Sonal - Welinker - Final

8/10/2019 Sonal - Welinker - Final

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EXECUTIVE SUMMARY


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"Effectiveness of an organisation is the summation of the required competencies in the

organisation.

Competency mapping is a process through which one assesses and determines ones 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. As such, they provide both

behavioral and conceptual vision for the kind of performance necessary to fulfill business

strategies.

The project report is based on competency mapping in a manufacturing company.It was done

in Endurance Technologies Ltd., is a well known name in Indian Automobile industry. Its an

Automobile spare part manufacturing company and the main customer is Bajaj Auto.

The competency mapping was done for departments that are Finance, HR, IT, Production and

stores at the front fork division. The motto behind choosing this topic was to find out the

Training needs for department and comparing their actual competencies with core

competencies of the employees so that recommendations can be given. The competencies

were divided into hard skills and soft skills, since both play an important role for employees

performance. This comparison was done through benchmarking system. The primary method

of data collection was through Interview method and the secondary method was through

company records and reference books. The tool used for mapping the competencies of

employees was gap analysis, which helped to find the gaps between the desired skills and

actual skills of the employees. This project helped to find the gaps in each skill of the job of

an employee.

This kind of tool was used by the organization so it gave me an opportunity to recommend

them on this analysis. The findings were the process of this study, the competency and the


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gaps in the skills. The recommendations to the project was only restricted to training

programs.

There were also certain limitations for the project. The first I found my study was only

restricted to departments and the time limit, apart from that it gave me the practical exposure

in the corporate.Thus the project brought me to the conclusion that in todays scenario every

organization should be competency based. It solved the purpose of role clarity and training

and development. At last with a firm belief the project will prove its relevance for the

purpose for which it was made.


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INTRODUCTION TO THE COMPANY


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ENDURANCE was established in 1985 as Anurang Engineering Co. Pvt. Ltd. to

manufacture Aluminum Die Casting products at Aurangabad, Maharashtra (India). The

Endurance Group is a global force in Casting, Suspension, Transmission and Braking

products with an annual sale of 230 Million (RS. 1265 Crores) from Domestic Operations

and approx. 140 (RS. 770 Crores) Million from Overseas Operations for the year 2008-

2009. More than 3,700 employees work in 19 Plants at 5 Locations in India and about 625

employees in 5 Overseas Plants. ENDURANCE comprises of two main business divisions

i.e. the Die Casting Division and the Proprietary Component Division. Under the Die Casting

Division the main areas of operations are Casting, Painting & Machining which are supported

by well-equipped Tool Room facilities. Under the Proprietary Component Division the main

areas are Suspension, Transmission and Braking.

ENDURANCE is a name that spells strength and the will to perform. Core business is

focused on becoming the component partner of choice for leading Automobile

Manufacturers. Assisted by a strict quality regime, a constant interaction with customers and

an eye on emerging needs, Endurance have carved a distinct niche to cater to the worlds

leading Automotive Manufactures.

On the strength of experience and the depth of Technological Expertise, Endurance have now

geared up to launch ourselves on the high growth global circuit.

MISSION

To achieve and maintain leadership with a focus on Technology, Product Reliability and

Safety in an environment of Honesty, Transparency and Fairness and contribute towards

betterment of society.


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MILESTONES

1985-86 Anurang Engineering Co. Pvt. Ltd. (AE) setup as the first

group company to manufacture Aluminum pressure die castingcomponents.

1995-96 Endurance Systems (I) Pvt. Ltd. (ES) second group company

set up to manufacture two and three wheeler suspension

products.

Anurang Engineering Co. Pvt. Ltd. Set up second plant in

Kanhe Phata Dist. Pune.

1998-99 ES forms technical collaboration with Paioli Meccanica Spa,

Italy for manufacturing of telescopic front forks for two

wheelers.

1999-2000 Endurance Technologies Pvt. Ltd. (ETPL) third Group

Company formed to manufacture clutch assemblies for two

and three wheelers.

ES enters with technical collaboration with Paioli Meccanica

Spa, Italy for two and three wheeler shock absorbers.

2001-02 High technology Transmission Systems (I) Pvt. Ltd. (HTTS)

formed as joint venture between ETS and Adler Spa, Italy for

the manufacture of clutch assemblies, continuous variable

transmissions and friction plates for two and three wheelers.

