision Making Commercial Judgment Work determination

3 3 3 3 3 3 3 3 3

18 19 3 2 3 3 2 2 2 2 2 2 2 1 3 2 2 2 3 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: QA Sr. No 1

Behavioral Indicators Job Knowledge 84

No of Employees: 4 Ranking out of 3 3

Employee actual ranking 20 21 22 3 3 2

No/ 23 2


2 3 4 5 6 7 8 9 10

Teamwork Communication skills Analytical Skills Interpersonal Relationship Presentation skills Computer literacy Inspection Skills Decision Making Work Determination

3 3 3 3 3 3 3 3 3

3 2 3 3 2 2 3 2 3

2 2 2 2 2 2 2 2 2

3 2 2 2 2 2 2 2 2

2 2 1 2 2 2 2 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: Engg Sr. no 1 2

No of Employees: 4

Behavioral Indicators Job Knowledge Knowledge of 85

machine

Ranking out of 3 &

3 3

Employee No/ actual ranking 6 7 8 9 3 2 3 2 3 2 3 2


3 4 5 6 7 8 9 10

maintenance Safety Knowledge Instruments knowledge Material handling Component knowledge Communication Skills Commercial Skills Work Determination Decision Making

3 3 3 3 3 3 3 3

3 3 3 3 2 2 3 3

3 3 3 2 2 2 2 2

3 2 2 2 3 2 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: IT Sr. No

86

Behavioral Indicators

No of Employees: 1 Ranking out of 3

Actual ranking 10

2 3 2 2 1 2 2 2


1 2 3 4 5 6 7 8 9

Hardware & Software Knowledge Installation and maintenance knowledge Implementation of IT solution Interpersonal Relationship Presentation Skills Communication Skills Commercial Knowledge Decision Making Work determination

3 3

3 2

3 3 3 3 3 3 3

2 1 2 1 2 2 3

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

HR HEAD/ HR EXECUTIVE Department: HR Sr. No 1 87

Behavioral Indicators Salary and Wages

Employee: 2 Ranking out of 3 3

Actual ranking 24 25 2 2


2 3 4 5 6 7 8 9 10 11

Labour Law Govt liasion Statuary Complains Record keeping Implementing HR Policies Interpersonal Relationship Communication & presentation skills Decision Making Computer Literacy Work determination

3 3 3 3 3 3 3

3 3 2 3 3 2 2

2 2 2 3 2 2 3

3 3 3

2 2 2

2 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 Sr. No

88

Behavioral Indicators

No of Employee: 5 Ranking out of 3

Employee ranking 26 27

No/ 28

Actual 29 30


1 2 3 4 5 6 7

Job Knowledge Maintenance of record Communication skills Interpersonal Relationship IT skills Administration work Submission of office documents

3 3 3 3 3 3 3

2 3 2 2 2 2 3

2 3 2 2 3 3 2

2 3 3 2 2 2 2

2 2 1 2 2 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 (BSR) No of Employees: 1 Sr. No

89

Behavioral Indicators

Ranking out of 3

Employ ee no/ actual

3 2 2 2 2 2 2


1 2 3 4 5 6 7

Daily stock details Preparing Invoice Maintaining Daily CSG/PCS Communication & skills Computer literacy Decision making Work determination

to

3 3 3

ranking 13 3 2 2

presentation

3

1

3 3 3

2 2 2

reports

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

3.3 PRESENTATION OF DATA IN TABLE

PRODUCTION

90

No Of Employees-5


Sr No.

Behavioral Indicators

Ranking in % 1

1 2 3 4 5 6 7 8 9 10 11

Machine Operation General Maintenance Safety knowledge Component Knowledge Instruments Knowledge Communication skills Commercial Judgment Material Handling Work Determination Computer literacy Decision making

100 90

2 80 20 40 20 100 100 60 40 100 40 80

3 20 80 60 80 40 60 60 20

Machine Operation General Maintenance

80 70 60 50 40 30 20 10 0

Safety knowledge Component Knowledge Instruments Knowledge Communication skills Commercial Judgment Material Handling Work Determination

ACCOUNTS 91

No Of Employees- 4


Sr No

Behavioral Indicators

Ranking 1

1 2 3 4 5 6 7 8 9 10 11 12 13

92

Accounts concept Statuary requirements 50 Finalization of Accounts Taxation Laws Co-operate and other laws Ledger scrutiny& reconciliation Cash Handling Costing & Budgeting Inter branch reconciliation Communication & Presentation skills Computer literacy Decision making 20 Work determination

2

3 100 50 50 50 25 50 25

50 50 75 50 75 100 75 50

25 50

50 60 50

50 20 50


93 Accounts concept

PURCHASE OFFICER 0

Work determination

Decision making

Comp literacy

Comm & Presentation

Reconcilation

Costing & Bugeting

Cash Handling

Ledger scrutinity

Co-operate laws

Taxation Law

Finalization of accounts

Stat. Requirements

100 80

60

No of Employees Basic appreciation

40

Proficiency level

Competent

20

Behavioural indicators

No Of Empyoee-1


Sr. no

Behavioral Indicators

Rank

1 2 3 4 5 6 7 8

Job Knowledge Maintaining procurement file Vendor relation Material handling Communication Skills Commercial Skills Work Determination Decision Making

