50077661-A-STUDY-ON-COMPETENCY-MAPPING-OF-THE-EMPLOYEES-OF-RELIANCE-MUTUAL-FUNDâ€

8/13/201950077661-A-STUDY-ON-COMPETENCY-MAPPING-OF-THE-EMPLOYEES-OF-RELIANCE-MUTUAL-FUND

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A REPORT

ON

A STUDY ON COMPETENCY MAPPING OF THEEMPLOYEES OF RELIANCE MUTUAL FUND

BY

RITU OJHA (6ND 12665)MBA II

ICFAI NATIONAL COLLEGE,KOTA.

ORGANISATION


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A REPORT

ON

A STUDY ON COMPETENCY MAPPING OF THEEMPLOYEES OF RELIANCE MUTUAL FUND

BY

RITU OJHA (6ND 12665)MBA II

ICFAI NATIONAL COLLEGE,KOTA.

A report submitted i p!rti!" #u"#i""met o# t$e re%uiremets o#

M&A Pro'r!m (C"!ss o# )**+,*-.

ICFAI NATIONAL COLLEGE

COPIES MAR/ED LIST0

Comp!1 GuideF!2u"t1 Guide

INC Ceter


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DECLARATION

I hereby declare that this project work entitled 3A STUDY ON

COMPETENCY MAPPING OF THE EMPLOYEES OF RELIANCE

MUTUAL FUND is my work, carried out under the guidance of my faculty

guide Ms Poo4! /!s$1!p !d Ms S$i5$! Mis$r! faculty of ICFAI National

College, Jaipurand my company guide Mr6 As$is$ Puro$it (Are! M!!'er7

Re"i!2e Mutu!" Fud7 8!ipur.6This report neither full nor in part has eer

been submitted for award of any other degree of either this uniersity or any

other uniersity!

RITU O8HA

(+ND9)++:.


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TA&LE OF CONTENTS

A25o;"ed'emet


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CHAPTER I@ ,

SOT A!"1sis

CHAPTER @ ,

Co2ept !d de#iitios o# Compete21

Le>e"s o# Compete21

Ideti#i2!tio o# Ro"e Compete2ies

Import!2e o# Compete2ies #or t$e idi>idu!" emp"o1ees

Compete21 de>e"opmet t!b"e

Co2ept !d de#iitios Compete21 m!ppi'

Re%uired 2ompete2ies #or Compete21 m!ppi'

Too"sBmet$ods #or Compete21 m!ppi'

Itrodu2tio to +*,de'ree !ppro!2$ i Compete21 m!ppi'

&ee#its o# +*,de'ree !ppro!2$ i Compete21 m!ppi'

A!"1sis o# Compete21 m!ppi' i Re"i!2e Mutu!" Fud

CHAPTER @I ,

Fidi's

CHAPTER @II ,

Re2ommed!tio

CHAPTER @III,

Co2"usio


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CHAPTER I

uestio!ire

&ib"io'r!p$1


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AC/NOLEDGMENT

The main purpose of the practical training is to deelop among the student a full

knowledge about industrial enironment! As a student of "#A practical training ismust! In practical training I had undergone four months in $eliance "utual Fund,Jaipur!This "anagement Thesis report is an outcome of the many who helped me throughoutin preparation! I am really ery much indebted to all of them!It is e%tremely difficult, if not possible to thank indiidually the numerous fellow

persons who patroni&ed this dissertation report!

Indeed, I cannot completely describe their support to me but it is only a ery small

attempt to show my gratification to them! I feel pleasure for paying completely heartygratitude to them!

I hae immense pleasure in coneying my debt sense of gratitude to my Ceter He!d'INC, (ota) Dr6 Geet! Gupt!for proiding me the company for my training!

I am thankful to my SIP Ceter He!d (8!ipur.and all the staff for helping me in eachstage!

I e%uberantly thankful to my company guide Mr6 As$is$ Puro$it'Area "anager,

$eliance "utual Fund, Jaipur) who supported me and guide me in a proper direction!*e also motiated me throughout my training!

I sincerely beliee that the road of improement is neer ending! *ence I shall forwardto end gratefully acknowledge all suggestions receied! I am highly grateful to MsPoo4! /!s$1!p'Faculty +uide, INC, Jaipur),Ms S$i5$! Mis$r!'*$ Faculty,Jaipur), Ms Mee!5s$i C$!u$!'*$ Faculty, (ota) for acting as a +uiding star forme!

I am thankful to my parents and my friends for their support in my project!

ast but not the least my sincere apologies are who helped me in a ariety of wage and

whose name could not be indiidually acknowledged!


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PREFACE

"anagement of modern business re-uires an appreciation of multidisciplinary conceptand in depth knowledge of specific analytical tools, geared to the solution of real life

problems! No doubt eery real situation is uni-ue but a set of theoretical tools ofknowledge, itself based on empirical foundation, can help in deeloping the mechanismfor handling such situation! .o the "#A curriculum has been desired to proide to thefuture managers ample practical e%posure to the business world!.ummer Internship /rogram is essential for the fulfillment of "#A curriculum0 it

proides an opportunity to the student to understand the industry with special emphasison the deelopment of skills in analy&ing, interpreting practical problems through

application of management!

The project study 1 A study of Competency mapping of the employees of $eliance"utual Fund2 was carried out in $eliance "utual Fund, Jaipur!This project study will be helpful in analysis of the Competency mapping of theemployees of $eliance "utual Fund with 3456degree approach!


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EECUTI@E SUMMARY

/robably nothing can define the spirit of being 7mutual8 better than this erse! And whoelse to understand it better than the mutual fund industry! It seems the mutual fundindustry in India is slowly but surely beginning to recogni&e this aspect for the better!Today, there is greater emphasis on the role of the industry, the regulator! .ecurities and9%change board of India '.9#I) and industry body, Association of "utual Funds in India'A"FI) on creating awareness among inestors and improing inestor serices! In fact,the efforts of both the regulator as well as A"FI are laudable for promoting the cause ofinestor education religiously!

The mutual fund industry has been remarkably resilient oer the last decade in spite of

arying economic conditions, capital market scams, and increasing competition! Today,many institutions are offering numerous schemes, tailored to meet the diersified needsof saers!

$eliance Industries td! has promoted $eliance "utual Fund '$"F) has been sponsoredby $eliance Capital td!, one of India:s largest priate sector enterprises! $elianceIndustries td! has a net worth of $s!3;, ;


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Creating competency based culture and systems in organi&ations are the need of the hour!This creates a demand for *$ professionals to hae speciali&ed skills and hae acontinuous up6gradation of knowledge!

In this project an attempt has been made to ealuate the .elf6Competency and there-uired competencies for the different roles of the employees of $eliance "utual Fundwith the help of 3456 degree approach of Competency mapping!

In $eliance "utual Fund, Jaipur, there are total number of employees are >5! They allbelong to different jobtask! There are fie major roles performed by the employees!*ence in total the number of responses 'sample si&e) becomes


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O&8ECTI@ES

The main aim of undertaking this study is to accomplish the following objectie

1. Proper understanding and analysis of the concept ofCompetency mapping.

2. Conducting an employees survey and understanding theircompetencies in Reliance Mutual Fund.

3. Understanding the importance of competencies foremployees.

4. pplying 3!"#degree approach of Competency for self andthe different ideal roles in company.

$. Understanding the %enefits of 3!"#degree approach.


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LIMITATIONS

Though the present study aimed to achiee the aboe6mentioned objecties in full earnestand accuracy, it was hampered due to certain limitations! .ome of the limitations of thisstudy may be summari&ed as follows

+etting accurate responses from the respondents due to their inherent problems was difficult! They were partial, and refused to cooperate!

Dery few people hae knowledge about Competency mapping in a proper manner!

.ample si&e was limited as in $eliance "utual Fund, Jaipur there are only >5

employees on roll!

At the duration of my study company has launch NF? 'New Fund ?ffer)! .o all theemployees were busy in that!


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METHODOLOGY

The objectie of the present study can be accomplished by conducting a systematic

employees surey! "arket $esearch is a systematic design, collection, analysis and

reporting of data and finding that are releant to different market situation facing by the

company! The marketing research process that will be adopted in the present study

consist of the following stages

De#ii' t$e prob"em !d rese!r2$ ob4e2ti>e0

The research objectie state that what information is needed to sole the problem! *ere

the objectie of other research is awareness and (nowledge of competency and proper

mapping of the competency of the employees of $eliance "utual Fund with the help of

3456degree approach!

De>e"opi' rese!r2$ p"!0

?nce the problem is defined, the ne%t step is to prepare a plan for getting the informationneeded for the research! The present study will adopt e%ploratory approach where in there

is a need to gather a large amount of information before making a conclusion if re-uired!

