Competency Mapping
135
A STUDY ON COMPETENCY MAPPING AS A TOOL FOR EMPLOYEE DEVELOPMENT CONDUCTED AT RANE ENGINE VALVE LTD. A Project Report submitted to UNIVERSITY OF MADRAS In partial fulfillment of the requirement for the award of the degree of BACHELOR OF BUSINESS ADMINISTRATION Submitted by J.ENOCK (NG70577), P.JUSTIN VIMAL RAJ (NG70581), N.MAGESH (NG73102), T. RAJESH (NG70594). Under the Guidance of Mrs. GEETHA RAMESH, M.Com. M. Phil. St. Joseph's College, (Arts & Science)
-
Upload
justin-vimal-raj -
Category
Documents
-
view
257 -
download
6
Transcript of Competency Mapping
A STUDY ON COMPETENCY MAPPING AS A TOOL FOR EMPLOYEE DEVELOPMENT CONDUCTED AT
RANE ENGINE VALVE LTD.
A Project Report submitted toUNIVERSITY OF MADRAS
In partial fulfillment of the requirement for the award of the degree ofBACHELOR OF BUSINESS ADMINISTRATION
Submitted by
J.ENOCK (NG70577), P.JUSTIN VIMAL RAJ (NG70581),
N.MAGESH (NG73102), T. RAJESH (NG70594).
Under the Guidance of Mrs. GEETHA RAMESH, M.Com. M. Phil. St. Joseph's College, (Arts & Science)
DEPARTMENT OF BUSINESS ADMINISTRATIONST. JOSEPH'S COLLEGE (ARTS & SCIENCE)
KOVUR (Near Porur), Chennai – 602101.
2007-2010
A STUDY ON COMPETENCY MAPPING AS A TOOL FOR EMPLOYEE DEVELOPMENT CONDUCTED AT
RANE ENGINE VALVE LTD.
A Project Report submitted toUNIVERSITY OF MADRAS
In partial fulfillment of the requirement for the award of the degree ofBACHELOR OF BUSINESS ADMINISTRATION
Submitted by
P.JUSTIN VIMAL RAJ, (NG70581)
Under the Guidance ofMrs. GEETHA RAMESH, M.Com. M. Phil.
Lecturer in Dept. of B.B.A St. Joseph's College, (Arts & Science)
DEPARTMENT OF BUSINESS ADMINISTRATIONST. JOSEPH'S COLLEGE (ARTS & SCIENCE)
KOVUR (Near Porur), Chennai – 602101. APRIL-2010
NAME: P.JUSTIN VIMAL RAJ,
Reg .No: NG 70581
Department of Business administration,
St. Joseph’s College of Arts & Science,
Chennai – 602101.
DECLARATION
I hereby declare that Project report entitled I hereby declare that Project report entitled “A STUDY ON“A STUDY ON
COMPETENCY MAPPING IN RANE ENGINE VALVE LTD.” COMPETENCY MAPPING IN RANE ENGINE VALVE LTD.” is anis an
independent research work carried out by me under the guidance of independent research work carried out by me under the guidance of Mrs.Mrs.
GEETHA RAMESH. M.com, M. Phil. GEETHA RAMESH. M.com, M. Phil. For the award of degree BACHELORFor the award of degree BACHELOR
OF BUSINESS ADMINISTRATION. This Research work has not formed fromOF BUSINESS ADMINISTRATION. This Research work has not formed from
the basis of any other similar Titles, Associate ship, Fellowship or awarded forthe basis of any other similar Titles, Associate ship, Fellowship or awarded for
any other Degree.any other Degree.
P.JUSTIN VIMAL RAJP.JUSTIN VIMAL RAJ
ACKNOWLEDGEMENT
We thank ALMIGHTY GOD for his guidance, support and constant presenceWe thank ALMIGHTY GOD for his guidance, support and constant presence throughout the studythroughout the study
We deeply wish to express our sincere thanks to our beloved Principal Dr. K.L. MADAVAN, M.A., Ph.D.
We wish to extend our sincere thanks to our administrator Rev.Sr. SABEENAMAL.M.A, for her valuable advice and blessings.
We wish to express our sincere thanks to our vice Principal Mrs. VIJAYA LAKSHMI, M.sc., M.Phil,
We are thankful to Mr. L. VIJAYA KUMAR, M.Com, M.Phil, M.B.A., PGDHRM., Ph.D., and Head of the Department of Business Administration for his guidance in this work.
We are thankful to our teachers Mrs. CHRISTINA, M.B.A, M.Phil, And Mr. M. SANKARA NARAYANAN, M.Com, M.Phil, M.B.A.,
We extend our thanks to our guide Mrs. GEETHA RAMESH, M.Com. M.Phil, Faculty, Department of B.B.A. for his valuable guidance and wish counsel and constant encouragement throughout the project.
Our sincere thanks to theOur sincere thanks to the RESPONDENTS RESPONDENTS of the study for extending their of the study for extending their kind cooperation and making this study possible.kind cooperation and making this study possible.I thank my family members, my dad Mr. A. PANKI RAJ, and my mom Mrs. P.I thank my family members, my dad Mr. A. PANKI RAJ, and my mom Mrs. P. PUSHPA MARY.PUSHPA MARY. FRIENDS FRIENDS who have helped in many ways throughout this who have helped in many ways throughout this study. study.
PLACE:PLACE: DATEDATE
BY P.JUSTIN VIMAL RAJ,
CERTIFICATE
This is to certify that the project work titled in "A STUDY ON COMPETENCY MAPPING AT RANE ENGINE VALVE LTD. " is a
Bonofide record work carried out by P.JUSTIN VIMAL RAJ, ST. JOSEPH'S COLLEGE (ARTS & SCIENCE) submitted in partial fulfillment of the requirement for the award of the Degree
Bachelor of Business Administration, University of Madras during the academic year (2007-2010) under the guidance.
________________________________
Dr. K.L. MADAVAN, M.A. PhDPRINCIPAL
_____________________________
Mr. L. VIJAYAKUMAR, M.com, M.Phil, M.B.A., PGDHRM., P.hDHEAD OF THE DEPARTMENT
( DEPARTMENT OF BBA)
_________________________PROJECT GUIDE
Mrs. GEETHA RAMESH, M.Com. M.Phil
LECTURER, DEPT. OF BBA
__________________________
EXTERNAL EXAMINER
ABSTRACT
REVL is a member of the RANE group which is a leading auto component manufacture in
India. RANE was established in the year 1940. REVL is the first manufacturing venture of the
RANE group. We started manufacturing of engine valves in 1959 in collaboration with
Farnborough Engg.co., UK (1958-73) Competency mapping helps to know whether the
employee who work in the RANE have right type of attitude towards their Responsibilities. The
employees were left alone not only by seeing of their activities , but also helps the employees to
grow higher in status as they hard or as they put their full effectiveness towards their work So
my project titled “A STUDY ON COMPETENCY MAPPING AS A TOOL FOR EMPLOYEE
DEVELOPMENT” With the reference to RANE ENGINE VALVE PVT. LTD – CHENNAI.
The study was made only to the staff’s working in the company. The research
methodology was descriptive research and convenient samples were collected through
questionnaire with open ended, multiple choice questions and ranking questions. The tools used
for analyzing the data’s were chi-square test, and weighted average method. The major findings
from the analysis. Is the company’s environment is not friendly, no sports activities, routine jobs
in their departments, no experienced staff were considered for promotion and salary hike.
So, the research is concluded that the management should consider the above
causes, for effectiveness of communication management should implement some new activities
and the above needs for the employee’s skill measure which will be benefit for the management
to reduce reduction and increase employees attitude and they will sustain in the organization.
INTRODUCTION OF THE STUDY:
“Competency Mapping” refers to a process through which the competencies of
the necessary process are identified. It is done to determine the critical activities
of the mandatory processes of the organization. If Competency Mapping is
done, then the organization can identify its area of thrust and can take necessary
actions for future implementation of the activities. In the Competency Mapping,
the process is break down into sub components named as activities and the
competency of all these activities are identified.
Organizations perform the task of Competency Mapping to determine the areas
which are crucial for its proper working and success. The competencies which
are included in the identification are Managerial, Behavioral, Technical, Skill
based, Attitude based and Conceptual Knowledge based. All these aspects
together lead to determine the actual status of the activity completion and
process functioning which is important for the organization.
Competency Mapping is made up of two terms – Competency + Mapping,
Where, Competency refers to clarify any underlying characteristic that is
required to perform the process or the activity and Mapping refers to the
scheduling of the activities in a sequential order. Together, Competency
Mapping refers to the proper scheduling of the activities which are required for
the completion of the crucial processes.