3 2 2 2 2 2 2 2

3 2.5 2 Rank 1.5

Rank

1 0.5

Decision making

Work determination

Comr. Skill

Comm. Skill

Mat. Handling

Vendor relation

Mant. Procurement file

Job knowledge

0

Behavioural Indicators

LOGISTIC OFFICER 94

No Of Employee-1


Sr no 1 2 3 4 5 6 7 8 9 10 11

95

Behavioral Indicators Interpersonal Relationship Skills Presentation & Communication Skills Order booking & Invoicing Sales Return Packing & Storage Manner of Dispatch Imports& Export Work Determination Commercial Judgment Decision Making Computer Literacy

Rank 3 2 3 2 2 2 2 1 2 2 2


3 2.5 2

Rank

Rank 1.5 1 0.5

Comp literacy

Decision making

Comm judg

Work determination

Import& Export

Dispatching

Packing& storage

Sales Return

Order booking &Invoicing

Pres& Comm skills

Int.Personal Relationship

0

Behavioural Indicators

STORES Sr no 1 2 3 4 5 6 7 8 9

96

Behavioral Indicators Job Knowledge Record Keeping House Keeping Knowledge of excise tax Computer Knowledge Communication skills Decision Making Commercial Judgment Work determination

No Of Emplyoees-2 Ranking Asst 3 3 2 2 2 2 3 2 3

Clerk 2 3 2 2 2 1 2 2 2


QUALITY ASSURANCE

97 Work deternination

Comm judmt

Decision making

Comm skill

Job Knowledge Record keeping House Keeping Knowledge of excise Comp knowledge

3

2.5 2

Rank 1.5

1

Person 1

0.5

Person 2

0

Behavioural Indicators

No Of Employees-4


Sr No

Behavioral Indicators

Ranking 1

1 2 3 4 5 6 7 8 9 10

98

Job Knowledge Teamwork Communication skills Analytical Skills Interpersonal Relationship Presentation skills Computer skills Inspection Skills Decision Making Work Determination

20

2 50 50 100 60 80 100 100 80 100 80

3 50 50 20 20 20 20


99 Inspection Skills Decision making Work determination

Comp literacy

Interpersonal relationship Presentation skills

Analyticalskills

Comm.skills

Teamwork

Job knowledge

100 90 80 70 60 Ranking in % 50 40 30 20 10 0 Basic Appreciation

Proficiency level

Competent

Behavioural Indicators


ENGINNERING

Sr. no

No Of Employees-4

Behavioral Indicators

Ranking 1

1 2 3 4 5 6 7 8 9 10

100

Job Knowledge Knowledge of machine maintenance Safety Knowledge Instruments knowledge Material handling Component knowledge Communication Skills Commercial Skills Work Determination Decision Making

&

20

2 50 50

3 50 50

20 20 50 80 60 100 80 80

80 80 50 20 20 20 20


100 90 80 70

Basic Appreciation

60

Ranking in %

Proficiency level

50

Com petent

40 30 20 10 Work determination

Comm. Skills

Mat. Handling

Safety Knowledge

Job knowledge

0

Behavioural Indicators

IT 101

No Of Emplyoee-1


Sr no 1 2 3 4 5 6 7 8 9

102

Behavioral Indicators Hardware & Software Knowledge Installation and maintenance knowledge Implementation of IT solution Interpersonal Relationship Presentation Skills Communication Skills Commercial Knowledge Decision Making Work determination

Rank 3 2 2 1 2 1 2 2 3


103 Behavioural Indicators Work knowledge

Decision making

Commercial skills

Comm. Skills

Presentation skills

Implementation of IT

Inst& maint Knowledge

Hardware &software

3

2.5

2

Rank 1.5

Rank

1

0.5

0


HR DEPARTMENT (For Head & Executive)

Sr. No 1 2 3 4 5 6 7 8 9 10 11

104

Behavioral Indicators Salary and Wages Labour Law Govt liasion Statuary Complains Record keeping Implementing HR Policies Interpersonal Relationship Communication & presentation skills Decision Making Computer Literacy Work determination

Ranking 2 3 3 2 3 3 2 2

2 2 2 2 3 2 2 3

2 2 2

2 2 2


HR

105 0 Implemantation of HR policies Interpersonal relationship communication skills Decision making Comp knowledge Work determination

record keeping

Statuary complains

Govt liasion

Labour Law

Salary & Wages

3

2.5 2

Rank 1.5 1

0.5

Person 1

Person 2

Behavioural Indicators

No Of Employees-5


Sr. No 1 2 3 4 5 6 7

Behavioral Indicators Job Knowledge Maintenance of record Communication skills 20 Interpersonal Relationship IT skills Administration work Submission of office documents