The descriptie and casual approaches may also be used!

Co""e2tio !d Sour2es o# D!t!0

To collect the data, releant information is necessary as regards to the project0 as a result

using two ways collected data

/rimary Eata

.econdary Eata!


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Prim!r1 D!t!0

In this the information is being possessed with first hand information, which is new and

fresh!

The tools used by us for the primary data are

uestionnaire

Face6to6Face Interiew

?bseration

Se2od!r1 d!t!0

The information that is receied with the help of Journals, "aga&ines, Financial reports

or which is already present with the company!

$eferences used from management books

+athered information through @orld @ide @eb 'www)!

.upport and knowledge proided by Faculty and Company guide!

S!mp"i' P"!0

.ampling unit The employees of $eliance "utual Fund in Jaipur city were limited so I

hae done the study on < different roles in the company! .o it became


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A!"1?e t$e 2o""e2ted i#orm!tio0

This inoles conerting raw material in to useful information! It inoles tabulation ofdata and using statically measures on them for deeloping fre-uency distribution and

calculating the aerages and dispersions!

Report rese!r2$ #idi's0

This phase will mark the culmination of the marketing research efforts! The report with

the research finding is a formal written document!


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CHAPTER II

Idustr1 Pro#i"e


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HISTORY AND ORGANIATION OF MUTUAL FUNDS IN

INDIA

The mutual fund industry in India started in >G43 with the formation of HnitTrust of India, at the initiatie of the +oernment of India and $esere #ankthe! The history of mutual funds in India can be broadly diided into four

distinct phases6

First P$!se 9+,-J0

An Act of /arliament established Hnit Trust of India 'HTI) on >G43! It was set upby the $esere #ank of India and functioned under the $egulatory andadministratie control of the $esere #ank of India! In >G HTI was de6linkedfrom the $#I and the Industrial Eeelopment #ank of India 'IE#I) took oer theregulatory and administratie control in place of $#I! The first scheme launched byHTI was Hnit .cheme >G4;! At the end of >G HTI had $s!4,55 crores of assetsunder management!

Se2od P$!se 9-J,9 (Etr1 o# Pub"i2 Se2tor Fuds.0

>G marked the entry of non6 HTI, public sector mutual funds set up by public

sector banks and ife Insurance Corporation of India 'IC) and +eneral InsuranceCorporation of India '+IC)! .#I "utual Fund was the first non6 HTI "utual Fundestablished in June >G followed by Can bank "utual Fund 'Eec ), /unjab

National #ank "utual Fund 'Aug G), Indian #ank "utual Fund 'No G), #ank ofIndia 'Jun G5), #ank of #aroda "utual Fund '?ct G=)! IC established its mutualfund in June >GG while +IC had set up its mutual fund in Eecember >GG5!At the end of >GG3, the mutual fund industry had assets under management of $s!;,55; crores!

T$ird P$!se 9,)** (Etr1 o# Pri>!te Se2tor Fuds.0

@ith the entry of priate sector funds in >GG3, a new era started in the Indian mutualfund industry, giing the Indian inestors a wider choice of fund families! Also,>GG3 was the year in which the first "utual Fund $egulations came into being,under which all mutual funds, e%cept HTI were to be registered and


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goerned! The erstwhile (othari /ioneer 'now merged with Franklin Templeton)was the first priate sector mutual fund registered in July >GG3!The >GG3 .9#I '"utual Fund) $egulations were substituted by a morecomprehensie and reised "utual Fund $egulations in >GG4! The industry nowfunctions under the .9#I '"utual Fund) $egulations >GG4!

The number of mutual fund houses went on increasing, with many foreign mutualfunds setting up funds in India and also the industry has witnessed seeral mergersand ac-uisitions! As at the end of January =553, there were 33 mutual funds withtotal assets of $s! >,=>,5< crores! The Hnit Trust of India with $s!;;, crores ofassets under management was way ahead of other mutual funds!

Fourt$ P$!se si2e Febru!r1 )**0

In February =553, following the repeal of the Hnit Trust of India Act >G43 HTI wasbifurcated into two separate entities! ?ne is the .pecified Hndertaking of the HnitTrust of India with assets under management of $s!=G,3< crores as at the end ofJanuary =553, representing broadly, the assets of H. 4; scheme, assured return andcertain other schemes! The .pecified Hndertaking of Hnit Trust of India, functioningunder an administrator and under the rules framed by +oernment of India and doesnot come under the puriew of the "utual Fund $egulations!

The second is the HTI "utual Fund td, sponsored by .#I, /N#, #?# and IC! Itis registered with .9#I and functions under the "utual Fund $egulations! @ith the

bifurcation of the erstwhile HTI which had in "arch =555 more than $s!4,555crores of assets under management and with the setting up of a HTI "utual Fund,conforming to the .9#I "utual Fund $egulations, and with recent mergers taking

place among different priate sector funds, the mutual fund industry has entered itscurrent phase of consolidation and growth! As at the end of .eptember, =55;, therewere =G funds, which manage assets of $s!>5 crores under ;=> schemes!


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The graph indicates the growth of assets oer the years K

Gr!p$ 90T$e 'r!p$ s$o;i' Gro;t$ i !ssets uder m!!'emet

t$rou'$ Mutu!" Fuds


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MUTUAL FUND COMPANIES IN INDIA

List o# Some o# t$e AMCs Oper!ti' i Idi!

N!me o# t$e AMC N!ture o#

o;ers$ip

Alliance Capital Asset "anagement 'I) /riate imited /riate Foreign

#irla .un ife Asset "anagement Company imited /riate Indian

#ank of #aroda Asset "anagement Company imited #anks

#ank of India Asset "anagement Company imited #anks

Can bank Inestment "anagement .erices imited #anks

Cholamandalam Ca&enoe Asset "anagement Companyimited

/riate Foreign

Eundee Asset "anagement Company imited /riate Foreign

E./ "errill ynch Asset "anagement Company

imited

/riate Foreign

9scorts Asset "anagement imited /riate Indian

First India Asset "anagement imited /riate Indian

+IC Asset "anagement Company imited Institutions

IE#I Inestment "anagement Company imited Institutions

Indfund "anagement imited #anks

IN+ Inestment Asset "anagement Company /riateimited

/riate Foreign

J " Capital "anagement imited /riate Indian


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RECENT TRENDS IN MUTUAL FUND INDUSTRY

The most important trend in the mutual fund industry is the aggressie e%pansion of

the foreign owned mutual fund companies and the decline of the companies floated by

nationali&ed banks and smaller priate sector players!

"any nationali&ed banks got into the mutual fund business in the early nineties and

got off to a good start due to the stock market boom preailing then! These banks did

not really understand the mutual fund business and they just iewed it as another kind

of banking actiity! Few hired speciali&ed staff and generally chose to transfer staff

from the parent organi&ations! The performance of most of the schemes floated by

these funds was not good! .ome schemes had offered guaranteed returns and their

parent organi&ations had to bail out these A"Cs by paying large amounts of money as

the difference between the guaranteed and actual returns! The serice leels were also

ery bad! "ost of these A"Cs hae not been able to retain staff, float new schemes

etc! and it is doubtful whether, barring a few e%ceptions, they hae serious plans of

continuing the actiity in a major way!

The e%perience of some of the A"Cs floated by priate sector Indian companies was

also ery similar! They -uickly reali&ed that the A"C business is a business, which

makes money in the long term and re-uires deep6pocketed support in the intermediate

years! .ome hae sold out to foreign owned companies, some hae merged with

others and there is general restructuring going on!

The foreign owned companies hae deep pockets and hae come in here with the

e%pectation of a long haul! They can be credited with introducing many new practices


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such as new product innoation, sharp improement in serice standards and

disclosure, usage of technology, broker education and support etc! In fact, they hae

forced the industry to upgrade itself and serice leels of organi&ations like HTI hae

improed dramatically in the last few years in response to the competition proided by

these!


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ASSOCIATION OF MUTUAL FUNDS IN INDIA

(AMFI.

@ith the increase in mutual fund players in India, a need for mutual fund association

in India was generated to function as a non6profit organi&ation! Association of "utual

Funds in India 'A"FI) was incorporated on ==nd August >GG

A"FI is an ape% body of all Asset "anagement Companies 'A"C), which has been

registered with .9#I! Till date all the A"Cs are that hae launched mutual fund

schemes are its members! It functions under the superision and guidelines of its

#oard of Eirectors!