Organization seeking to establish a highly effective and efficient work force must
develop a competency mapping technique, but research suggests that most
organizations fail to recognize the competencies of the employees and utilize them
efficiently thus disabling the employees to work at their best. The aim of this
surveys find out,” competency level of the employees” and to provide various
suggestions in order to enrich the present level of performance of the employees.
When organizations recognize that people are truly their most valuables
resource them one of the roles they accept is helping employees manage their
careers. Competency mapping is an important resource in this environment, and is an
adjunct to knowledge management and other organizational initiatives.
Competency mapping process is designed to consistently measure and
assess individual and group performance as it relates to the expectations of the
organizations and customers. It is used to identify key attributes (knowledge, skills,
and behavior attributes) that are required to perform effectively in a job classification
or an individual process.
Competency mapping juxtaposes two sets of data. One set is based on
organizational work flow and processer. It starts with the clear articulation of work
flow and process including all quality and quantity requirements, input and outputs,
decision criteria, and most important, internal and external customer requirements.
For each step in each process. Specific performance are identify with all associated
metrics and expectations. The other set of data is based on individual and group
performance.
Capabilities it is collected through the utilization of a variety of
assessment tools and procedures (which may include a lowest 360-degree feedback
process) to assess the extent to which individuals and group can consistency
demonstrate over time the competencies required to meet expectations.
Where the output from the organizational maps meets the individual
and group performance capabilities, an overall trend line is created that identified
where in the process specific developmental opportunity exists, and with what
specific population.
OBJECTIVES OF THE STUDY:PRIMARY OBJECTIVE: To analyze the competency level of the employees in RANE ENGINE VALVES PVT.LTD.
SECONDARY OBJECTIVE:Creating a competency based culture in the organization.
To measure the work quality of the workers in the RANE.LTD.
To identify whether the employee achieve the competency mapping level.
To know whether the employee who work in RANE, have a good observation of work. To know whether the employee has such skill or knowledge to get in the higher level position from their normal position.
To suggest the suitable strategy to enhance the competency mapping level of the employee towards the organization.
To analyze the individual competency using various dimensions of competency such as intellectual, emotional, motivational and social. To map the distance between the expected level and present level of competency found among the employees.
Identifying and building competencies of individuals as efficient andeffectivemanagers.
NEED FOR THE STUDY:
The study is focused on analyzing the competency skills of employees at
RANE ENGINE VALVES PVT LTD.Through the competency mapping
process. The level of competencies and skills of the employees is analyzed
through the various dimensions of competency live Emotional, Intellectual,
Motivational and social. The productivity of the company mainly depends on
the employees. Competent employees will be more productivity. So the
employee competency mapping should be the main concern for any HR
department.
The HR department has to perform the competency mapping process
effectively and must also motivate the employees by providing them with career
growth opportunity, training programs, appropriate appraisals, identifying the
work and implementation awards and other monetary benefits.
Under the above scenario there is a need to study the competency mapping
of employees with regards to the above-mentioned factors.
USE OF COMPETENCY MAPPING:
Competency mapping can play a significant role in,
Recruitment and selection.
Performance management.
Training and development.
Succession planning.
Job enrichment and job enlargement.
PURPOSE OF COMPETENCY MAPPING:
“Effectiveness of an organization is the summation of the required
competencies in the organization”
They are,
Gap analysis,
Role clarity,
Selection, potential identification, growth plans.
Succession planning,
Restructuring,
Inventory of competencies for future planning.
SCOPE OF COMPETENCY MAPPING:
Creating a competency based culture in the organization.
Identifying and building competencies of individuals as efficient
andeffectivemanagers.
To ensure that right people are identified and placed in the right jobs
& employee potential is identified, developed and utilized to
thefullestextent.
Help uplift the competencies of critical groups of managers by
providing them insights into their competencies and developmental
opportunities.
IMPORTANCE OF COMPETENCY MAPPING:
Competency mapping is excessively used in the organization to determine the
crucial elements and activities. The basic reason due to which the mapping of
the competencies is done is as follows,
Once the competencies are determined, proper training can be provided to
the individuals to work more efficiently on the processes.
Key performance areas can be improved by understanding the fields
where there is a gap between the actual and the desired result.
If the competencies are determined for the given jobs, then the person
whose career planning phase is taking place can consider those
competencies and can be ready for the same.
Through the competency mapping, the individual is preparing himself for
the next set of responsibilities.
With the help of the competency mapping the individuals can alter the
style of work where the gap exists.
By overcoming the differences in the desired level and the actual status
of performance the individual can feel the increase in the self confidence
and the motivational level.
Competency based approach can lead the individual to derive much
efficient results (with more accuracy) as compared to work in a non-
competency derived situation.
Competency mapping plays a crucial role in career planning of the
individual in the organization.
Competency mapping leads the individual to understand the actual
position from the desired status of work.
Helps the individuals to determine the areas where the development is
required and thus leads the individual to develop a self develop.
This is a competency era. It is beyond doubt that it is beneficial and
cost effective to have competent people occupy higher level positions.
Competency refers to the intellectual, managerial, social and emotional
competency.
Many organizations in India and abroad are channelizing efforts to
mapping competencies and implementing and development centers.
The need of the hour as indicated by many organizations is to design and
implement low cost assessment and development centers,
Competency mapping specially designed to meet the requirements of
developing economies like ours.
LIMITATIONS OF THE STUDY:
The study is confined only to RANE.
The sample is limited only to 100 respondents.
The study could not be generalized because findings and conclusions
were restricted 100 respondents only.
Due to short span of time, the researcher was able to meet selected
employees in the organization.
The response given by the selected employees may be subject bias.
The first important drawback is the duration of the training period is only
for 30 days.
The questions can be increased but due to organizational policy, the
questions had been reduced.
Some of the respondents are unwilling to respond the questionnaire.
COMPANY PROFILE
OUR COMPANY:
REVL is a number of the rane group, which is a leading auto component
manufacturer in India. Rane was established in the year 1940. REVL is the first
manufacturing venture of the rane group we started manufacturing of engine
valves in 1959 in collaboration with Farnborough engg. co., UK(1958-73) . The
current technical collaborator is RW, Inc., USA. The first plant was established
in 1959 and three more plants have been put our group`s first foray into
manufacturing was the manufacture of engine valves and subsequently
expanded to other auto components like steering systems, friction materials, and
other safety related materials.
Today, we are largest manufacturers of valves in India, the fourth largest in
Asia and seventh largest in the world. Since inception in 1959 to date, the
company has been a market leader in India
OUR MARKET:
The company enjoys a diversified market presence. We are the preferred
suppliers and in many cases, a much sought after source for valves to original
equipment manufacturers (OEM) in India. We have a network of sales
distribution spread across the country.
OUR ORGANISATION:
The company is managed under the overall supervision and control of the Board
of directors headed by chairman. The managing Director (MD) guides the
strategic planning and decision –making. The president guides the routine and
also assists in preparing the annual operating plan (AOP), policy for the year
and achieving annual targets. He reports to the MD
The senior management Group (SMG) consists of the president, Heads of the
plants and Heads of the corporate function.
Each plant operates as a self –contained division and is headed by a plant head.
Executives responsible for manufacturing, quality, manufacturing engineering,
materials, sales and administration, HRD and finance functions support the
plant Heads. These executives report administratively to plant Head and
functionally to the corporate Function Head wherever applicable
MISSION:
Provide superior products and services to our customers and
maintain market leadership.
Evolve as an institution that serves the best interest of the stake
holders.
Preserve excellence through TQM.
Ensure high standards of ethics and integrity in all our actions.
VISION:
A World class supplier of Engine Valves to the global transportation industry.
VALUES:
We will ensure the highest standards of business ethics and
integrity in all our actions.
We believe this to be vital to the success of Rane Enterprise. We
encourage every employee to share this value.
OUR GROUP COMPANIES:
COMPANY PRODUCTS
1 RANE ENGINE VALVES
LIMITED (REVL)
Valves, valve guides, Tappets.
2 RANE BRAKE LININGS
LIMITED (RBL)
Brake linings, disc pads, composite
brake blocks, clutch facings.
3 RANE DIECAST LIMITED
(RDL)
High pressure dies casting products.
4 RANE (MADRAS) LIMITED
(RML)
Steering & Suspension systems.
5 RANE (NSK) STEERING
SYSTEMS LIMITED
(RNSSL)
Energy absorbing steering columns.
6 RANE (TRW) STEERING
SYSTMS LIMITED(RTSSL)
Power steering systems & Seat belt
systems.
7 (KAR) MOBILES LIMITED
(KML)
Automotive valves, Large valves for
diesel engines for locomotive and
defence applications.