2002-03 Group turnover crosses Rs. 300 cores mark.

Asset block of group crosses Rs. 100 cores.

Group companies commenced TPM initiative.

2003-04 Disc Break division of ETS commences at Waluj in technical

collaboration with Bassano Grimace Spa, Italy.

Gravity / low pressure die casting division of ETPL

commences production at Waluj, Aurangabad.

Machine shop division of ES begins at Chakan (Near Pune).


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2004-05 Aluminum die casting plant of ETPL set up at IMT Mamesar,

Gurgaon.

Technical collaboration with AL-KO, Germany, signed for

manufacture of four wheeler suspension products.

2005-06

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2008-09

New plants in Chakan by AE, ETPL and HTTS.

Group asset block crosses Rs. 500 cores.

Technical collaboration agreement signed with Zhejiang

Wanfeng Motorcycle wheel co. ltd., China for the manufacture

of Alloy Wheels.

Group turnover projected at Rs. 900 cores.

Three New Plants in Uttarakhand for Proprietary & Casting

(N. E. India).

Casting Plant at Chennai (South India).

Acquisition of 51% stake in Fondalmec S.p.A. Italy

Technical Assistance Agreement with TEKSID

ALUMINIUM S.R.L., Italy, for manufacture o

Aluminum Cylinder Head' castings by Gravity Die Casting

process.

Technical Assistance Agreement with WP Suspension

(subsidiary of KTM).

Joint venture with Magnetic Marelli Holdings S.p.A. for

manufacture of four-wheeler suspension products in India

SYNERGIES

They have always striven to deliver nothing less than the worlds best to their customers.

Towards this objective, they have established technical synergies with:

Paioli Meccanica S. p. A., Italy-


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A renowned Italian Companyit is one of the oldest & foremost manufacturers of Telescopic

Front Forks (Owners of famous CERIANI brand) and is providing technical know-how for

manufacture of 2 wheeler Suspension products.

ALKO Record S.A., Germany-

A German Company having manufacturing plants in Bilao, Spain and Dresden Germany for

manufacture of different types of Automobile Suspension products including Gas Springs.

Bassano Grimeca S.p.A., Italy-

An Italian company founded in the early 50s. It manufactures two wheeler Disc Brake

Assemblies. A Pioneer in this field, Grimace is one of the largest automotive componentmanufacturers in Europe, manufacturing Disc Brake Assemblies, High pressure/ Low

pressure by Die Cast components.

Adler S.p.A., Italy-

It is one of the worlds largest two & three wheeler Transmission System Manufacturers. They

have joint venture with Adler S.p.A. Italy, for providing technical know-how and license to

manufacture 2-wheeler Clutch Assemblies, Friction Plates and CVTs.

EXPORTS

1) Dedicated plant for the export of Front Forks in CKD conditions.

2) Presently exporting to Europe.

3) Exporting Shock Absorbers to South-East Asian Countries and Europe.

4) Bye back of collaborators.

5) Aftermarket Overseas.

AWARDS

Sr.