Association of "utual Funds India has brought down the Indian "utual Fund Industry

to a professional and healthy market with ethical lines enhancing and maintaining

standards! It follows the principle of both protecting and promoting the interests of

mutual funds as well as their unit holders!


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The objectives of Association of Mutual Funds in India-

The Association of "utual Funds of India works with 35 registered A"Cs of the

country! It has certain defined objecties, which ju%taposes the guidelines of its #oard

of Eirectors! The objecties are as follows

This mutual fund association of India maintains high professional and ethical

standards in all areas of operation of the industry!

It also recommends and promotes the top class business practices and code of conductwhich is followed by members and related people engaged in the actiities of mutual

fund and asset management! The agencies who are by any means connected or inoled

in the field of capital markets and financial serices also inoled in this code of

conduct of the association!

A"FI interacts with .9#I and works according to .9#Is guidelines in the mutual

fund industry!

Association of "utual Funds of India do represent the +oernment of India, the

$esere #ank of India and other related bodies on matters relating to the "utual Fund

Industry!

It deelops a team of well6-ualified and trained Agent distributors! It implements a

programme of training and certification for all intermediaries and other engaged in the

mutual fund industry!

A"FI undertakes all India awareness programme for inestors in order to promote

proper understanding of the concept and working of mutual funds!


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At last but not the least association of mutual fund of India also disseminate

information8s on "utual Fund Industry and undertakes studies and research either

directly or in association with other bodies!

The Sponsors of Association of Mutual Funds in India

#ank .ponsored

.#I Fund "anagement td!

#?# Asset "anagement Co! td!

Can bank Inestment "anagement .erices td!

HTI Asset "anagement Company /t! td!

Institutions

+IC Asset "anagement Co! td!

Jeean #ima .ahayog Asset "anagement Co! td!

/riate .ector

Indian

#enchmark Asset "anagement Co! /t! td!

Cholamandalam Asset "anagement Co! td!

Credit Capital Asset "anagement Co! td!

9scorts Asset "anagement td!

J" Financial "utual Fund

(otak "ahindra Asset "anagement Co! td!

$eliance Capital Asset "anagement td!

.ahara Asset "anagement Co! /t! td

.undaram Asset "anagement Company td!


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Tata Asset "anagement /riate td!

/redominantly India Joint Dentures

#irla .un ife Asset "anagement Co! td!

E./ "errill ynch Fund "anagers imited

*EFC Asset "anagement Company td!

/redominantly Foreign Joint Dentures

A#N A"$? Asset "anagement 'I) td!

Alliance Capital Asset "anagement 'India) /t! td!

Eeutsche Asset "anagement 'India) /t! td!

Fidelity Fund "anagement /riate imited

Franklin Templeton Asset "gmt! 'India) /t! td!

*.#C Asset "anagement 'India) /riate td!

IN+ Inestment "anagement 'India) /t! td!

"organ .tanley Inestment "anagement /t! td!

/rincipal Asset "anagement Co! /t! td!

/rudential ICICI Asset "anagement Co! td!

.tandard Chartered Asset "gmt Co! /t! td!


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Association of Mutual Funds in India Publications

A"FI publishes mainly two types of bulletin! ?ne is on the monthly basis and the other

is -uarterly! These publications are of great support for the inestors to get intimation of

the know6how of their parked money!


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CHAPTER III

COMPANY PROFILE


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RELIA!E"R#$P-

$eliance +roup founded by Ehirubhai *! Ambani '>G3=6=55=) is India:s largestbusiness house with total reenues of oer $s GG,555 crore 'H.M ==!4 The billion),cash profit of $s >=,!; billion) and e%ports of $s >


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Re"i!2e C!pit!" Asset M!!'emet Ltd6

$eliance Capital Asset "anagement td!is a wholly owned subsidiary of $elianceCapital imited, the sponsor! $eliance Capital td! holds the entire paid6up capital'>55) of $eliance Capital Asset "anagement td!

$eliance Industries td! has promoted reliance "utual Fund '$"F) has beensponsored by $eliance Capital td!, one of India:s largest priate sector enterprises$eliance Industries td! has a net worth of $s!3;, ;, =55;!

$eliance Capital td! has contributed $upees ?ne ac as the initial contribution tothe corpus for the setting up of the "utual Fund! $eliance Capital td! isresponsible for discharging its functions and responsibilities towards the Fund inaccordance with the .ecurities and 9%change #oard of India '.9#I) $egulations!

The .ponsor is not responsible or liable for any loss resulting from the operation ofthe .cheme beyond the contribution of an amount of $upees one ac made by

them towards the initial corpus for setting up the Fund and such other accretionsand additions to the corpus!

$eliance Capital Asset "anagement td! '$CA"), a company registered under theCompanies Act, >GGG

Agreement 'I"A) with $CA" dated "ay >=, >GG< and was amended on August>=, >GG in line with .9#I '"utual Funds) $egulations, >GG4! /ursuant to thisI"A, $CA" will act as Inestment "anager of the "utual Fund! The net worth ofthe Asset "anagement Company as on 35thJune =55< is $s! GG5!G crores!


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About Re"i!2e Mutu!" Fud

$eliance "utual Fund '$"F) has been established as a trust under the IndianTrusts Act, >= with $eliance Capital imited '$C), as the .ettlor.ponsor and$eliance Capital Trustee Co! imited '$CTC), as the Trustee$"F has been registered with the .ecurities B 9%change #oard of India '.9#I)ide registration number "F5==G dated June 35, >GG>th!"arch =55; ide .9#I:s letter no! I"E/./;G>th! "arch =55;$eliance "utual Fund was formed to launch arious schemes under which unitsare issued to the /ublic with a iew to contribute to the capital market and to

proide inestors the opportunities to make inestments in diersified securities!

T$e m!i ob4e2ti>es o# t$e Trust !re0

To carry on the actiity of a "utual Fund as may be permitted at law andformulate and deise arious collectie .chemes of saings and inestmentsfor people in India and abroad and also ensure li-uidity of inestments for

the Hnit holders0

To deploy Funds thus raised so as to help the Hnit holders earn reasonablereturns on their saings and

To take such steps as may be necessary from time to time to reali&e theeffects without any limitation!


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T$e Sposors

$eliance Capital imited

Re'istered O##i2e

$eliance Capital td, Dillage "eghpar, /adana Taluka alpur, Eistrict Jamnagar 6

34>=5 6 +ujarat!

Corpor!te O##i2e

$eliance Capital td! ?ld ICI +odown, Fosbery $oad, ?ff $eay $oad .tation

'9ast), "umbai 6 ;55533!


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Re"i!2e Mutu!" Fud (8!ipur &r!2$.

>! "r! Ashish /urohit 'Area "anager)

=! "r! .anjee Derma 'Cluster *ead)

3! "r! Tabish "ehmood '#anking *ead)

;! "r! *itesh +upta '?perations *ead)

! "r! $ajkumar '$elationship "anager)

! "r! Loheb '$elationship "anager)

G! "r! Dijit '$elationship "anager)

>5!"r! Imram '#ack ?ffice ?perations)

>>!"s! (omal Arora '#ack ?ffice ?perations)


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PRODUCTS AND SER@ICES OF RELIANCE

MUTUAL FUND

E%uit1 S2$emes

Re"i!2e E%uit1 Fud

'An open6ended diersified 9-uity .cheme!) The primary inestment objectie of the

scheme is to seek to generate capital appreciation B proide long6term growth

opportunities by inesting in a portfolio constituted of e-uity B e-uity related

securities of top >55 companies by market capitali&ation B of companies which are

aailable in the deriaties segment from time to time and the secondary objectie is

to generate consistent returns by inesting in debt and money market securities!

Re"i!2e T!= S!>er (ELSS. Fud

'An ?pen6ended 9-uity inked .aings .cheme!) The primary objectie of the

scheme is to generate long6term capital appreciation from a portfolio that is inested

predominantly in e-uity and e-uity related instruments!

Re"i!2e E%uit1 Opportuities Fud

'An ?pen69nded Eiersified 9-uity .cheme!) The primary inestment objectie of

the scheme is to seek to generate capital appreciation B proide long6term growth

opportunities by inesting in a portfolio constituted of e-uity securities B e-uity

related securities and the secondary objectie is to generate consistent returns by

inesting in debt and money market securities!


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Re"i!2e @isio Fud

'An ?pen6ended 9-uity +rowth .cheme!) The primary inestment objectie of the

.cheme is to achiee long6term growth of capital by inestment in e-uity and e-uity

related securities through a research based inestment approach!

Re"i!2e Gro;t$ Fud

(An ?pen6ended 9-uity +rowth .cheme!) The primary inestment objectie of the

.cheme is to achiee long6term growth of capital by inestment in e-uity and e-uity

related securities through a research based inestment approach!