OTHER ADMINISTRATIVE GROUP LEVEL ESTABLISHMENT:
RANE CORPORATE CENTRE, CHENNAI.
RANE INSTITUTE OF EMPLOYEE DEVELOPMENT,CHENNAI,
RANE DATA CENTRE, CHENNAI,
VARIOUS FUNCTIONAL DEPARTMENTS AT PLANT:
1) Finance
2) Human Resource Development (HRD)
3) Management information systems (MIS)
4) Manufacturing (MFG)
5) Manufacturing engineering (ME)
6) Materials
7) Plant engineering (PLE)
8) Product engineering –Corporate position. (PE)
9) Quality (QA)
Sales administration
QUALITY POLICY:
REVL is committed to deliver superior customer value by continuously
improving its processes and system through cross-functional management and
employee involvement
ENVIORONMENTAL POLICIES:
REVL is committed to preserving the environment balance and not causes an
adverse impact, by adopting appropriate processes and methods in its
operations.
To ensure this, the company shall,
Comply with all statutory and legal requirements.
Preserve the resources through the principles of reduce, reuse and
recycle.
Ensure participation of employees, suppliers and sub contractors
and nearby civic authorities in the continuous reduction of the
impact created on the environment.
PRODUCT PERFORMANCE:
OUR TOP CUSTOMERS OF OUR PLANT:
Hero Honda,
Maruti,
Hyundai,
Mahindra & Mahindra,
Tata Cummins,
Ashok Leyland Greaves and Deutz,
MARKET SEGMENTATION:
Covering all segments such as;
Passenger Cars,
Two wheelers,
Trucks,
Stationery engines,
Farm equipments,
REVL is one of the earliest exporters of auto components from India. Exports
have been growing at a healthy rate during the past three years.
TQM PRACTICES ADOPTED:
TQM:
“TQM is a set of systematic activities carried out by the entire organization to
effectively and efficiently achieve company objective so as to provide products
and services that satisfy the customers, at the appropriate time and price.”
MILE STONES:
1929 RANE was founded as a distributor of automobiles parts.
1959 Diversified into manufacturing and established plant for IC
Engine valves.
1960 Established facility to make Tie Rod Ends.
1964 Started manufacture of friction material.
1974 Established car mobiles Limited to manufacture automotive
and large valves.
1975 Started manufacture of manual steering gears.
1987 Established JV with TRW for power steering system.
1991 Established JV with JMA for distribution of auto components.
1995 TRW JV also commenced manufacture of occupant restraint.
Established JV with NSK for energy absorbing steering.
2000 TQM launched under guidance of “ union of Japanese
scientists and engineers”, Japan
2003 RANE brake lining limited wins deeming application prize.
2005 RANE Engine valve limited wins deeming application prize.
RANE TRW steering systems. Limited - (steering gear division)
wins deeming application prize.
INDUSTRY PROFILE:
INDIAN AUTO COMPONENTS INDUSTRY:
The Indian auto component Industry is one of the fastest
growing manufacturing sectors. This is both forward integrated with other
engineering and manufacturing divisions in the country. The spiraling demand
from domestic and international auto companies has seen this sector emerging
as one of the fastest growing manufacturing sectors in India. As per an ACMA
report. The turnover of the auto component industry was estimated at over US $
18 billion in 2007-2008, an increase of 27.2 per cent since 2002. It is likely to
touch US $ 20.19 billion by 2015.
According to the auto component manufacture’s Association
(ACMA), the Indian auto component sector generated sales of about US $ 15
billion fiscal year 2006-2007, including US $ 2.8 billion worth of exports.
RANE ENGINE VALVE LTD IS A:
Manufacturers and exports of engine valves, valve guides, Tappets,
crank shaft for Compressors & Clutch Booster.
Business Type: Exporter, manufacturer,
Main markets: Asia
TS 16949 :2002 & 14000
Founded in 1959
5 manufacturing locations
Market leader in India
A world class supplier of engine valves to the global transportation
industry
Group turnover of 351 million USD for the year 2007-2008
HRD ORGANISATION:
HRD at Rane operates at two levels:
At Group Level - Formulates pol ic ies, and
designs major people
development ini t iat ives to enhance professional capabi l i ty of
employees at group level
At Business Unit Level - Companies implement
group pol ic ies and develop
Unit specif ic intervent ions
Strategies and Initiatives at the Group level :
Specif ic strategies and ini t iat ives are designed
to enable actual izat ion of HRD Goals
Recruitment and Retention:
High cal iber employees are recrui ted through wel l
structured process.
Including campus recrui tments of Diploma and
Graduate Engineers and lateral recrui tment of
experienced employees.
Recognitionandrew
ard
Outstanding performance is recognized and rewarded through
Comprehensive performance assessment development systems, al igned
to TQM principles and pract ices.
Opportunities for Professional Growth:
Internal candidates f i rst considered for job vacancies, thereby,
providing employees opportunity for lateral & upward growth
Professional Knowledge and ski l ls enhanced through cont inuous
Educat ion at Rane Inst i tute for Employee Development (RIED)
and other reputed academic inst i tut ions.
Leadership Development:
Leadership and managerial capabi l i t ies are developed through
specif ic t raining programmes, job rotat ion, part icipat ion in cross-
functional teams etc.
Fostering Employee Involvement:
Newsletters, contact meetings & regular communicat ion meetings
Open House Days and interactions with employees’ families
Business unit specif ic communicat ion processes to meet
part icular
Needs
Specif ic s trategies and ini t iat ives are developed and implemented in
Each business unit so as to achieve HRD goals .
Conclusion:
To develop a work ethos that wi l l bui ld dignity and pr ide in our
people and enable them experience a sense of belonging to the
organization.
INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT:
HUMAN RESOURCES:
Human resources reflect a new philosophy, a new outlook approach and
strategy which view an organizations’ manpower as its resources and assets and
not as liabilities.
Resources are the means that can be drawn on. They are the collective
means for production, support and defense, as well as a source of strength and
aid.
Human capital or manpower of a company can be treated as its human
resources.
In generic terms, human resources can be defined as the total knowledge,
skills, creative, talents, attitudes, approaches and beliefs’ of the individuals
involved in the affairs of the organization. It is the sum total or aggregate of
inherent abilities, acquired knowledge’s and skills represented by the talents ad
aptitudes of the employed persons in an organization.
Human resources approach takes into consideration the potentiality ad
vitality of the people available for the organization. Even in age of automation
as of day, manpower is the most essential and indispensable resources of any
organization.
In fact, without appropriate human resource, no business or organization
can exist and grow. This is perhaps the reason why human resources
management has become the focus of attention of progressive organizations of
today.
CHARACTERISTICS OF HUMAN RESOURCES:
Human resources create the business and economic institutions and
economic activities through its novel and creative ideas.
Human resource is the most dynamic resource.
The value of human resource increases over the time due to
continuous learning process unlike other resources.
It is quite difficult to predict the human behavior.
All other resource cannot be made use of without the competent
and committed human resources.
HUMAN RESOURCE DEVELOPMENT
CONCEPT OF HUMAN RESOURCE DEVELOPMENT
Leonard Nadler formally introduced the concept of human resource
development, in 1969; a conference was organized by the American society of
performance appraisal.
Human resource development is mainly concerned with development of
skill, knowledge and competencies of the people and it is a people oriented
concept. Human resource development can be applied both for the national level
and organizational level. The concept of human resource development is not yet
well conceived by various other authors though they have defined the term from
their approach, as it is of recent origin and skills in the conceptualization stage.
Human resource development is not only the performance appraisal but
many personnel mangers and organizations view human resource development
as synonymous to performance appraisal.
Human resource development from the organizational point of view is a
process in which the employees of the organization are helped / motivated to
acquire and develop technical, managerial and behavioral knowledge, skills and
abilities and mould the values, beliefs, attitudes necessary to perform present
and future roles by realizing the highest human potential with a view to
contribute positively to the organizational, group, individual and social goals.
Career planning and development, organizational development,
counseling, social and religious program, employee involvement /
workers participation, quality circles etc.
SCOPE OF HUMAN RESOURCE DEVELOPMENT:
Human resource management deals with procurement, development,
compensation, maintenance and utilization of human resources. Development of
human resources for efficient utilization of human resources in order to achieve
the individual,
group and organizational goals. Thus the scope of human resource development
is wider and human resource development is part and parcel of human resource
management.
OBJECTIVES OF HUMAN RESOURCE DEVELOPMENT:
To prepare the employee to meet the present and change in future job
Requirements
To prevent employee obsolescence
To prepare employee for higher level jobs
To impart new entrance with basic human resource development
skills and Knowledge.