N0.Awards And Recognition

Year


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1 Best Kaizen Award 2006

2 TPM Best Performance Award 2006

3 ACMA Award 2007

4 NDTV Profit Car India & Bike India

Awards

2008

5 Auto Monitor Awards 2008

6 Honda Motorcycle & Scooter India

Awards

2008

7 Honda Motorcycle & Scooter India

Awards

2009

Table No. 1

Awards

LIST OF DEPARTMENTS IN ENDURANCE TECHNOLOGIES LTD.
http://mm_openbrwindow%28%27images/awards/Honda2009.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/Honda2008.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/auto_monitor08.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ndtv_profit.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ACMA.jpg',%20'endurance','width=275,%20height=530')http://mm_openbrwindow%28%27images/awards/BAL-TPM.jpg','endurance','width=670,height=500')http://mm_openbrwindow%28%27images/awards/best-kaizen02.jpg','endurance','width=387,height=525')http://mm_openbrwindow%28%27images/awards/Honda2009.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/Honda2008.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/auto_monitor08.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ndtv_profit.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ACMA.jpg',%20'endurance','width=275,%20height=530')http://mm_openbrwindow%28%27images/awards/BAL-TPM.jpg','endurance','width=670,height=500')http://mm_openbrwindow%28%27images/awards/best-kaizen02.jpg','endurance','width=387,height=525')http://mm_openbrwindow%28%27images/awards/Honda2009.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/Honda2008.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/auto_monitor08.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ndtv_profit.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ACMA.jpg',%20'endurance','width=275,%20height=530')http://mm_openbrwindow%28%27images/awards/BAL-TPM.jpg','endurance','width=670,height=500')http://mm_openbrwindow%28%27images/awards/best-kaizen02.jpg','endurance','width=387,height=525')http://mm_openbrwindow%28%27images/awards/Honda2009.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/Honda2008.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/auto_monitor08.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ndtv_profit.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ACMA.jpg',%20'endurance','width=275,%20height=530')http://mm_openbrwindow%28%27images/awards/BAL-TPM.jpg','endurance','width=670,height=500')http://mm_openbrwindow%28%27images/awards/best-kaizen02.jpg','endurance','width=387,height=525')http://mm_openbrwindow%28%27images/awards/Honda2009.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/Honda2008.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/auto_monitor08.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ndtv_profit.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ACMA.jpg',%20'endurance','width=275,%20height=530')http://mm_openbrwindow%28%27images/awards/BAL-TPM.jpg','endurance','width=670,height=500')http://mm_openbrwindow%28%27images/awards/best-kaizen02.jpg','endurance','width=387,height=525')http://mm_openbrwindow%28%27images/awards/Honda2009.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/Honda2008.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/auto_monitor08.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ndtv_profit.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ACMA.jpg',%20'endurance','width=275,%20height=530')http://mm_openbrwindow%28%27images/awards/BAL-TPM.jpg','endurance','width=670,height=500')http://mm_openbrwindow%28%27images/awards/best-kaizen02.jpg','endurance','width=387,height=525')http://mm_openbrwindow%28%27images/awards/Honda2009.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/Honda2008.jpg','endurance','width=320,height=320')http://mm_openbrwindow%28%27images/awards/auto_monitor08.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ndtv_profit.jpg','endurance','width=350,height=575')http://mm_openbrwindow%28%27images/awards/ACMA.jpg',%20'endurance','width=275,%20height=530')http://mm_openbrwindow%28%27images/awards/BAL-TPM.jpg','endurance','width=670,height=500')http://mm_openbrwindow%28%27images/awards/best-kaizen02.jpg','endurance','width=387,height=525')


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1. Administration

2.

Stores

3.

Tool engineering

4. Manufacturing engineering

5.

Production

6. Electroplating.

7.

Human resources.

8. Finance

9. IT

10.

Quality assurance

11.Maintenance

12.Operation

13.Powder Coating


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EMPLOYEE LEVEL / GRADE CHART

Sr. No. Category Grade Level

1 President M8

III

2 Sr. Vice President M7A

3 Vice President M7B

4 General Manager M6

5 Deputy General Manager M5A

6 Assistant General Manager M5B

7 Senior Manager M4

II

8 Manager M3

9 Deputy Manager M2

10 Assistant Manager M1

11 Executive E

I

12 Senior Officer / Senior Engineer O2

13 Officer / Engineer O1

14 Operating Engineer OE

15 Senior Supervisor S4

16 Junior Supervisor S3

17 Sr. Staff S2

18 Jr. Staff S1

19 Sub. Staff SS

20 Workmen / Team Member TM

Table No.2

Employee Level / Grade


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TRAINING AND DEVELOPMENT


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INTRODUCTION OF TOPIC

What is Training?

Employee training attempts to improve skills, or add to the existing level of knowledge so

that the employee is better equipped to do his present job or to prepare him for a

higher position with increased responsibilities. Continuous growth and development of

employees makes are constantly creating the need for training-thus making it a continuous

process. Coping with the changes essentially involves increased emphasis on human

resources development. Development of human resources involves acquisition of new

abilities with changed skills, knowledge and attitude of the employee necessary for better

performance. Development includes both training to increase skill in performing a specific

job and education to increase general knowledge of the total environment.

Thus, training is concerned with the teaching/learning carried on for the basic purpose of

enabling the employees to acquire and apply the knowledge, skills, abilities and attitudes

needed by that organization.

What is Training Need Identification?