Re"i!2e Ide= Fud

'An ?pen 9nded Inde% inked .cheme!) The Inestment ?bjectie under the Nifty

/lan is to replicate the composition of the Nifty, with a iew to endeaor to generate

returns, which could appro%imately be the same as that of Nifty! The Inestment

?bjectie under the .ense% plan is to replicate the composition of the .ense%, with a

iew to endeaor to generate returns, which could appro%imately be the same as that

of .ense%!

Re"i!2e NRI E%uit1 Fud

'An open6ended Eiersified 9-uity .cheme!) The /rimary inestment objectie of

the scheme is to generate optimal returns by inesting in e-uity or e-uity related

instruments primarily drawn from the Companies in the #.9 =55 Inde%!


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Debt S2$emes

Re"i!2e Mot$"1 I2ome P"!

'An ?pen 9nded Fund! "onthly Income is not assured B is subject to the aailability

of distributable surplus) The /rimary inestment objectie of the .cheme is to

generate regular income in order to make regular diidend payments to unit holders

and the secondary objectie is growth of capital! /rimarily the inestment shall be

made in debt and money market securities 'i!e! 5) with a small e%posure 'i!e! up to

=5) in e-uity!

Re"i!2e Gi"t Se2urities Fud , S$ort Term Gi"t P"! K Lo' Term Gi"t P"!

?pen6ended +oernment .ecurities .cheme) The primary objectie of the .cheme is

to generate ?ptimal credit risk6free returns by inesting in a portfolio of securities

issued and guaranteed by the central +oernment and .tate +oernment!

Re"i!2e I2ome Fud

'An ?pen6ended Income .cheme) The primary objectie of the scheme is to generate

optimal returns consistent with moderate leels of risk! This income may be

complemented by capital appreciation of the portfolio! Accordingly, inestments

shall predominantly be made in Eebt B "oney Instruments!

Re"i!2e Medium Term Fud

'An ?pen 9nd Income .cheme with no assured returns!) The primary inestment

objectie of the .cheme is to generate regular income in order to make regular

diidend payments to unit holders and the secondary objectie is growth of capital!


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Re"i!2e S$ort Term Fud

'An ?pen 9nd Income .cheme) The primary inestment objectie of the scheme is to

generate stable returns for inestors with a short inestment hori&on by inesting in

Fi%ed Income .ecurities of short6term maturity!

Re"i!2e Li%uid Fud

'?pen6ended i-uid .cheme)! The primary inestment objectie of the .cheme is to

generate optimal returns consistent with moderate leels of risk and high li-uidity!

Accordingly, inestments shall predominantly be made in Eebt and "oney "arket

Instruments!

Re"i!2e Fi=ed Term S2$eme

'Close6ended Income .cheme) The primary objectie of the .cheme is to seek to

achiee regular returns growth of capital by inesting in a portfolio of fi%ed income

securities normally maturing in line with the time profile of the plan with the

objectie of limiting interest rate olatility!

Re"i!2e F"o!ti' R!te Fud

'An ?pen 9nd Income .cheme) The primary objectie of the scheme is to generate

regular income through inestment in a portfolio comprising substantially of Floating

$ate Eebt .ecurities 'including floating rate securiti&ed debt and "oney "arket

Instruments and Fi%ed $ate Eebt Instruments swapped for floating rate returns)! The

scheme shall also inest in Fi%ed rate debt .ecurities 'including fi%ed rate securiti&ed

debt, "oney "arket Instruments and Floating $ate Eebt Instruments swapped for

fi%ed returns!


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Re"i!2e NRI I2ome Fud

'An ?pen6ended Income scheme) The primary inestment objectie of the .cheme is

to generate optimal returns consistent with moderate leels of risks! This income may

be complimented by capital appreciation of the portfolio! Accordingly, inestments

shall predominantly be made in debt Instruments!

Re"i!2e Li%uidit1 Fud

'An ?pen 6 ended i-uid .cheme) The inestment objectie of the .cheme is to

generate optimal returns consistent with moderate leels of risk and high li-uidity!

Accordingly, inestments shall predominantly be made in Eebt and "oney "arket

Instruments!

Re"i!2e Re'u"!r S!>i's Fud

'An ?pen 6 ended scheme)

The Inestment ?bjecties

Debt Optio0The primary inestment objectie of this plan is to generate optimal

returns consistent with moderate leel of risk! This income may be complemented by

capital appreciation of the portfolio! Accordingly inestments shall predominantly be

made in Eebt B "oney "arket Instruments!

E%uit1 Optio0The primary inestment objectie is to seek capital appreciation and

or consistent returns by actiely inesting in e-uity e-uity related securities!

H1brid Optio0The primary inestment objectie is to generate consistent return by

inesting a major portion in debt B money market securities and a small portion in

e-uity B e-uity related instruments!


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Se2tor Spe2i#i2 S2$emes0

.ector Funds are specialty funds that inest in stocks falling into a certain sector of

the economy! *ere the portfolio is dispersed or spread across the stocks in that

particular sector! This type of scheme is ideal for inestors who hae already made up

their mind to confine risk and return to a particular sector!

Re"i!2e &!5i' Fud

$eliance "utual Fund has an ?pen69nded #anking .ector .cheme which has the

primary inestment objectie to generate continuous returns by actiely inesting in

e-uity e-uity related or fi%ed income securities of banks!

Re"i!2e Di>ersi#ied Po;er Se2tor Fud

$eliance Eiersified /ower .ector .cheme is an ?pen6ended /ower .ector .cheme!

The primary inestment objectie of the .cheme is to seek to generate consistent

returns by actiely inesting in e-uity e-uity related or fi%ed income securities of

/ower and other associated companies!

Re"i!2e P$!rm! Fud

$eliance /harma Fund is an ?pen6ended /harma .ector .cheme!

The primary inestment objectie of the .cheme is to generate consistent returns by

inesting in e-uity e-uity related or fi%ed income securities of /harma and other

associated companies!


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Re"i!2e Medi! K Etert!imet Fud

$eliance "edia B 9ntertainment Fund is an ?pen6ended "edia B 9ntertainment

sector scheme! The primary inestment objectie of the .cheme is to generate

consistent returns by inesting in e-uity e-uity related or fi%ed income securities of

media B entertainment and other associated companies!

Re"i!2e E%uit1 Ad>!t!'e Fud (Ne; Fud O##er.

$eliance has recently launched NF? that is $eliance 9-uity Adantage Fund! It is an

?pen6ended fund with .I/ system! It is e-uity6diersified fund, which will track the

Nifty CNO!


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CHAPTER I@

SOT A!"1sis


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STRENGTHS

$eliance "utual Fund, a part of the KAnil Ehirubhai Ambani +roup '$6

AEA+) is one of the fastest growing mutual fund company in the country!

$eliance mutual fund offers inestors a well Krounded portfolio of products

to meet arying inestor re-uirements!

$eliance mutual fund has a presence oer 5 cities across the country!

A fund from $eliance mutual fund, an A"C with a proen track record ofconsistent return!

.trong and consistent fund management team!

Inestor Kfriendly personal and technological support!

9nsures better costumer serices, coneniences, and communication byefficient network!

u!"it1 produ2t K ser>i2es K *igh -uality standard maintained!

&r!d N!me K 7$eliance "utual Fund 8 is popular brand name among

customers!

+ood image between customers!

Any Time "oney Card 'AT" Card) for all inestors!


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EA/NESS

ess e%istence in rural area!

ess e%penditure on adertising and promotional schemes!

ack of 9ducational program for adisors and inestors!

OPPORTUNITIES

Jaipur is a big industrial area so there is a huge opportunities!

$eliance mutual fund has a ery good -uality products Bschemes

comparison to other competitor!

$eliance is first company, which launched 9-uity fund with hedging feature,

which aim to minimi&e risk!

+ood perception among the customer!

$ural "arket!

#ank and /ost office customers!


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THREATS

All competitors of "utual fund!

Insurance .ector

#ank .chemes

$eal 9state

Hncertain "arket


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CHAPTER @

Compete21 M!ppi'

A!"1sis !d Iterpret!tio o# D!t!


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CONCEPT K DEFFINATION OF COMPETENCY

3Super#"uit1 2omes sooer b1 ;$ite $!irs7 but 2ompete21 "i>es

"o'er6

i""i!m S$!5espe!re

This is Competency era and a significant shift towards Competency #ased?rgani&ation has been obsered! /eople and their competencies hae become themost significant factors that gie a competitie edge to any corporation! *$/rofessionals and ine "anagers can contribute a great deal to deelop competency6

based organi&ations!