To aid total quality management.
To ensure smooth and efficient working of the organization.
To provide comprehensive frame work for human resource
development.
To enhance organizational capabilities.
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:
Performance appraisal
Employees Training
Executive development
Career planning and development
Succession planning and development
Organizational change and Organizational development
Involvement in social and religious organization
Involvement in quality circles
Involvement in workers participation
COMPETENCY MAPPING DEFINITION:
HAYES 1979:
Says competencies are generic knowledge motive trait social role or
a skill of person linked to superior performance of the job. Competencies are
mainly seen as inputs. They consist of clusters of knowledge, attitude and skills
that affect an individual’s ability to perform.
ALBANESE 1989:
Defines competencies as personal characteristics that contribute to
effective managerial performance.
UNIDO 2002:
States saying that competencies is a set of skills, related knowledge
and attributes that allow an individual to successfully perform a task or an activity
with a specific function or job.
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,
organization or industries.
MEANING:
Competency mapping is a process through which one assesses and determines
one’s strengths as an individual worker and in some cases, as part of an
organization. It generally examines two areas: emotional intelligence or emotional
quotient (EQ), and strengths of the individual in areas like team structure,
leadership, and decision-making. Large organizations frequently employ some
form of competency mapping to understand how to most effectively employ the
competencies of strengths of workers. They may also use competency mapping
to analyze the combination of strengths in different workers to produce the most
effective teams and the highest quality work.
THE NATURE AND SCOPE:
A specific job role, the skills required, the level of knowledge required, and the
behavioral capacities required to apply those skills and knowledge in that role.
Often the information/data gathering process involves interviews with
individuals experienced in the position as well as observation of the role being
performed.
Behavioral competencies are derived from the raw data, and competencies
defined, selected, and prioritized.
A great resource to consult is "Competence at Work : Models for Superior
Performance" (Lyle Spencer with Signe Spencer) and "The Art and Science of
Competency Models" (Antoinette D. Lucia with Richard Lapsing).
WHAT IS COMPETENCY MAPPING:
It is about identifying ideal behaviors and personal skills which distinguish
exceptional and stupendous performance from the average. This aids in setting
standards of behavior and thereby performance for the average work forces to
follow. Competency maps provide employers with concrete and objective
information usable in all employment decisions. . As a matter of fact
competency is a behavioral and demonstrative ability that is informed to some
degree by a conceptual perception.
TECHNIQUES USED TO MAP COMPETENCIES INCLUDE:
1. Critical Incident Analysis
2. Repertory Grid
3. Behavioral Event Interview
4. Expert systems
5. Benchmarking
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 h him/her).
What Methodology is used?
The following methods are used in combination for competency mapping,
Interviews,
Group work,
Task Forces,
Task Analysis workshops,
Questionnaire,
Use of Job descriptions,
Performance Appraisal Formats etc.
COMPETENCY vs. COMPETENCE:
COMPETENCY vs. COMPETENCE Competency: A person- related concept
that refers to the dimensions of behavior lying behind competent performer.
Competence: A work- related concept that refers to areas of work at which the
person is competent Competencies: Often referred as the combination of the
above two.
CONCEPT OF COMPETENCY: CONCEPT OF COMPETENCY Skill:
Ability accomplish Talent: Inherent ability Competency: Underline
characteristics that give rise to skill accomplishment Knowledge, skill and
attitude Dr. MG Jomon, XIMB
How do competencies differ from skills and knowledge? :
Competencies only include behaviors that demonstrate excellent performance.
Therefore, they do not include knowledge, but do include "applied" knowledge
or the behavioral application of knowledge that produces success. In addition,
competencies do include skills, but only the manifestation of skills that produce
success. Finally, competencies are not work motives, but do include observable
behaviors related to motives.
Components of Competency:
Components of Competency Skill capabilities acquired through practice.
Knowledge understanding acquired through learning. Personal attributes
inherent characteristics which are brought to the job Behavior The observable
demonstration of some competency, skill, knowledge and personal attributes
attributed to excellent performance
HR COMPETENCY FRAME WORK
Business management competencies:
Business process Reengineering.
Change management.
Contract management.
Cost-Benefit Analysis.
Customer Relation.
Financial management.
Negotiating.
Organizational needs assessment.
Outcome measures and Evaluation.
Project management.
Strategic Human Resource Practices.
Strategic Planning.
Technical HR Competencies:
Appeals, Grievances and litigation.
Attendance and leave.
Benefits.
Career development.
Compensation.
Discipline and adverse action.
Employee assistance.
Equal employment opportunity.
HRM fundamentals.
Instructional systems development.
Instructional technology.
Job analysis.
Professional competencies:
Coaching and mentoring.
Communication.
Conflict management.
Decision-making.
Ethics.
Facilitation.
Interpersonal relations.
Problem solving.
Self management.
Team work.
Technology application.
COMPETENCY MAPPING PROCESS:
Competency Mapping is a process of identifying key competencies for an organization
and/or a job and incorporating those competencies throughout the various processes (i.e.
job evaluation, training, recruitment) of the organization. In general, we would define a
competency as a behavior (i.e. communication, leadership) rather than skill or ability.
The steps involved in competency mapping with an end result of job evaluation
include the following:
understanding the core competencies that required for the organization is the
initial steps in the competency mapping. Many competencies are required for the
organization in the effective performance of various functions. While certain competencies
like, decision making skill, team building skills, problem solving skills etc. .
These are included under core competency areas. These skills are essential in
all the functional areas of management. Methods like brainstorming and participative
focus group discussions etc can realize the core competencies required for the managers.
After the identification of the core competencies the next step is to relate with the various
functions in business management.
Since the core competencies varied in marketing, finance, purchase, operations
management, production etc. the competencies required to perform different junctions also
varied. For this effort the position and responsibilities of each functional personal person
need to be assessed into a job analysis is to be done in the initial stages.
By understanding the core responsibilities positions and departments. To
different and core competencies, the job description viz., written department of functional.
The job description and the competencies identified are the bases of upon which the
training and development programs, mentoring programs and extended to the members by
the superiors in the organizations.
Conduct a job analysis by asking incumbents to complete a position
information questionnaire (PIQ). This can be provided for incumbents to complete, or you
can conduct one-on-one interviews using the PIQ as a guide. A sample PIQ that we use
when conducting this step with our clients was provided to this client. The primary goal is
to gather from incumbents what they feel are the key behaviors necessary to perform their
respective jobs.
Using the results of the job analysis, you are ready to develop a competency
based job description. A sample of a competency based job description generated from the
PIQ was provided to this client. This was developed after carefully analyzing the input
from the represented group of incumbents and converting it to standard competencies.
With a competency based job description, you are on your way to begin mapping
the competencies throughout your human resources processes. The competencies of the
respective job description become your factors for assessment on the performance
evaluation. Using competencies will help guide you to perform more objective evaluations
based on displayed or not displayed behaviors.
Taking the competency mapping one step further, you can use the results of your
evaluation to identify in what competencies individuals need additional development or
training. This will help you focus your training needs on the goals of the position and
company and help your employees develop toward the ultimate success of the
organization.
Competency dictionary model:
*competency definition
*behavior indicators
*competency levels
The most important area is competency level displayed for every role would not
be similar and hence the competency levels and corresponding behavior traits are to be
defined and developed for each role
The job family classification or role classification would be primarily done.
And for each role, competency levels are described. Each level will have a different
behavior description
Competency Interpersonal Skills:
Definition:
Ability to interact and engage with peers, superiors and subordinates with
assertiveness and empathy. Clearly communicates the views and keep the group’s point of
view in mind while discussing issues. Manages internal and external clients in harmony
CLASSIFICATIONOFCOMPETENCYMAPPING:
Novice
The extent of rapport and confidence enjoyed by this person with the team members
is very minimal. The person is either not too engaged with others else new to the group
Beginner
Enjoys moderate amount of confidence and rapport among people Able to manage
very close associates only with whom most of the interactions take place.
Skilled
Enjoys good amount of rapport and confidence among team. Able to manage the
people relations, but people might not be willing to open up personally all the times.
Individually can handle people well, but in a group may not be effective always
Expert
Enjoys high amount of rapport and confidence among people. Engages very well with
everyone and plays a vital role in the balancing act during the times of disagreement
among the team member. People confide personally and professionally on this person
RESEARCH METHODOLOGY
The research methodology deals with various aspects of research, it talks about
the type of research to be used. The researcher plans how data can be collected.
The researcher also plans for the data collection tools. The researcher plans
what type of questionnaire to be followed &what ranking scales to be used.
The researcher decides about the sample size, research boundary & the various statistical tools to be used in data analysis & interpretation.