Ranking

106

80 60 60 100 80 80 80

20 40 20 20 20 20


100 90 80 70 60 Ranking in % 50 40 30 20 10 0

Basic Appreciation Proficiency level

Submission of docements in time

Admin work

IT skills

Interpersonal relationship

Comm skills

Maintenance of record

Job knowledge

competent

Behavioural Indicators

BSR

Sr no 1 2 3 4 5 6 7

107

No Of Employee-1

Behavioral Indicators Daily stock details Preparing Invoice Daily reports to CSG/PCS Communication & presentation skills Computer literacy Decision making Work determination

Rank 3 2 2 1 2 2 2


108

Analysis & Interpretation Behavioural Indicators Work determination

Decision making

Computer literacy

Communication skills

Maintaining daily reports

Preparing Invoice

Daily stock record

3

2.5 2

Rank 1.5

1

0.5

Rank

0


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 Awareness Production Department 1 PST 2 FSSC 3 Material handling 4 Advance Knowledge & New techniques Engg / Maintenance Department 1 Technical training 2 TPM 3 Troubleshooting Quality Department 1 PST 2 Inspection skills 3 Quality assurance 4 Analytical skills Purchase (commercial Department) 1 Negotiation skills 2 Inventory control 3 Order booking and invoicing Stores (Commercial Department) 109


1 Inventory control 2 Excise tax 3 Advanced storage system Logistic/ BSR (Commercial Department) 1 Excise tax 2 Import & Export procedures IT Department 1 Oracle 2 Enterprise recourse Planning 3 Implementation of IT solutions Accounts Department 1 Taxation 2 Advanced finance 3 MIS 4 Statutory requirements HR Department 1 Awareness of different Law and Acts 2 Motivational Programs 3 Personal Procedure 4 Time Management

RATING DETAILS 110


GAP

REMARK

0-30 30-50 50-70 70-90 90 &above

Excellent Very good Good Average Poor

Department: Production Employee No. 1

111

Ranking

Gap

400

Actual ranking 290

2

400

300

100

3

400

300

100

4

400

210

190

5

400

210

190

110

Suggested Training GA-1,2 PRO-1,2,3 GA-2,3 PROD-3,4 GA-1,2,3 PRO-1,2,3 GA-1,2,3 PRO-2,3,4 GA-1,2 PRO-1,2,3


Department: Employees) Employee No. 14 15 16 17

Commercial

Ranking 650 650 650 650

(Commercial Actual ranking 520 430 470 510

Gap 130 220 180 140

&

Accounts Suggested Training GA-1,4 ACC-1,2,3 ACC-1,2,3 ACC-1,2,4

Department: Commercial (Purchase) Employee No. 12

Ranking 400

Actual ranking 260

Gap 140

Suggested Training PUR1,2,3

Department: Commercial (Logistic) Employee No. 11

Ranking 550

Actual ranking 360

Department: Commercial (Stores) 112

Gap 190

Suggested Training LOG-1,2


Employee No. 18 19

Ranking

Actual ranking 350 280

Gap

Gap

500

Actual ranking 420

21

500

320

180

22

500

320

180

23

500

290

210

Gap

500

Actual ranking 460

7

500

360

140

8

500

380

120

9

500

310

190

450 450

100 170

Suggested Training STO-1,2,3 STO-1,2,3

Department: QA Employee No. 20

Ranking

80

Suggested Training GA-1,4 QA-1,2,3,4 GA-1,2,3 QA-1,2,3,4 GA-1,3 QA-3,4 GA-2,3,4 QA-1,2,3,4

Department: Engg Employee No. 6

113

Ranking

40

Suggested Training GA-1,2,4 ENG-1,2,3 GA-2,3,4 ENG1,2,3 GA-1,3,4 ENG-2,3 GA-3,4 ENG-3,4


Department: IT Employee No. 10

Ranking

Actual ranking 290

Gap

Gap

550

Actual ranking 410

25

550

370

180

26

350

250

100

27

350

270

80

28

350

250

100

29

350

200

150

30

350

230

120

450

160

Suggested Training GA-1,2 IT-1,2,3

Department: HR Employee No. 24

Ranking

Department: Commercial (BSR) 114

140

Sugesseted Training GA-1,2,3 HR-1,2,3 GA-1,2,3 HR- 3,4 GA-1,4 HR2,4 GA-1,2,3 HR-1,2,3,4 GA-1,2,3 HR-3,4 GA-1,2,3 HR-1,2 GA-1,2,3,4 HR-2,3,4


Employee No. 13

Ranking 350

Actual ranking 220

Gap 130

ANALYSIS & INTERPRETATION OF DATA 115

Suggested Training GA-1,2,3 BSR-1,2


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 116


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 117


118


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 119


120


“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 learningincluding 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

121


 “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

122

OMPETENCY MAPPING – AS HRD TOOLS  

“COMPETENCY MAPPIMG – (For Team-mates)” PROJECT REPORT ON AT A 1

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