Any underlying characteristic re-uired for performing a gien task, actiity or rolesuccessfully can be considered as competency! Competency may take the following

forms

/o;"ed'e

Attitude

S5i""

Ot$er 2$!r!2teristi2s o# ! idi>idu!" i2"udi'

"oties

Dalues

Traits

.elf Concept etc!


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De#iitio o# Compete21 3A competency is the capability to apply or use a setof related knowledge, skills, and abilities re-uired to successfully perform Pcriticalwork functionsP or tasks in a defined work setting! Competencies often sere as the

basis for skill standards that specify the leel of knowledge, skills, and abilitiesre-uired for success in the workplace as well as potential measurement criteria forassessing competency attainment2!

1Competencies include the collection of success factors necessary for achieingimportant results in a specific job or work role in a particular organi&ation2

In eery job, some people perform more effectiely than others! .uperior performersdo their jobs differently and possess different characteristics, or PcompetenciesP,than aerage performers do! And the best way to identify the characteristics that

predict superior performance is to study the top performers!

Competencies may be grouped in to arious areas! In a classic article published afew decades ago in *arard #usiness $eiew, Eaniel (at& grouped those underthree areas, which were later e%panded by Indian "anagement professors in to thefollowing four

Q Te2$i2!"0dealing with the technology or know how associated with the function,role, task 'Also now referred by some as Functional)

Q M!!'eri!"BOr'!i?!tio!" dealing with the managerial aspects, organi&ing,

planning, mobili&ing resources, monitoring, systems use etc!

Q Hum!B&e$!>ior!"including personal, interpersonal, team related and

Q Co2eptu!"BT$eoreti2!"including isuali&ations, model building etc!

This is a conenience classification and a gien competency may fall into one ormore areas and may include more than one from! A competency dictionary of a firmgies detailed descriptions of the competency language used by that firm! It containsdetailed e%planations of the combinations of competencies 'technical, managerial,human and conceptual knowledge, attitudes and skills) using their own language!For e%ample Teamwork or Team "anagement competency can be defined in termsof organi&ation specific and leel specific behaiors for a gien origination! At topleels it might mean in the case of one organi&ation ability identify utili&e andsynergi&e the contributions of a project team and at another leel it might mean


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ability to inspire and carry along the top management team including diersitymanagement! It is put here in much more simplistic way while in competencymapping all details of the behaiors 'obserable, specific, measurable etc!) to beshown by the person occupying that role are specified!

T1pes o# Compete2ies,

1. Perso!" Fu2tioi' Compete2ies6 These competencies include broadsuccess factors not tied to a specific work function or industry 'often focusing onleadership or emotional intelligence behaiors)!2. Fu2tio!"BTe2$i2!" Compete2ies6 These competencies include specificsuccess factors within a gien work function or industry!

LE@ELS OF COMPETENCIES

There are three leels of competencies K

Core Compete2ies6 These applies to the organi&ation as a whole! They refer to

what the organi&ation has to be good at doing if it is to succeed! This includes such

as customer satisfaction, producing and deliering high -uality goods, innoation,managing costs etc!

Geeri2 Compete2ies6 These are shared by group of similar jobs6 financial

accountants, systems analysts, team leaders etc! They coer the aspects of the work

that they hae in common and define the shared capabilities re-uired to delier the

results they are e%pected to achiee!


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Ro"e6Spe2i#i2 Compete2ies6 These are uni-ue to a particular role! They define

special task that they hae to do, in addition to any generic competencies they may

share with other people carrying out broadly similar roles!

Ideti#i2!tio o# Ro"e Compete2ies

>!>!Stru2ture !d "ist o# ro"es,Stru2ture !d "ist o# ro"es,

?rgani&ational structure study and e%amination?rgani&ational structure study and e%amination

ist all the roles in the structureist all the roles in the structure

Identify redundant and oerlapping rolesIdentify redundant and oerlapping roles

Final list of rolesFinal list of roles

)6)6 De#iitio o# ro"es,De#iitio o# ro"es,

Identify (/As of the roleIdentify (/As of the role

ink the (/As with Eept! and ?rgani&ational goalsink the (/As with Eept! and ?rgani&ational goals

.tate the content of the aboe in one or two sentences.tate the content of the aboe in one or two sentences

/osition the role in perspectie with that of others/osition the role in perspectie with that of others

66 8ob des2riptio,8ob des2riptio,

ist down all the actiitiestasksist down all the actiitiestasks

RR .mall and big.mall and big

RR $outine and Creatie$outine and Creatie

Categori&e actiities under major headsCategori&e actiities under major heads

66 Compete21 re%uiremet,Compete21 re%uiremet,

Identify against each actiity the followingIdentify against each actiity the following

$ole holder interiew and listing$ole holder interiew and listing

Internal9%ternal customer interiew and listingInternal9%ternal customer interiew and listing

.tar performer interiew and listing.tar performer interiew and listing

$ole holder critical incident analysis$ole holder critical incident analysis

Consolidate the aboe and make a checklist of competenciesConsolidate the aboe and make a checklist of competencies

$ank6 order and finali&e on


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COMPETENCY DE@ELOPMENT TA&LECOMPETENCY DE@ELOPMENT TA&LE

$ole $ole IdentifiedIdentified

competenciescompetencies

AssessmentAssessmentresultresult

Areas ofAreas ofimproementimproement Action planAction plan


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COMPETENCY MAPPING

De#iitio, 3Competency mapping is a process an indiidual uses to identify anddescribe competencies that are the most critical to success in a work situation orwork role!2

@ith changing business scenario and new challenges emerging in the competitieworld, successful performance in any jobtask has taken a critical place, fororgani&ational success! Competency mapping is one such process that helps inidentifying and mapping competencies re-uired for successful performance in a

particular role! Competency mapping and assessment has gained paramountimportance in organi&ations, for keeping people deelopment strategies and

processes in sync with organi&ational growth B objecties and ma%imi&ing theutili&ation of human potential!

Creating competency based culture and systems in organi&ations are the need ofthe hour! This creates a demand for *$ professionals to hae speciali&ed skills andhae a continuous up6gradation of knowledge!

Competency6based performance management processes are becoming more

prealent in many organi&ations, but they are particularly appropriate fororgani&ations where there are

Hncertain enironments

ualitatieprocess serice jobs

.elf6managed teams

Eeelopmental jobs

Changing organi&ations


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If your *$ person does not hae competencies to competency mapping, then get

him or her to ac-uire on an emergency basis and build a competency6based

organi&ation! The future success of ?rgani&ations and people depends on how

competent they are6 ?bious! There is no alternatie to competency mapping!

Competency mapping can play a significant role in recruiting and retaining people

as it gies a more accurate analysis of the job re-uirements, the candidate:s

capability, of the difference between the two, and the deelopment and training

needs to bridge the gaps!

Re%uired Compete2ies #or Compete21 m!ppi'

Competency mapping is a task, which can be done by many people! Now a days,all "anagement schools, and definitely those speciali&ing in *$, train students in

competency mapping! $ecently, when the author taught a course on "anagementof Talent at the Indian .chool of #usiness, with two hours of introduction to the

process of competency mapping, the students 'all with e%perience of more thantwo years) hae done a great job of competency mapping for a set of roles!

The person who facilitates competency mapping should hae the followingcompetencies6

.hould hae some familiarity with competencies and the nature ofcompetencies! This includes knowledge of the terms used commonly in

competency identifications 'sociability, actiity leel, monitoring ability,resource mobili&ation, ision, communication skills, analytical skills,

planning, organi&ing, team building, imitatie, strategic thinker etc!) andmeaning of most common terms!


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.hould know the meaning of knowledge 'awareness, information),Attitude 'predispo6sition) and skill 'demonstrable ability to perform a

particular task or actiity with a predestinated leel of proficiency6 speed,accuracy, -uality etc)!

.hould be able to differentiate knowledge, attitude, and skills! Abilityto differentiate moties, alues, self6concept and traits is an additionalcompetence!

.hould be bale to differentiate a task from an actiity!

.hould be able to list a set of actiities and tasks for a gien role withthe help of a role holder 'a person who is currently doing a the gien job)!

.hould able to classify a gien competence 'knowledge, attitude andskill) into technological arena, managerial arena, behaioral arena and

conceptual arena! .hould hae interiewing and probing skills!

.hould be able to document and communicate to others throughdocumentation 'ability to communicate using precise language, and proidee%planations whereer necessary)

.hould be familiar with the nature of business done by the firm, itsproducts, markets, processes etc! or at least would be able to understand andgrasp the basics of technology and processes used by the firm! This can bedeeloped through a -uick induction program by the firm!