MEANING OF RESEARCH:• Research is composed of two syllables, a prefix re and a verb search.
• Re means again, anew, over again.
• Search means to examine closely and carefully, to test and try, to probe.
• The two words form a noun to describe a careful and systematic study in some
field of Knowledge, undertaken to establish facts or principles.
• Research is an organized and systematic way of finding answers to questions.
RESEARCH DESIGN:
“A research design is purely & simply the frame work or plan for study that
guides the collection data.”
Fundamental to the success of any formal research project is sound design. A
good research design has the following characteristics namely
Problem definition.
Specific methods of data collection & methods.
Time required for project.
Estimate of expenses to be incurred.
In this study, the searcher has adopted Descriptive Research Design.
RESEARCH PROCESS:
• Choosing the research problem
• Review of related literature
• Collection of data
• Interpretation of data
• Preparing the research report Methods of Research
• Historical method: to reconstruct the past objectively and accurately, often in
relation to the Tenability of a hypothesis.
• Descriptive method: to describe systematically a situation or area of interest
factually and accurately.
• Developmental method: to investigate patterns and sequences of growth and/or
change as a Function of time.
• Case and field method: to study intensively the background, current status, and
environmental interactions of a given social unit.
• Correlation method: to investigate the extent to which variations in one factor
correlate with variations in one or more other factors based on correlation
coefficient.\
• Casual-comparative or “Ex post facto” method: to investigate possible
cause-and-effect Relationships by observing some existing consequence and
looking back through the data for plausible casual factors.
• True experimental method: to investigate possible cause-and-effect
relationships by exposing one or more experimental groups to one or more
treatment conditions and comparing the results to one or more control groups not
receiving the treatment, random assignment being essential.
• Quasi-experimental method: to investigate the conditions of the true
experiment in a setting which does not allow the control or manipulation of all
relevant variables?
• Action research: to develop skills or new approaches and to solve problems
with direct application to the classroom or other applied setting.
DESCRIPTIVE RESEARCH DESIGN:
A descriptive research design is one of that simply describes something such
as demographic characteristics of certain people who use something.
The descriptive study we are typically concerned with determining frequently
with which something occurs or how two variables vary together. This study is
typically guided by an initial hypothesis.
A descriptive study requires a clear specification of who, what, when, where,
why &how aspects of the research.
DATA COLLECTION METHOD:
Most of the study is based on the primary data collection and secondary data
leads to collect the employee’s details of the company. The primary data refers
to fresh data collected for the study by the researcher with own personal effort.
Data is collected through primary and secondary data. The needed primary
data is collected through survey method by the way of questionnaire. The
secondary data has been collected through the various records, journals,
documents and others.
SOURCES OF DATA:
The data are collected from two major sources:
PRIMARY DATA
SECONDARY DATA
PRIMARY DATA:
“Data which are collected a fresh & for the first time is called a primary data. It
happens to be original in character.” The researcher would have to decide which
sort of data would be used for the study & according to it the can be sorted &
used for the study.
The collection of primary data is done by questionnaire method.
SECONDARY DATA:
Data which are collected from earlier research work is called secondary data. It
is not original in character. It is a second hand data.
This data are collected from profile, brochure, websites, manuals, and report &
from information bulletin maintained by Human resource development
Department.
STATISTICAL TOOLS:
CHI-SQUARE TEST:
The test based on the chi-square distribution & it is a parametric test. It is
used for comparing a sample variance to a theoretical population variance. The
test has become very popular because, they can be applied in any type of
situations. The symbol is a Greek letter “chi” & it was used by Karl Pearson
in the year 1990.
The objective of chi-square () is to determine whether areas of significant
difference exist among the various groups. Chi-square test involves comparison
of expected frequency (Ei) with observed frequency (Oi) to determine whether
the difference between the two is greater, which might occur by chance.
FORMULA:
2= (Oi-Ei)2 / Ei
Where, = Chi-square Oi = Observed frequency Ei = Expected frequency
DEGREES OF FREEDOM:
df = (r-1) * (c-1)
(Number of rows-1) * (Number of column-1) Where, df = Degree of Freedom
r = Number of Rows C = Number of columnsSIMPLE WEIGHTED AVERAGE METHOD:
With simple weighted average method there are several ways to determine weighted value. To construct an index number, this method weights.
FORMULA:
X = (W1.X3) + (W2.X3) + (W3.X3) + ………. + (Wn.Xn) / W1 + W2 + W3 + ……….. + Wn.
PILOT STUDY / PRE TESTING THE QUESTIONNAIRE:
As soon as the topic was approved, the researcher has done an intensive study
The researcher has made a preliminary study among the top level executives.
After having a preliminary discussion with them, the researcher has proceeded
further.
A questionnaire has been constructed by the researcher & tested with the
executives. Afterwards, the necessary changes have been made in the
questionnaire.
Research design : Descriptive Research design
Sources of data : Primary data & Secondary data
Research instrument : Questionnaire, Websites, Manuals etc..,
Sampling area : RANE ENGINE VALVES LTD
Sampling unit : Employees in RANE
Sampling technique : Random or Probability Sampling
Sample size : 100 Employees
FACTORS RESPONTENTS
NUMBERS PERCENTAGE
MALE 78 78%
FEMALE 22 22%
TOTAL 100 100% DATA ANALYSIS AND INTERPREATIONTABLE: 1GENDER OF THE RESPONDENTS
INFERENCE:From the above the table 1 it is clearly inferred that’s out of 100 respondents
78% of the employees are males and 22% of employee’s females.
FIGURE: 1
GENDER OF THE RESPONDENTS
It shows the respondent’s gender, gender state that both male and female.
In this study the majority of the respondents come under the male category.
Gender is used to know the number of respondents belongs to which category
by getting opinion from respondents.
MALE78%
FEMALE22%
GENDER
TABLE: 2
AGE LEVEL OF THE RESPONDENTS
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
20-30 YERS 28 28%
30-40 YEARS 30 30%
40-50 YEARS 24 24%
50-60 YEARS 18 18%
TOTAL 100 100%
INFERENCE:From the above statistical analysis it is being made clear that 30% of the
respondents are in the age group of 30-40 years and 28% of the respondents are
in the age group of 20-30 years and 24% of the respondents are in the age group
of 40-50 years and 18% of the respondents are in the age group of 50-60 years
in RANE ENGINE VALVES LTD.
FIGURE: 2AGE LEVEL OF THE RESPONDENTS
The age is the length of time that one has existed. In this study, also this
gives the period of existence of the respondents, which is obtained in terms of
completed years. Age is used to know the number of respondents in each age
category.
20-30 YRS 30-40 YRS 40-50 YRS 50-60 YRS0%
5%
10%
15%
20%
25%
30%
35%AGE
TABLE: 3
MARITAL STATUS OF THE RESPONDENTS IN RANE
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
MARRIED 80 80%
SINGLE 20 20%
TOTAL 100 100%
INFERENCE:From the above table it is clearly stated that out of 100 respondents in 80% of
the respondents are married and 20% of the respondents are single.
FIGURE: 3
MARITAL STATUS OF THE RESPONDENTS
MALE FEMALE
MARITAL STATUS 0.8 0.2
5%
15%
25%
35%
45%
55%
65%
75%
85%
MARITAL STATUS
TABLE: 4
THIS TABLE SHOWS EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
UG 26 26%
PG 30 30%
DIPLOMA 22 22%
OTHERS 22 22%
TOTAL 100 100%
INFERENCE:From the above table it is shows that 30% of the respondents are post graduates
and 26% of the respondents are under graduation and 22% of the respondents
are diploma and the excess 22% of the respondents are having an other
qualifications in RANE
FIGURE: 4
THIS FIGURE SHOWS EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
Qualification shows the ability, skill or talent, which makes the person to
be identified as educated or not. Qualification is of different levels. Each
position requires a particular qualification. In this study, the respondent’s
education qualification is used to know the educational status of respondents.
UG26%
PG30%
DIPLOMA22%
OTHERS22%
BASIC QUALIFICATION
TABLE: 5
THIS TABLE SHOWS WORK EXPERIENCE OF THE RESPONDENTS IN REVL
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
0-5 YEARS 20 20%
5-10 YEARS 36 36%
10-20 YEARS 24 24%
20&ABOVE 20 20%
TOTAL 100 100%
INFERENCE:From the above table clearly inferred that the work experience of the
respondents. Is that 36% of the employees having 5-10 years of work
experience, 24% of the employees having 10-20 years of work experience and
20% of the employees having 20 & above years of working experience and 0-5
years working respondents also having the 20% of experience.