The first step in designing a training and development program is to conduct a needs

assessment. The assessment begins with a "need" which can be identified in several ways but

is generally described as a gap between what is currently in place and what is needed, now

and in the future. Gaps can include discrepancies/differences between:

What the organization expects to happen and what actually happens.

Current and desired job performance.

Existing and desired competencies and skills.


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A needs assessment can also be used to assist with:

Competencies and performance of work teams.

Problem solving or productivity issues.

The need to prepare for and respond to future changes in the organization or job duties.

The results of the needs assessment allows the training manager to set the training objectives

by answering two very basic questions: who, if anyone, needs training and what training is

needed. Sometimes training is not the solution. Some performance gaps can be reduced or

eliminated through other management solutions such as communicating expectations,

providing a supportive work environment, arranging consequences, removing obstacles and

checking jobfit.

At ENDURANCE the training needs identification is done through conducting competency

mapping.

What Is Competency?

A competency is an underlying characteristic of a person which enables him/her to deliver

superior performance in a given job, role or a situation. Competencies are seen mainly as

inputs. They consist of clusters of knowledge, attitudes and skills that affect an individuals

ability to perform. Competencies comprise the knowledge, skills, values and attributes

demonstrated through behavior that results in competent and superior performance.

Competency describes what superior performers actually do on a job that produces superior

results. Armed with this information, selection, retention, training, succession planning and

performance management systems can be integrated and designed to attract, develop and

retain top performers.


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Types of competencies

1. Organizational competenciesunique factors that make an organization competitive

2. Job/Role competenciesthings an individual must demonstrate to be effective in a job,

role, function, task, or duty, an organizational level,

or in the entire organization.

3. Personal competenciesaspects of an individual that imply a level of skill, achievement,

or output

COMPETENCY MAPPING

What is competency mapping?

Competency mapping is a process through which one assesses and determines ones 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


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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.

GAP ANALYSIS

The competency gaps can be found out by comparing the desired skill levels with the actual

skill levels of the employees. A benchmarking system was used for each competency and

compared with actual rating of the employees.

The positive gaps between the desired skill level and the actual skill level indicate the areas

of improvement and the negative gaps indicate strengths. Each gap needs to be analyzed and

addressed for each grade in the organization. To bridge the gaps training programs are

recommended. Endurance Technologies uses competency mapping for identifying the need

of training and deciding the areas of improvements and opportunities.

TERMINOLOGIES USED

HARD SKILLS


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Hard skills are technical or administrative procedures related to organisation core business.

These skills are typically easy to observe, quantify and measure. They are also easy to train

because most of the time the skill sets are brand new to the learner.

Example: machine operation, safety standards, financial procedures etc.

SOFT SKILLS

Soft skills are also called people skills are typically hard to observe, quantify and measure.

People skills are needed for everyday life as much as they are needed for work. These skills

depend on the nature of the job.

Example:

Teambuilding, decision making, planning, observing, solving problems etc.


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OBJECTIVES


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OBJECTIVES OF THE PROJECT

PRIMARY OBJECTIVE

1.To measure the competency of the employees

2. To identify the need of training / trainings for employees by competency mapping

SECONDARY OBJECTIVES

1. To study the competency mapping process in Endurance Technologies Ltd.


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Research is a scientific and systematic search for pertinent information on a specific topic. It

is a scientific investigation.

OBJECTIVE OF RESEARCH

The main aim of research is to find out the truth hidden and which has not been discovered at

yet. The objective of drafting competency is to find out training needs.

RESEARCH DESIGN

Research design is the conceptual structure within which research is conducted; it constitutes

the blueprint for the collection, measurement and analysis of data.

The study is about competency mapping in Endurance technologies Ltd., framing a

competency and mapping the competencies of employees by using a benchmarking system.

The study is being made to draft a competency by taking into consideration the core

competencies for a job. The core competency was extracted through data collected through

interview of consulting HODs.

A benchmark was used for each competency and it was compared with the actual skill level

and the gaps were found out so that a training program could be recommended for that

specific skill. The secondary data was collected through books, cites, company magazines.

The research was carried out for the period of two months.

DETERMINING THE SAMPLING DESIGN

A sample design is a definite plan for obtaining a sample from a given population. Sample

design was determined before data is collected. Sample design should be appropriate and

reliable. The sample design of my research study was cent percent sampling for the


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departments Finance, HR, IT, Stores and Production for senior officers, officers, Operating

Engineer, senior supervisor

SAMPLING UNIT

The researcher has to decide one or more of such units that he has to select for his study.