Any "asters in "anagement or .ocial .ciences or an 9mployee with e-uialent

e%perience and Training can deelop these competencies! Conceptual background

and understanding of the business is important! Familiarity with #usiness,

?rgani&ations, "anagement and #ehaioral .ciences is useful! *$ "anagers,

"anagement +raduates, Applied /sychologists are -uite -ualified to do this!


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Too"sBmet$ods #or Compete21 m!ppi'

There are following methods to assess competencies6

AssessmentEeelopment CenterAssessmentEeelopment Center

345 Eegree feedback345 Eegree feedback

$ole6plays$ole6plays

Case studyCase study

.tructured 9%periences.tructured 9%periences

.imulations.imulations

#usiness +ames#usiness +ames

+*,de'ree !ppro!2$+*,de'ree !ppro!2$

>!>! .elf.elf

=!=! ?thers?thers

Internal9%ternal CustomersInternal9%ternal Customers#osspeers.ubordinate

Itrodu2tio to +*,de'ree !ppro!2$ i 2ompete21

m!ppi'

345 Eegree Feedback is a "ulti6 $ater Feedback .ystem! Almost eery Fortune


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&ee#its o# +*,de'ree !ppro!2$ i Compete21

m!ppi'

It proides a more objectie and acceptable feedback!

Dery effectie for deeloping leadership and other competencies

considered critical for performing arious eadership and "anagerial roles

effectiely!

.eres as a team6building tool as it is more inoling and participatie!

/romotes a culture of openness!

/romotes total -uality with emphasis on internal and e%ternal customer

orientation!

$esults in better -uality of *$ decisions for training and rewards!

*elps in identification of competency gaps and planning deelopment

interentions!

A!"1sis o# Compete21 M!ppi' i Re"i!2e Mutu!" Fud


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In $eliance "utual Fund, Jaipur, there are total number of employees are >5! Theyall belong to different jobtask! There are fie major roles performed by theemployees! The roles are6

>! Cluster *ead

=! #anking *ead

3! $etail *ead

;! ?perations *ead


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A!"1sis #or Se"#,Compete21

>! Awareness about Competency in $eliance "utual Fund K

a) Ses K >5 b) No K 5

A%areness of !o&petenc'

0

2

4

6

8

1012

Yes No

Response

o(ofe&plo'ees

Series1

Iterpret!tio6 Aboe graph depicts that >55 employeeshae awarenessabout Competency! It is a good sign for company and its profitability!

=! Any e%clusiely specific skills, which hae benefited the company6

a) .trongly Ses6 ; b) "oderately Ses6 < c) .trongly No6 > d) "oderately No6 5


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Initiatives for enhance )no%led*e

30%

10%10%

50%

Only a

Only d

Only b

All 3

Iterpret!tio, The aboe pie chart depicts that 5 employees takonly one initiatie of the help of peers and superisors and rest >5 employeesdo not take any initiatie!

a) .trongly Ses6 ; b) "oderately Ses6 4c) .trongly No6 5 d) "oderately No6 5


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Acceptance of !han*e

01

23

45

67

Strongly

Yes

Modrately

Yes

Strongly

No

Modrately

No

Response

o(ofe&plo'

ees

Series1

Iterpret!tio, Aboe bar graph depicts that ;5 employees were strongly agreeand rest 45 employees were moderately agree that they easily accept the changesIt means employees are resistant in accept the changes!

4!.ome specific changes faced by the employees of $eliance "utual fund6

'?pen6ended)

Iterpret!tio, This was an open6ended -uestion so the common response I haegot was that each employee hae faced one or another changes like6 coordinationwith new employee, fre-uently changes in work profile, process initiaties,multitasking #/". implementation etc!

! Eifferent Competencies, which can help the employees6

a) (nowledge of basic accounting principals and procedures!b) Ability to read understands and follows written directions!c) Facilitation skills6 ability to focus and direct group discussion!d) Eecision making skills6 ability to weigh options foresees conse-uences of decisions!


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i) ?nly b 6 = ii) ?nly c K > iii) ?nly d 6 3 i) All ; 6 ;

+ifferent !o&petencies

20%

10%

30%

40% Only b

Only

Only d

All 4

Iterpret!tio, The aboe pie chart depicts that ;5 employees hae all the fourcompetencies, 35 employees hae only decision6making power, =5 employeeshae only ability to follow written directions and rest >5 employees hae onlyfacilitation skills!

! Importance of critical incidence in successfailure of employees6

a) .trongly Ses6 3 b) "oderately Ses6 =

c) .trongly No6 3 d) "oderately No6 =


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I&portance of !ritical Incidence

00.5

11.5

22.5

33.5

Strongly

Yes

Modrately

Yes

Strongly

No

Modrately

No

Response

o(ofe&plo

'ees

Series1

Iterpret!tio, The aboe graph depicts that 35 employees were stronglyagree that critical incidence helps in successfailure, 35 were moderately agree=5 employees were strongly disagree and rest =5 employees said moderatelyno for the condition!

G! .ome critical incidence faced by the employees of $eliance "utual fund6'?pen6ended)

Iterpret!tio,This was an open6ended -uestion so = responses I hae got were6

?ne of the employee hae faced an incidence that was6 discrepancy in 4 Cr!$s! Application by one of the banker, he got it certified by coordinatingwith "umbai Team '*)

?ne of the employee has build strong relationship with all the channelpartners, which intern help him for his success!


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>5!Challenges faced by the employees in their job6

a) .trongly Ses6 4 b) "oderately Ses6 = c) .trongly No6 = d) "oderately No6 5

!hallen*es in the job

012

34567

Strongly

Yes

Modrately

Yes

Strongly

No

Modrately

No

Response

o(o

fe&plo'ees

Series1

Iterpret!tio, The aboe bar graph depicts that 45 employees hae faced

challenges in their job, =5 employees hae faced but not in a that much of e%tendand rest =5 employees were not faced any challenges!

>>!$eporting relationship of the employees6

Iterpret!tio6 All the employees report their Area "anagerCluster *ead! .othere is not communication gap and flow of information is smooth!


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A!"1sis #or : Ide!" Ro"es o# Re"i!2e Mutu!" Fud

A!"1sis #or C"uster He!d

>! Awareness about Competency in Cluster head of $eliance "utual Fund K


A%areness of !o&petenc'

0

2

4

6

8

10

12

Yes No

Response

o(ofe&plo'ees

Series1

Iterpret!tio6 Aboe graph depicts that >55 employees said that cluster headhas awareness about Competency! .o that he can handle his team effectiely!


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=!Any e%clusiely specific skills, which should benefit the company6

a) .trongly Ses6 >5 b) "oderately Ses6 5c) .trongly No6 5 d) "oderately No6 5

Specific s)ill

0246

81012

StronglyY

es

Mod

erately

Yes

Strongly

No

Mod

erately

No

Response

o(ofe&plo'ees

Series1

Iterpret!tio6 The aboe graph depicts that >55 employees were strongly agre

that cluster head should possess some specific skills which will benefit the compan

3!The attitude-ualities highlighted by the work of the Cluster *ead K '?pen6ended)

Iterpret!tio,It is an open6ended -uestion so the common response which I haegot was cluster head should hae sound knowledge of market, he must possessmanagerial skills, e%pertise in relationship building, handle employees grieances ia proper manner, leadership skills should be there in cluster head!


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;! Initiaties, which should help to enhance the knowledge of work of the cluster head6a) .tudy the work related task!

b) Taking help of peers and superisors!c) Taking information through newspapers and journals!d) Eo not take any initiatie!

i) ?nly a 6 > ii) ?nly d K 5 iii) a and c6 4 i) All 3 6 3


10%

0%

60%

30% Only a

Only d

a and

All 3

Iterpret!tio, The aboe pie chart depicts that 45 employees said that clustehead should take both the initiaties as shown in option a and c, 35 employeessaid that he should take all the initiaties, >5 employees think that cluster head

only study the work related task!


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>! .hould cluster head easily accept the changes in his work K

a) .trongly Ses6 b) "oderately Ses6 =c) .trongly No6 5 d) "oderately No6 5

Acceptance of !han*es

02468

10

Strong

lyYe

s

Modrate

lyYe

s

Strong

lyNo

Modrate

lyNo

Response

o(ofe&plo'ees

Series1

Iterpret!tio, Aboe bar graph depicts that 5 employees were strongly agreethat cluster head should easily accept the changes and =5 employees weremoderately agree with this!

=! Eifferent Competencies which should help the cluster head6

a! (nowledge of basic accounting principals and procedures!b! Ability to read understands and follows written directions!c! Facilitation skills6 ability to focus and direct group discussion!d! Eecision making skills6 ability to weigh options foresee conse-uences of

decisions!