FIGURE: 5
THIS FIGURE SHOWS EXPERIENCE OF THE RESPONDENTSThe accumulation of knowledge or skill that results from direct
participation in events or activities over a given number of years. In this study,
the experience of the respondents plays a role, as associates with experience in
the current organization and to know how many years of experience each
respondent worked in a particular organization.
0-5 YRS 5-10 YRS 10-20 YRS 20&ABOVE
20%
36%
24%20%
EXPERIENCE
TABLE: 6
RESPONDENTS AWARENESS ABOUT COMPETENCY MAPPING
OPINION RESPONDENTS
NUMBERS PERCENTAGE
YES 80 80%
NO 20 20%
TOTAL 100 100%
INFERENCE:
From the above it is clearly represent that out of 100 respondents 80% of the
employees are having the awareness about the competency mapping and only
20% of the employees are weak in awareness.
FIGURE: 6
AWARENESS ABOUT COMPETENCY MAPPINGIn this study to know the competency mapping is following in the respondents
company by getting opinion from respondents.
YES NO
AWARENESS 0.8 0.2 NaN NaN
5%
15%
25%
35%
45%
55%
65%
75%
AWARENESS
A
TABLE: 7
ANALYSING THE RESPONDENTS PERFORMANCE IN RANE
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
HIGHLY SATISFIED 36 36%
SATISFIED 40 40%
DISSATISFIED 24 24%
TOTAL 100 100%
INFERENCE:
From the above table shows the satisfaction level of respondents. Nearly 40% of
the respondents are satisfied with their performance, 36% of the respondents are
highly satisfied with their performance only 24% of the employees are satisfied
with their performance.
FIGURE: 7
SATISFIED WITH THE RESPONDENTS PERFORMANCE, RIGHTLY
RECOGNIZED BY THEIR ORGANISATION
HIGHLY SATISFIED SATISFIED DISSATISFIED0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
36%40%
24%
RESPONDENTS PERFORMANCE
TABLE: 8
ANALYSING THE LEVEL OF RESPONDENTS INDIVIDUAL PERFORMANCE
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 80 80%
NO 20 20%
TOTAL 100 100%
INFERENCE:
From the above table it is clearly inferred that out of 100 respondent 80% of the
respondents are clearly understand about their level of performance, and 20% of
the respondents are having insufficiency knowledge about their performance.
FIGURE: 8
THE RESPONDENTS ARE CLEARLY UNDERSTOOD ABOUT THEIR
INDIVIDUAL PERFORMANCE IN THE ORGANISATION.
80%
20%
INDIVIDUAL PERFORMANCE OF RE-SPONDENTS
YES NO
TABLE: 9
THE RESPONDENTS THINK ABOUT THE COMPETENCY MAPPING
IT’S A DE-MOTIVATING FACTOR OR NOT
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 66 66%
NO 34 34%
TOTAL 100 100%
INFERENCE
From the above table it is clearly represent that 66% of the respondents are said
self-competency mapping is are de-motivating factor and 34% of the
respondents are said it is not a de-motivating factor.
FIGURE: 9
COMPETENCY MAPPING IT’S A DE-MOTIVATING FACTOR OR NOT
YES
NO
0% 10% 20% 30% 40% 50% 60% 70%
DE-MOTIVATING FACTOR; 34%
DE-MOTIVATING FACTOR
TABLE: 10
ANALYSIS OF RESPONDENTS WHO ACQUIRED ANY SKILLS,
KNOWLEDGE AND ABILITIES THROUGH THE ED PROGRAM
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
STRONGLY AGREE 34 34%
AGREE 46 46%
DISAGREE 4 4%
STRONGLY DISAGREE 16 16%
TOTAL 100 100%
INFERENCEThis table shows that 46% of the respondents are agree that they are acquiring
knowledge with ED programs 34% of the respondents are acquiring knowledge
with ED programs. 16% of the employees are strongly disagreeing that they are
not acquiring knowledge with ED programs. 4% of the employees are
disagreeing that they are not acquiring any new skills and knowledge through
the ED programs.
FIGURE: 10
RESPONDENTS WHO ACQUIRED NEW SKILLS, KNOWLEDGE AND
ABILITIES THROUGH THE ED PROGRAM
STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
NEW SKILLS
TABLE: 11
ANALYSIS OF THE RESPONDENTS ORGANISATION GIVEN ANY
ADEQUATE OPPORTUNITIES
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 82 82%
NO 18 18%
TOTAL 100 100%
INFERENCE:
From the above table, it shows the opportunities given to the respondents 82%
of the respondents said that organization is giving an adequate opportunity and
18% of respondents said that organization is not giving an adequate opportunity
FIGURE: 11
ORGANISATION WHICH GIVE ADEQUATE OPPORTUNITIES
YES
NO
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
82%
18%
TABLES: 12
ANALYSIS OF RESPONDENTS ABOUT THEIR EXISTING
COMPETENCY DEVELOPMENT INITIATIVES ARE ENOUGH OR
NOT
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 42 42%
NO 58 58%
TOTAL 100 100%
INFERENCE:
From above the table, it shows that 42% of the respondents are satisfied with
the existing competency development and initiative schemes but 58% of the
respondents are not satisfied with the existing competency development and
initiatives schemes.
FIGURE: 12
ABOUT THEIR EXISTING COMPETENCY DEVELOPMENT
INITIATIVES ARE ENOUGH OR NOT
YES NO
0%
10%
20%
30%
40%
50%
60%
42%
58%
TABLE: 13
COMPETENCY MAPPING IS A EXCELLENT TOOL FOR
EMPLOYEES DEVELOPMENT AND SUCCESSION PLANNING
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 68 68%
NO 32 32%
TOTAL 100 100%
INFERENCE:
From above the table it is clearly inferred that out of 100 respondents 68% of
the respondents are said that the competency mapping an excellent tool for
succession planning and 38% of the respondents said it’s not so
FIGURE: 13
COMPETENCY MAPPING IS A EXCELLENT TOOL FOR
EMPLOYEES DEVELOPMENT AND SUCCESSION PLANNING
YES NO
68%
32%
EXCELLENT TOOL
TABLE: 14
ANALYSIS OF THE RESPONDENTS WHO ARE AGREEING WITH
THE NATURE OF COMPETENCY MAPPING IS REQUIRED FOR
THE POSITION THAT MAKES IMMIDIETLY HIGHER OR NOT
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
STRONGLY AGREE 20 20%
AGREE 50 50%
DISAGREE 6 6%
STRONGLY DISAGREE 24 24%
TOTAL 100 100%
INFERENCE:From the above table, it shows that 50% of the respondents are agreeing with
this concept and 24% of the respondents are strongly disagree that competency
mapping not help for that and 20% of the respondents are strongly agree that
competency mapping is helping to go for higher post, but the 6% of the
respondents are disagree that competency mapping is not helping them to go for
higher post.
FIGURE: 14
THIS FIGURE SHOWS THE RESPONDENTS WHO ARE AGREEING
WITH THE NATURE OF COMPETENCY MAPPING IS REQUIRED
FOR THE POSITION THAT MAKES IMMIDIETLY HIGHER OR NOT
0.5 1 1.5 2 2.5 3 3.5 4 4.50%
10%
20%
30%
40%
50%
60%
20%
50%
6%
24%
HIGHER POST
TABLE: 15
ANALYSIS OF THE ALL RESPONDENTS WHO ARE HAVING A
SELF UPDATED ON THE INDUSTRY STATUS
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
STRONGLY AGREE 24 24%
AGREE 48 48%
DISAGREE 6 6%
STRONGLY DISAGREE 22 22%
TOTAL 100 100%
INFERENCE:
From above the table, it is shows that, 48% of the respondents are agree that
they are self updated on the industrial status, 24% of the respondents are
strongly agree that they are self updated on industrial status, and 22% of the
respondents are strongly disagree that they are not self updated on the industrial
status, and 6% of the respondents are disagree that they are also not self update
on the industry level.
FIGURE: 15
THIS FIGURE SHOWS THE ALL RESPONDENTS WHO ARE
HAVING A SELF UPDATED ON THE INDUSTRY STATUS
STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE0%
10%
20%
30%
40%
50%
60%
24%
48%
6%
22%
SELF UPDATED
TABLE: 16
ANALYSIS OF THE RESPONDENTS WHO ARE HAVING A GOOD
UNDERSTANDING WITH MAJOR COMPETEITORS
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 76 76%
NO 24 24%
TOTAL 100 100%
INFERENCE:
From the above table clearly represent that the 76% of the respondents are said
yes and they having the good understanding with major competitors and 24% of
the respondents are said no and they don’t have the good understanding with
major competitors.