Sampling unit may be geographical one such as state, district, village or a construction unit

such as house, flat or a social unit such as family, club or it may be an individual. The

sampling unit was four grades of five departments that comes to 26 and the area I chosen was

endurance Technologies Ltd. Suspension Division

For stores & Production Department each:

Senior Officer: 1

Officer: 2

Operating Engineer: 3

Senior supervisor: 4

For IT, Finance & HR each:

Senior officer: 1

Officer: 1

METHOD OF DATA COLLECTION

Primary data:.

1. Interviews- The data was collected through interview method. Interviews of HOD

were taken to extract the core competencies for their departments so that a


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competency based job description can be made, to find out any training program they

would like to recommend.

Secondary data:

1. HR manual of Endurance Technologies Ltd.

2. Company records.

3. Reference books.


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DATA ANALYSIS /

INTERPRETATION


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The gap analysis was done to find out the gaps in the desired skill level and the actual skill

level of employees. These gaps need to be bridged to improve their performance.

Rating

Unsatisfactory Average Satisfactory Highly Satisfactory

1 2 3 4

Table No.3

Rating

Gap Interpretation

Negative= Able to train others or lead them

0= Able to train others or lead them

1= Able to Do Job under Supervision and no need of training

2= Need of improvement and to be trained.

3= Incompetent and immediate training is necessary

4= Incompetent and immediate training is necessary

The gap analysis has done for the sampling unit of four grades of five departments that comes

to 26.

For stores & Production Department each:

Senior Officer: 1

Officer: 2

Operating Engineer: 3

Senior supervisor: 4

For IT, Finance & HR each:

Senior officer: 1, Officer: 1


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Department:Production

Q.1 What are the Required skill level and actual skill level for hard skills and soft skills

for Senior officer?

Competencies Functional / Technical Skill Require

level

Actual

level

Skill

Gap

1 Operation Knowledge - VMC Machine, SPM-

Drilling, Tapping, Boring, Milling, Slitting,

Buffing, Welding, Pressing 4 4 0

2 TS 16949 Record updation 4 4 0

3 Knowledge of SAP PP module 4 2 2

4 Drawing Reading Skill 4 3 1

5 Inspection mathod of front fork like

contamination DF value fitman parameter 4 4 0

6 TPM - JH & QM piller 4 3 1

7 TPM - OEE Calculation and improvement 4 4 0

8 7 QC Tools 4 3 1

9 Identification of 7 types waste 4 4 0

Soft/Behavioral Skills

1 Communication Skill 4 4 0

2 Presentation Skill 4 2 2

3 Inter Personal Relationship Development Skill 4 3 1


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4 Analytical Ability 4 2 2

5 Problem solving & decision making 4 3 1

Table No.4

Skill level of Senior Officer-Production

Charts:

Interpretation:

The above graph shows the skills (competencies) on X axis and ratings on Y axis.

There are considerable gap of 2 in hard skills-3 (Knowledge of SAP PP module).

There is gap in soft skill-2 (Presentation Skill) & skill-4 (Analytical Ability).

Q.2 (A) What are the Required skill level and actual skill level for hard skills and soft

skills for officers?

0

1

2

3

4

5

1 2 3 4 5

Rating

Skills

Soft Skills

Required

skills

Actual skills

0

1

2

3

4

5

1 2 3 4 5 6 7 8 9

Rating

Skills

Hard skills

Required skills

Actual Skills


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level

Actual

level

Skill

Gap



Buffing, Welding, Pressing 4 3.5 0.5

2 TS 16949 Record updation 3 2.5 0.5

3 SAP Daily consumable issue and rejection note 4 3 1

4 Drawing Reading Skill 4 2.5 1.5


contamination DF value fitman parameter 4 2.5 1.5

6 TPM - JH & QM piller 4 1.5 2.5


8 7 QC Tools 3 1.5 1.5

9 Identification of 7 types waste 4 2.5 1.5

10 Clear rework and rejection on shift basis 4 4 0




3 Inter Personal Relationship Development Skill 4 3.5 0.5

4 Analytical Ability 3 2.5 0.5


Table No.5

Skill level of Officers -Production

Note:


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The actual skills are the average of the actual skills of officers.