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i) ?nly a 6 5 ii) c and d K = iii) b, c, d 6 4 i) All ; 6 =

+ifferent !o&petencie

0% 20%

60%

20%Only a

and d

b!!d

All 4

Iterpret!tio, The aboe pie chart depicts that 45 employees said that clusterhead should hae all the 3 competencies 'b, c, d), =5 employees said that he shouhae only = 'c, d) and rest =5 employees said he should hae all the ;competencies!

3! $ole of Cluster *ead6 '?pen6ended)

Iterpret!tio, This is an open ended -uestion so the common response for thiswas the role of the cluster head should create cult and tempo within the team of theentire cluster, to manage people with motiation and training, to take care of whole$ajasthan region!

;! .pecific responsibilities of Cluster *ead6'?pen6ended)

Iterpret!tio6 The common response was that cluster head should maintain goodrelation and chain between the sales team and upper management, he should mentothe sales team towards the achieement of group goals, and he should resole all th

problems and disputes of the employees in a proper manner!


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A!"1sis #or &!5i' He!d

>! Awareness about Competency in #anking *ead of $eliance "utual Fund K


A%areness of !o&etenc'

0

2

4

6

8

10

12

Yes No

Response

o(ofe&plo'ees

Series1

Iterpret!tio6 Aboe graph depicts that >55 employees said that #anking headhas awareness about Competency! .o that he can handle his team effectiely!


a) .trongly Ses6 b) "oderately Ses6 3 c) .trongly No6 5 d) "oderately No6 5


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Specific S)ill

0

2

4

6

8

Strongly

Yes

Modrately

Yes

Strongly

No

Modrately

No

Response

o(ofe&plo'e

es

Series1

Iterpret!tio6 The aboe graph depicts that 5 employees were strongly agree

and 35 were moderately agree that #anking head should possess some specific

skills, which will benefit the company.

3!The attitude-ualities highlighted by the work of the #anking *ead K

'open6ended)

Iterpret!tio6 It is an open6ended -uestion so the common response, which I hagot, was #anking head should hae Eecision making power, product knowledge,$elationship building, good communication skills etc!

;!Initiaties, which should help to enhance the knowledge of work of the #anking*ead6

a! .tudy the work related task!b! Taking help of peers and superisors!

c! Taking information through newspapers and journals!d! Eo not take any initiatie!

i) ?nly a 6 = ii) ?nly d K 5

iii) a and c6 3 i) All 3 6


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Iterpret!tio, Aboe bar graph depicts that 45 employees are strongly agree th#anking head should easily accept the changes and ;5 employees are moderatelyagree with this!

4! Eifferent Competencies, which should help the #anking head6

a! (nowledge of basic accounting principals and procedures!b! Ability to read understands and follows written directions!c! Facilitation skills6 ability to focus and direct group discussion!d! Eecision making skills6 ability to weigh options foresee conse-uences of

decisions!

i) ?nly d 6 4 ii) c and d K 5

iii) b, c, d 6 3 i) All ; K >


60%

0%

30%

10%

Only d

Only " d

b ! ! dAll 4

Iterpret!tio, The aboe pie chart depicts that 35 employees said that #ankinghead should hae all the 3 competencies 'b, c, d), 45 employees said that he shouhae only one 'd) and rest >5 employees said he should hae all the ;

competencies!


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! $ole of #anking *ead6 '?pen6ended)

Iterpret!tio, This is an open6ended -uestion so the common response for thiswas the role of the #anking head should be specifically depending on banks! *e hato look after all the banking channels and maintain good relations with the bankswith appropriate knowledge!

!.pecific responsibilities of #anking *ead6

'?pen6ended)

Iterpret!tio6 The common response was that #anking head should maintain

good relation and chain between banks and company! *e has to generate all the

business from the banking channels!


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A!"1sis #or Ret!i" He!d

>!Awareness about Competency in $etail head of $eliance "utual Fund K



0

2

4

6

8

10

12

Yes No

Response

o(ofe&plo'ee

s

Yes

No

Iterpret!tio6 Aboe graph depicts that >55 employees said that $etail head hasawareness about Competency! .o that he can handle his team effectiely!


a) .trongly Ses6 b) "oderately Ses6 =

c) .trongly No6 5 d) "oderately No6 5


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Specific S)ill

0

2

4

68

10

Strongly

Yes

Modrately

Yes

Strongly

No

Modrately

No

Response

o(ofe&plo

'ees

Series1

Iterpret!tio6 The aboe graph depicts that 5 employees were strongly agree and=5 were moderately agree that $etail head should possess some specific skills, whichwill benefit the company!

3!The attitude-ualities highlighted by the work of the $etail *ead K'?pen6ended)

Iterpret!tio,It is an open6ended -uestion so the common response which I hae gowas $etail head should hae friendly and empathetic behaior with all the distributorsstrong communication skills, sound product knowledge, e%pert in maintaining goodrelations with the distributors!

;!Initiaties, which should help to enhance the knowledge of work of the $etail head6a) .tudy the work related task!

b) Taking help of peers and superisors!c) Taking information through newspapers and journals!

d) Eo not take any initiatie!

i) ?nly a 6 5 ii) ?nly d K 5 iii) a and c6 = i) All 3 K


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0%

0%

20%

80%

Only a

Only d

Only a "

All 3

Iterpret!tio, The aboe pie chart depicts that 5 employees said that $etail heashould take all the initiaties as shown in chart, =5 employees said that he shouldtake only = 'a B c) initiaties!

a) .trongly Ses6 G b) "oderately Ses6 >c) .trongly No6 5 d) "oderately No6 5


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Acceptance of chan*es

0

2

4

6

8

10

Strongly

Yes

Modrately

Yes

Strongly

No

Modrately

No

Response

o(ofe&plo

'ees

Series1

Iterpret!tio, Aboe bar graph depicts that G5 employees are strongly agree th$etail head should easily accept the changes and >5 employees are moderatelyagree with this!

4!Eifferent Competencies, which should help the $etail head6

a) (nowledge of basic accounting principals and procedures!b) Ability to read understands and follows written directions!c) Facilitation skills6 ability to focus and direct group discussion!d) Eecision making skills6 ability to weigh options foresees conse-uences of decisions!

i) ?nly a 6 5 ii) c and d K 3 iii) b, c, d 6 3 i) All ; 6 ;


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0%

30%

30%

40% Only a

Only " d

b ! ! d

All 4

Iterpret!tio, The aboe pie chart depicts that 35 employees said that $etailhead should hae all the 3 competencies 'b, c, d), 35 employees said that he shouhae only = 'c, d) and rest ;5 employees said he should hae all the ;competencies!

! $ole of $etail *ead6 '?pen6ended)

Iterpret!tio, This is an open6ended -uestion so the common response for thiswas the role of the $etail head should look after all the retail channels6 Eistributors/.H #anks, IFA8.! *e has to maintain good relations with the channel partners,sole all the -ueries!


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!.pecific responsibilities of $etail *ead6'?pen6ended)

Iterpret!tio6 The common response was that$etail head should update all the

channel partners about the products, take ma%imum business from them! *e

should motiate all the $elationship managers towards their target B help them in

all the appointments with the channel partners!


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A!"1sis #or Oper!tios He!d

>!Awareness about Competency in ?perations head of $eliance "utual Fund K



0

2

4

6

8

10

12

Yes No

Response

o(ofe&p

lo'ees

Series1

Iterpret!tio6 Aboe graph depicts that >55 employees said that ?perations headhas awareness about Competency! .o that he can handle his team effectiely!


a) .trongly Ses6 ; b) "oderately Ses6 4 c) .trongly No6 5 d) "oderately No6 5


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Specific S)ill

01

2

3

45

6

7

Strongly

Yes

Modrately

Yes

Strongly

No

Modrately

No

Response

o(ofe&plo'

ees

Series1

Iterpret!tio6 The aboe graph depicts that ;5 employees were stronglyagreed B 45 were moderately agreed that ?perations head should possess somespecific skills, which will benefit the company!

3!The attitude-ualities highlighted by the work of the ?perations *ead K '?pen6ended)

Iterpret!tio,It is an open6ended -uestion so the common response, which haegot was ?perations head should hae dedication towards his job, rapid resolution o

problems, in depth knowledge of products, sound communication skills!