FIGURE: 16
THIS FIGURE SHOWS THE RESPONDENTS WHO ARE HAVING A
GOOD UNDERSTANDING WITH MAJOR COMPETEITORS
0.8 1 1.2 1.4 1.6 1.8 2 2.20%
10%
20%
30%
40%
50%
60%
70%
80%100%
100%
GOOD UNDERSTANDING
TABLE: 17
ANALYSIS OF THE RESPONDENTS WHO LEARNED THE NEW
CONCEPT AND TECHNOLOGY AS SOON AS POSSIBLE
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
STRONGLY AGREE 38 38%
AGREE 40 40%
DISAGREE 10 10%
STRONGLY DISAGREE 12 12%
TOTAL 100 100%
INFERENCE:From the above table, it shows that 40% of the respondents are agreeing that
new concept or technology learned by them as soon as possible, 38% of the
respondents are strongly agree that new concept or technology learned by them
as soon as possible, 12% of the respondents strongly disagree that new concept
and technology learned as not possible and 10% of the respondents are disagree
which this concept.
FIGURE: 17
THIS FIGURE SHOWS THE RESPONDENTS WHO LEARNED THE
NEW CONCEPT AND TECHNOLOGY AS SOON AS POSSILE
STRONGLY AGREE38%
AGREE40%
DISAGREE10%
STRONGLY DISAGREE12%
LEARNING CAPACITY
TABLE: 18
ANALYSIS OF THE RESPONDETS HAVE TIME TO ATTENED
VARIOUS TRAINING PROGRAMS
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 42 42%
NO 58 58%
TOTAL 100 100%
INFERENCE:
From the above table clear represent that the 42% of the respondents have time
to attend training programs. But 58% of the respondents are not have time to
attend training programs.
TABLE: 18
THIS TABLE SHOWS THE RESPONDETS HAVE TIME TO ATTENED
VARIOUS TRAINING PROGRAMS
YES42%
NO58%
TRAINING PROGRAMS
TABLE: 19
ANALYSIS OF THE RESPONDENTS WHO ARE WELL VERSED IN
COMPETENCY MAPPING
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
STRONGLY AGREE 20 20%
AGREE 48 48%
DISAGREE 14 14%
STRONGLY DISAGREE 18 18%
TOTAL 100 100%
INFERENCE:
From the above the table, It is inferred that 48% of the employees are agreeing
that they are well versed in this system. 20% of the employees are strongly
agree that they are well versed in this system and 18% of the respondents are
strongly disagree that they are not well versed in this system and 14% of the
respondents are disagree that they are not well versed in competency mapping.
FIGURE: 19
THIS FIGURE SHOWS THE RESPONDENTS ARE WELL VERSED IN
COMPETENCY MAPPING
STRONGLY AGREE20%
AGREE48%
DISAGREE14%
STRONGLY DISAGREE18%
WELL VERSED
TABLE: 20
ANALYSIS OF COMPETENCY MAPPING AS AN IDEAL TOOLS FOR
EMPLOYEE DEVELOPMENT
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
AGREE 76 76%
DISAGREE 24 24%
TOTAL 100 100%
INFERENCE:
From the above table, it is represent that 76% of the respondents are agree that
competency mapping is an ideal tool for EMPLOYEE DEVELOPMENT and
24% of the respondents are disagree that competency mapping is not an ideal
tool for EMPLOYEE DEVELOPMENT.
FIGURE: 20
THIS FIGURE SHOWS COMPETENCY MAPPING AS AN IDEAL
TOOLS FOR EMPLOYEE DEVELOPMENT
AGREE DISAGREE0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
76% 24%
IDEAL TOOL
STATISTICAL ANALYSIS:
In this chapter, the researcher analyzed and
interpreted the data in terms of the objectives mentioned in methodology.
DATA COLLECTION, ANALYSIS & INTERPREATION:
DATA COLLECTION METHODS USED:
The method of data collection is a path
of achieve the target of the research. The steps are.
The research problem was formulated.
The place of study was chosen.
Questionnaire was framed.
Questionnaire was put to per- test.
The final form of questionnaire was framed.
Random sampling was done.
The factors for limitation of the study ware also recognized
SELECTION OF STATISTICAL TOOL:
The data collected has been analyzed by using statistical tools such as;
1. Chi – square test.
2. . Weighted average method.
DATA ANALYSIS:
The researcher has proceeded to analyze at RANA ENGINE VALVE private
limited, Chennai on the basis of certain aspect such as sources, effects,
communication, etc. The opinions of the respondents ware obtained through 30
questions.
TEST NO.1
CHI – SQUARE TEST
AIM:
To test the significant relationship between age and experience factors of
employees.
NULL HYPOTHESIS :( HO)
There is no significant relationship between age and experience of employees.
ALTERNATIVE HYPOTHESIS :( H1)
There is significant relationship between age experiences of employees
CHI – SQUARE TEST:
TABLE: 1 AGE
FACTORS RESPONDENTS
NUMBER PERCENTAGE
A 28 28%
B 30 30%
C 24 24%
D 18 18%
TOTAL 100 100%
TABLE: 2 EXPERIENCES :
FACTORS RESPONDENTS
NUMBER PERCENTAGE
0 – 5 20 20%
5 – 10 36 36%
10 – 20 24 24%
20 And above 20 20%
TOTAL 100 100%
TABLE: 3 OBSERVED FREQUENCIES (OI)
AGE EXPERIENCE
0 - 5 5 - 10 10 - 20 20
&Above
TOTAL
a 4 12 8 4 28
b 4 12 10 4 30
c 8 10 2 4 24
d 4 2 4 8 18
TOTAL 20 36 24 20 100/100
TABLE: 4 EXPECTED FREQUENCIES (EI)
AGE EXPERIENCIE
0 - 5 5 - 10 10 - 20 20
&Above
TOTAL
a 5. 6 10. 08 6. 72 5. 6 28
b 6 10. 08 7. 2 6 30
c 4.8 8. 64 5.76 4. 8 24
d 3.6 6. 48 4. 32 3. 6 18
TOTAL 20 36 24 20 100/100
TABLE: 5
O E (O – E) (O – E)2 (O – E)2 / E
4 5. 6 - 1. 6 2. 56 0. 457
4 6 -2 4 0.666
8 4. 8 3. 2 10. 24 2. 133
4 3.6 0. 4 0. 16 0. 044
12 10. 08 1. 92 3. 6864 0.365
12 10. 8 1. 2 1. 44 0. 133
10 8. 64 1. 36 1. 8496 0.214
2 6. 48 -4. 48 20. 0704 3. 097
8 6. 72 1. 28 1. 6384 0. 243
10 7. 2 2. 8 7. 84 1. 088
2 5. 76 -3. 76 14. 1376 2.454
4 4.32 -0. 32 0. 1024 0. 023
4 5. 6 -1. 6 2. 56 0. 457
4 6 -2 4 0.666
4 4.8 -0. 8 0. 64 0. 133
8 3.6 4. 4 19. 36 5. 377
TOTAL 100 17. 547
FORMULA:
Chi -square (x^ 2) = £ (O-E) ^ 2
E
WHERE,
O = Observed frequency.
E = Expected frequency.
E = Row total X Colum total
Grand total
DEGREE OF FREEDOM
= (R-1) X (C-1)
= (4-1) X (4-1)
= 3x3
DF = 9
Tabulated value at degree of freedom at 5% of significant level = 16. 9
Calculated value of chi- square = 17. 547
Here,
Calculated value > tabulated value (i.e.) calculated value is higher than
tabulated value.
So H1 accepts and rejects HO
Hence there is a significant relationship between Age and experience of the
employees.
INFERENCE:
It is analyzed by applying chi-square test that age of respondents level has a
positive association with the level of respondents level has a positive
association with the level of respondents experience.
TEST. NO 2
WEIGHTED AVERAGE METHOD:
RESPONDENTS SUGGEST THE OTHER ED INITIATIVES:
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
A 24 24%
B 28 28%
C 22 22%
D 16 16%
E 10 10%
TOTAL 100 100%
24%
28%22%
16%10%
OTHER INITIATIVES
ABCDE
The weighted average method for the expectations of the competency mapping
of the employees.
FACTO CAPACTI INDIVIDUA VARIOUS MEASURE OTHE
RS
RANK
Y
BUILDIN
G
PROGRA
MS
L
MONITORI
NG
SYSTEM
TRAININ
G
PROGRA
MS
THE EE’S
PERFORMAN
CE LEVEL
RS
1 24 28 22 16 10
2 10 10 12 26 42
3 18 6 24 24 28
4 30 14 26 20 10
5 18 42 16 14 10
TOTAL 100 100 100 100
TABLE: 2: CAPACITY BUILDING PROGRAMS
RANK W1 W1X
1 30 30
2 24 48
3.5 18 63
3.5 18 63
5 10 50
TOTAL 100 254
Weighted average = W1X
W1
= 254
100
=2.54
TABLE: 3 Measure the employees performance.