[It is calculated on the collected data of Q.2 (B)]

Charts:

Interpretation:

The above graph shows the skills (competencies) on X axis and ratings on Y axis. There are

gap of 2 in hard skill-6 (TPM - JH & QM piller) and skill-7 (TPM - OEE Calculation and

improvement) but there is no gap in soft skills.

Q.2(B) What is the gap for officers?

Hard skills:

Functional skills 1 2 3 4 5 6 7 8 9 10

Employee

1. Officer-1 0 1 2 1 2 3 1 1 2 0

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

1 2 3 4 5

Rating

Skills

Soft Skills

Required

Skills

Actual Skills

0

1

2

3

4

5

1 2 3 4 5 6 7 8 9 10

Rating

Skills

Hard skills

Required Skills

Actual Skills


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2. Officer-2 1 2 0 2 1 2 3 2 1 0

Table No.6(a)

Hard Skills Gap of Officers-Production

Soft skills:

Functional skills 1 2 3 4 5

Employee

1. Officer-1 0 1 1 0 1

2. Officer-2 0 1 0 1 2

Table No.6(b)

Soft Skills Gap of Officers-Production

Q.3(A) What are the Required skill level and actual skill level for hard skills and soft

skills for operating engineers?


level

Actual

level

Skill

Gap


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2 TS 16949 Record updation 3 3 0




contamination DF value fitman parameter 4 4 0



8 7 QC Tools 3 3 0

9 Identification of 7 types waste 3 2 1








Table No.7

Skill level of Operating Engineers- Production

Note:

The actual skills are the average of the actual skills of Operating Engineers .


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[It is calculated on the collected data of Q.3(B)]

Chart:

Interpretation:

The above graph shows the skills (competencies) on X axis and ratings on Y axis. There are

considerable ga of 2 in hard skills 6 (TPM - JH & QM piller) but there is no gap in soft skills.

Q.3(B) What is the gap for Operating Engineers?

Hard skills:

0

1

2

3

4

5

1 2 3 4 5 6 7 8 9 10

Rating

Skills

Hard skills

Required Skills

Actual Skills

0

1

2

3

4

5

1 2 3 4 5

Rating

Skills

Soft Skills

Required

Skills

Actual Skills


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Employee

1. OE-1 0 0 1 1 0 2 2 0 2 0

2. OE-2 1 -1 1 0 1 2 1 0 1 0

3.OE-3 0 0 2 1 0 1 1 0 0 1

Table No.8(a)

Hard Skills Gap of Operating Engineers -Production

Soft skills:


Employee

1. OE-1 0 1 1 0 1

2. OE-2 2 1 0 1 0

3.OE-3 1 0 1 1 1

Table No.8(b)

Soft Skills Gap of Operating Engineers -Production


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Q.4 (A) What are the desired skill level and actual skill level for hard skills and soft

skills for Senior Supervisors?


level

Actual

level

Skill

Gap




2 TS 16949 Record updation 2 1.5 0.5




contamination DF value fitman parameter 4 3.5 0.5



8 7 QC Tools 3 2 1

9 Identification of 7 types waste 3 2.5 0.5




2 Presentation Skill 2 1.5 0.5

3 Inter Personal Relationship Development Skill 2 1.5 0.5



Table No.9


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Skill level of Senior Supervisor- Production

Note:

The actual skills are the average of the actual skills of Senior Supervisors .


Charts:

Interpretation:

The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is

no considerable gaps in hard skills & in soft skills.

Q.4 (B) What is the gap for Senior Supervisors?

Hard skills:

Functional 1 2 3 4 5 6 7 8 9 10

0

1

2

3

4

5

1 3 5 7 9

Rating

Skills

Hard skills

Required Skills

Actual Skills

0

0.5

1

1.5

2

2.53

3.5

1 2 3 4 5

Rating

Skills

Soft Skills

Required

Skills

Actual Skills


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skills

Employee

1. SS-1 0 1 1 0 0 0 1 1 2 0

2. SS-2 1 0 1 0 1 1 2 2 1 0

3. SS-3 1 0 1 1 0 1 2 1 0 0

4. SS-4 1 1 0 0 1 0 1 0 1 0

Table No.10(a)

Hard Skills Gap of Senior Supervisor -Production

Soft skills:


Employee

1. SS-1 0 1 1 0 1

2. SS-2 0 1 0 0 -1

3. SS-3 0 1 0 0 0

4. SS-4 1 -1 1 0 -1

Table No.10(b)

Soft Skills Gap of Senior Supervisor -Production

Department:Stores

Q.5 What are the required skill level and actual skill level for hard skills and soft skills

for Senior officer?