;!Initiaties, which should help to enhance the knowledge of work of the ?perationhead6

a! .tudy the work related task!b! Taking help of peers and superisors!c! Taking information through newspapers and journals!

d! Eo not take any initiatie!

i) ?nly a 6 = ii) ?nly d K 5 iii) a and c6 = i) All 3 6 4


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20%

0%

20%60%

Only a

Only d

Only a "

All 3

Iterpret!tio, The aboe pie chart depicts that =5 employees said that?perations head should take both the initiaties as shown in option a and c, 45employees said that he should take all the initiaties, =5 employees think that?perations head only study the work related task!

a) .trongly Ses6 = b) "oderately Ses6 c) .trongly No6 > d) "oderately No6 5


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Acceptance of !han*e

0

2

4

6

8

Strongly

Yes

Modrately

Yes

Strongly

No

Modrately

No

Response

o(ofe&plo'ees

Series1

Iterpret!tio, Aboe bar graph depicts that =5 employees were strongly agreethat ?perations head should easily accept the changes and 5 employees weremoderately agree B rest >5 were not agree!

4!Eifferent Competencies, which should help the ?perations head6

a! (nowledge of basic accounting principals and procedures!b! Ability to read understands and follows written directions!c! Facilitation skills6 ability to focus and direct group discussion!d! Eecision making skills6 ability to weigh options foresees conse-uences of

decisions!


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i) ?nly a 6 > ii) c and d K ; iii) b, c, d 6 3 i) All ; 6 =


10%

40%30%

20%

Only a

Only " db ! ! d

All 4

Iterpret!tio, The aboe pie chart depicts that 35 employees said that?perations head should hae all the 3 competencies 'b, c, d), ;5 employees

said that he should hae only = 'c, d), =5 employees said he should hae all th; competencies, >5 said he should hae only > 'a)!

!$ole of ?perations *ead6 '?pen6ended)

Iterpret!tio, This is an open6ended -uestion so the common response for thiswas the role of the ?perations head should be to take care of all the operationsissues, to keep the market persons update by sending NAD daily, E". maintenancto maintain brokers list, new appointments, to maintain administration in office!


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!.pecific responsibilities of ?perations *ead6'?pen6ended)

Iterpret!tio6 The common response was that ?perations head should help the

inestors regarding their -ueries, troubleshooting, *$ functions, admin affairs B

accounting!


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A!"1sis #or Re"!tios$ip M!!'er

>!Awareness about Competency in $elationship manager of $eliance "utual Fund



0

2

4

6

8

10

12

Yes No

Response

o(ofe&plo

'ees

Series1

Iterpret!tio6 Aboe graph depicts that >55 employees said that$elationshipmanagerhas awareness about Competency!



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a) .trongly Ses6 ; b) "oderately Ses6 d) "oderately No6 5


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Specific S)ill

0

1

2

3

4

5

6

Strongly

Yes

Modrately

Yes

Strongly

No

Modrately

No

Response

o(ofe&plo'ees

Series1

Iterpret!tio6 The aboe graph depicts that ;5 employees were strongly agree

that $elationship manager should possess some specific skills, 5 employees were disagree with the statement!

3!The attitude-ualities highlighted by the work of the $elationship manager K '?pen6ended)

Iterpret!tio,It is an open6ended -uestion so the common response which I haegot was $elationship manager should hae good communication skills, decisionmaking power, smart work attitude, diligent, relationship building power etc!


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;!Initiaties, which should help to enhance the knowledge of work of the $elationshimanager6

a! .tudy the work related task!b! Taking help of peers and superisors!c! Taking information through newspapers and journals!d! Eo not take any initiatie!

i) ?nly a 6 = ii) ?nly d K > iii) a and c6 = i) All 3 6 !According to almost employees$elationship "anager should hae full knowledge of

Competency!

=!According to almost employees there is a strong re-uirement of specific skills for

the role of $elationship "anager!

3!The attitude-ualities highlighted by $elationship "anager that he should hae goodcommunication skills, decision6making power, smart work attitude, diligent, relationship

building power etc!

;!"ost of the employees said that he should take some initiaties to enhance theknowledge for his role! *e should study the work related task, read newspaper and

journals on regular basis and take the help of peers and superisors!

skills and other competencies are facilitation skills, and ability to understand and follow

the written directions, some knowledge of basic accounting principals!

!The role of the $elationship manager should be proper handling of all the channels,training of the distributors, product pitching, salesB distribution!


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! The specific responsibilities of $elationship managerthat heshould maintain a touch

base with all the channel partners, fulfill all the re-uirements of brokers and gie

knowledge about the products, get them ac-uired by the features, performance, benefits

of $eliance mutual fund schemes, generate business from the channels!


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!,APTER II

Re2ommed!tios


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RECOMMENDATIONS

There are some recommendations or suggestions for $eliance "utual

Fund after the aboe findings of the analysis6

>! Company should analy&e all the important roles and re-uired competencies to

perform those roles!

=!Company should recruit the candidates according to the re-uired competencies

of the particular role!

3! For the deelopment of the e%isting employees there should be well6structured

training program! The program should be consist of importance of the

competencies i!e! knowledge, skills, ability etc!

;! Apart from the aboe training there should be periodic training about the

changes occurring in market!

This hampers the -uality of the work!

4! The employees should be aware of the critical incidence which hae been

benefited them! .o they can set those incidences as e%amples for the

successfailure in front of the new employees!


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!,APTER III

Co2"usio


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CONCLUSION

As been analy&ed employees of $eliance "utual Fund hae awareness about

Competency! They hae specific skills, abilities, and knowledge etc! to perform their

job efficiently and effectiely! They posses decision making power, relationship

building capacity, sound knowledge of the products etc! which help the company for

the progress in present and future also! To enhance the knowledge of their work they

study the work related task, take help of their peers and superisors, read newspaper

and journals! The employees hae different competencies in them for the better

performance of job! They hae sound knowledge, facilitation skills, decision6 making

power etc! .ome of the employees hae got success due to some critical incidence

during their job! They faced challenges and accept changes but in a resistant manner so

there should be well structured training schedule for their and company8s deelopment!

?n the other side all the roles 'Cluster head, #anking head, $etail head, ?perations

head, $elationship "anager) should hae different Competencies according to their

specific roletask! All the aboe6specified roles should hae some skills like6 decision6

making skills, facilitation skills, e%pertise in relationship building, grieance handling

power, motiational skills, fle%ibilityadaptability according to the market conditions,

sound communication skills! 9ach of the specified roles should know his

responsibilities and role to enhance the credibility and profitability of the company!

*ence, Competency mapping plays a ital role for the deelopment of the employees

as well as company!


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!,APTER I.

/uestionnaire


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UESTIONNAIRE FOR HUMAN RESOURCE DE@ELOPMENT (For .elf6Competency.

N!#! K >) The information receied will be use for the purpose of research only and will be

treated

as confidential!

=) /lease tick UV in appropriate bo%es for 7S9.8 response and leae the bo%es blank for

7N?8 response!

Name K WWWWWWWWWWWWWWWWWWWWWWWWWWW!Age 6WWWWWWWWWWWWWWWWWWWWWWWWWWWW!Eesignation K WWWWWWWWWWWWWWWWWWWWWWWWW

ocation of Company K WWWWWWWWWWWWWWWWWWWWW

>! Are you aware of the term Competencya) U V Ses b) U V No

=! Any e%clusiely specific skills hae benefited your company K '.pecify)a) U V .trongly Ses

b) U V "oderately Ses

c) U V .trongly Nod) U V "oderately No

3! The attitude-ualities highlighted by your work6 WWWWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWWWW!

;! @hat initiaties you take to enhance your knowledge of work Ka) U V .tudy the work related task

b) U V Taking help of peers and superisorsc) U V Taking information through newspaper and journalsd) U V Eo not take any initiatie


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b) U V "oderately Sesc) U V .trongly Nod) U V "oderately No

4! /lease specify the changes if any6 WWWWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWWWW

! @hat Competency helps you the mosta) U V (nowledge of basic accounting principles and procedures!

b) U V Ability to read, understands, and follows written directions!

c) U V Facilitation skills K ability to focus and direct group discussions!

d) U V Eecision6making skills K ability to weigh options and foreseeconse-uences of decisions!

! Any critical incidence, which hae helped you in your successfailure

a) U V .trongly Sesb) U V "oderately Sesc) U V .trongly Nod) U V "oderately No

G! .pecify the critical incidence if any K WWWWWWWWWWWWWWWWWWWWWWWWWWWW!! WWWWWWWWWWWWWWWWWWWWWWWWWWWW!! WWWWWWWWWWWWWWWWWWWWWWWWWWWW!!

>5! *ae you faced any challenges in your job or rolea) U V .trongly Ses

b) U V "oderately Sesc) U V .trongly Nod) U V "oderately No


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>>s! /lease specify with

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