RANK W1 W1X
1 26 26
2 24 48
3 20 60
4 16 64
5 14 70
TOTAL 100 268
WEIGHTED AVERAGE:
Weighted average = W1X
W1X
= 268
100
= 2.68
TABLE: 4 INDIVIDUAL MONITORING SYSTEMS.
RANK W1 W1X
1 42 42
2 28 56
3 14 42
4 10 40
5 6 30
TOTAL 100 210
WEIGHTED AVERAGE = W1X
W1
= 210
100
= 2.1
TABLE: 5 VARIOUS TRAINNING SYSTEMS.
RANK W1 W1X
1 26 26
2 24 48
3 22 66
4 16 64
5 12 60
TOTAL 100 264
WEIGHTED AVERAGE = W1X
W1X
= 264
100
= 2.64
TABLE: 6 OTHERS
RANK W1 W1X
1 42 42
2 28 56
4 10 40
4 10 40
4 10 40
TOTAL 100 218
WEIGHTED AVERAGE = W1X
W1
= 218
100
= 2.18
INFERENCE:
Based on the above table the factor which influences the expectation of the
competency mapping of the employees is ranked bellow.
TABLE: 7
FACTOR WEIGHTAGE RANK
CAPACITY 2.54 3
INDIVIDUAL 2.1 5
TRAINING 2.64 2
PERFORM 2.68 1
OTHERS 2.18 4
RESULT:
Measuring the employee’s performance level is the major factor which
influences the expectation of the competency mapping of the employees in
RANA ENGINE VALVE LTD.
FINDINGS:
1. Most 78% at the respondent are of male in RANE ENGINE VALVE
LTD.
2. The majority 38% of the respondent are in age group of (30-40) years in
the organization.
3. 30% of the employees in the organization are in post graduate in RANE
ENGINE VALVE LTD.
4. It is observed that 80% of the employees are married.
5. I have concluded that 36% of the employees have the 5-10 years
experience in that organization.
6. 80% of the employees are said that they are having the awareness about
the competency mapping system followed in the organization.
7. It so found that 40% of the employees are satisfied with their individual
performance in the RANE ENGINE VALVE LTD.
8. It is observed that 80% of the employees are clearly understood about
their individual performance in the organization.
9. It has been exhibited that 66% of the employees said that the self
competency mapping is not de-motivating factor for their imprudent.
10.It is observed that 34%of the employees are agreeing about their employee
development program by the organization.
11.The 82% of the employees surely satisfied with the organization for
providing adequate opportunity to developing the skill and abilities in
performing their jobs.
12.58% of the respondents are satisfied with their existing training schemes
and employee development initiatives.
13.The 28% of the respondents are suggesting that competency development
initiatives can be given by individual monitoring system.
14.It shows 68% of the respondents are saying that competency mapping is
an excellent tool for planning in their organization.
15.Nearly 50% of the respondents agreed that the competency mapping
required archiving the higher post in the organization.
16.48%of the employees are satisfied that they are self- updating the industry
statist.
17.76% of the respondents have the cordial relationship with the major
competitors.
18.40% of the employees shows interested learn new technology concept as
soon they possible.
19.58% of the respondents have time to attend the various training programs
and seminar conferences conducted in RANE ENGINE VALVES LTD.
20.Mostly 48% of the employees are well versed in the competency mapping
system.
21.It is observed that 76% of the employees care agreed the competency
mapping ideal tool for employee development.
SUGGESTIONS:
The company management should provide the knowledge of work to
every employee.
The training program activities should be improved.
Working environment should be improved in the company.
The organization should give adequate orientations and training to the
employees to cope-up with the changing work conditions in the
organization.
Respondents spend time to attend various training programs.
At the time of changes in technology the employees need adequate
training programs.
The management should understand what the employees want and render
them according to the needs.
The organization implements the promotion policy based on effective
performance of the employees.
Employees of the lower level in the sectors like manufacturing do have a
lot of concerns and thus the management should keep a wide eye
regarding the competency mapping process.
The supervisors should always maintain the proper relationship with the
employees.
Proper communication between the employee and employer increases the
performance of the employees as they get clarity of the state of affairs,
reality cheek, encouragement, etc.
CONCLUSION
Competency mapping is a new concept of every organization. So it is
followed by some of the organizations.
Competency mapping is an ideal tool for a succession planning. It’s
helpful for the employee’s performance measuring, skills and knowledge
.
Competency mapping is basic concept for performance appraisal as well
as training of employees.
If the organization conduct the competency mapping means they may get good
feedback from the employees otherwise they can test the performance of the
employees if they are lack in performance the organization should provide the
various training programs. So that in every organization they use the
competency mapping.
So every organization must follow this concept. Otherwise they face lot of
problems between the employees like conflict, obscene of work and no
involvement in work.
As we conclude this project, we expect all the organization should follow the
competency mapping to measure the employees and profit of the organization.
BIBILIOGRAPHY
BOOKS REFERED:Milind kotwal (2008), model and method for competency mapping and assessment.
R. Palan (2006) competency mapping – A practitioner’s guide
WEBSITE:www.rane .comWww. Google .comHttp// www . tvrls. Com / competency mapping .htmlHttp// www. Workitect . com / competency mapping assessment. HtmlWww. hrm. comWww. R com .comWww. Cite hr .com
QUESTIONNAIRE A STUDY ON COMPETENCY MAPPING AS A TOOL FOR EMPLOYEE DEVELOPMENT IN RANE ENGINE VALVE LTD.Dear Sir/Madam,
I am studying B.B.A final year in ST. JOSEPH’SCOLLEGE,
Chennai-602 101. I am doing my project on COMPETENCY MAPPING. I
attached my project questionnaire based on my objectives. This is for my
academic purpose, so please choose the correct answer for all the questions and
give your valuable support for my project.
PERSONAL DETAILS:1.Name :
a) Designation
b) Department
c) Age
d) Gender
e) Marital status MarriedSingle
2. Basic Qualification :I. UG
II. PG
III. DIPLOMA
IV. OTHERS
3. Total years of work experience at RANE
a) 0-5 yrs b) 5-10 yrs c) 10-20 yrs d) 20 & above4. Are you aware of competency mapping that is followed in your organization? a) Yes b) No5. Whether you are satisfied with your performance, rightly recognized by your organization? a) Highly satisfied b) Satisfied c) Dissatisfied
6. Can you clearly understand the level of your individual performance in the organization? a) Yes b) No7. Do you think the self- competency mapping is a de-motivating factor? a) Yes b) No
8. Whether you are acquired any new skills, knowledge and abilities through the ED program? a) Strongly agree b) Agree c) Disagree d) Strongly disagree
9. Does your organization given any adequate opportunities, to implement the newly learnt skills, knowledge and abilities at work? a) Yes b) No
10. Do you feel the existing training schemes and competency development initiatives are enough?
Yes No
11. If you feel the existing training schemes and competency development initiatives are not enough means what other ED initiatives can you suggest?
a) Capacity building programs b) Individual Monitoring systemc) Various training programsd) Measure the employee’s performancee) Others
12. Does competency mapping is an excellent tool for succession planning in your organization? a) Yes b) No13. Whether you are agreeing with the nature of competencies required its criticality and actual level is required for the position that makes you to go immediately higher? a) Strongly agree b) Agree c) Disagree d) Strongly disagree
14. Do you feel the competencies necessary for the required level of immediate higher post?
a) Yes b) No
15. Do you aware about the nature of the industry, in which your organization is operating, that keep constantly you’re self updated on the industry status? a) Strongly agree b) Agree c) Disagree d) Strongly disagree16. Do you have the good understanding with the major competitors? a) Yes b) No17. Do you update any existing level of your knowledge, skills and abilities to be on par with the ongoing industry levels? a) Strongly agree b) Agree c) Disagree d) Strongly disagree
18. Whenever, a new concept or technology is introduced, do you make sure that you learned it as soon as possible? a) Strongly agree b) Agree c) Disagree d) Strongly disagree19. Do you have time to attend various training programs and seminar conferences? a) Yes b) No20. Are you well versed with this system? a) Strongly agree b) Agree c) Disagree d) Strongly disagree21. Finally, to conclude, do you think competency mapping serves as an ideal tool for employee development?
Agree Disagree
THANK YOU FOR YOUR CO-OPERATION IN FILLING THIS QUESTIONNAIRE