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Comp

etenci

es

Sr.No.

Functional / Technical Skill Require

level

Actual

level

Skill

Gap

1 General EOHS awareness on ISO 14001+18001 4 3 1

2 Logistics techniques 4 2 2

3 Hazards and aspects identification 4 4 0

4 Inventory management 4 4 0

5 Vendor development 4 3 1

6 EPRP 4 2 2

7 Knowledge of Different Hazardous Materials

& storage 4 4 0

8 Knowledge of Hazardous Chemical handling &

storage 4 4 0

9 Knowledge of Layout Arranging 4 3 1

10 Information of Operation going on 4 4 0

11 Information of requirement of material 4 4 0








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Table No.11

Skill level of Senior Officer- Stores

Charts:

Interpretation:


considerable gap of 2 in hard skill-2 (SCM, logistics techniques) & skill-6 (EPRP) in soft

skill 3 (Inter Personal Relationship Development Skill).

Q.6 (A) What are the required skill level and actual skill level for hard skills and soft

skills for officers?

Compe Functional / Technical Skill Require Actual Skill

0

0.5

1

1.52

2.5

3

3.5

4

4.5

1 2 3 4 5

R

ating

Skills

Soft Skills

Required

Skills

Actual Skills

0

0.5

1

1.52

2.5

3

3.5

4

4.5

1 3 5 7 9 11

Rating

Skills

Hard skills

Required Skills

Actual Skills


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tencies

Sr.No.

level level Gap

1 General EOHS awareness on ISO 14001+18001 3 1 2


3 Hazards and aspects identification 4 3.5 0.5

4 Inventory management 4 2.5 1.5


6 EPRP 3 2 1


& storage 4 3.5 0.5


storage 4 2.5 1.5

9 Knowledge of Layout Arranging 4 2.5 1.5





2 Presentation Skill 3 2.5 0.5




Table No.12

Skill level of Officers-Stores

Note:

The actual skills are the average of the actual skills of officers.


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Charts:

Interpretation:


gap of 2 in hard skill-1 (General EOHS awareness on ISO 14001+18001) & in soft skill-1

(Communication Skill).

Q.6 (B) What is the gap for officer?

Hard skills:

Functional

skills

1 2 3 4 5 6 7 8 9 10 11

01

2

3

4

5

1 3 5 7 9 11

Rating

Skills

Hard skills

Required Skills

Actual Skills01

2

3

4

5

1 2 3 4 5

Rating

Skills

Soft Skills

Required

Skills

Actual Skills


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Employee

1. Officer-

1

2 0 0 1 0 1 0 2 1 0 0

2. Officer-

2

2 0 1 2 0 1 1 1 2 0 0

Table No.13(a)

Hard Skills Gap of Officers-Stores

Soft skills:


Employee

1. Officer-1 0 2 1 1 0

2. Officer-2 1 1 1 2 0

Table No.13(b)

Soft Skills Gap of Officers-Stores


skills for operating engineers?

Compe Functional / Technical Skill Require Actual Skill


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tencies level level Gap





5 EPRP 3 2 1


& storage 3 3 0


storage 4 4 0

8 Knowledge of Layout Arranging 3 3 0








Table No.14

Skill level of Operating Engineers-Stores

Note:

The actual skills are the average of the actual skills of Operating Engineers .



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Charts:

Interpretation:


considerable gap of 2 in hard skill-3 (Inventory management) & no gaps in soft skill.

Q.7 (B) What is the gap analysis for Operating Engineers?

Hard skills:

Functional

skills

1 2 3 4 5 6 7 8 9 10

0

0.5

1

1.5

2

2.5

3

3.5

1 2 3 4

Rating

Skills

Soft Skills

Required

Skills

Actual

Skills

0

1

2

3

4

5

1 3 5 7 9

Rating

Skills

Hard skills

Required

Skills

Actual Skills


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Employee

1. OE-1 1 0 2 1 2 0 0 1 0 0

2. OE-2 1 0 2 1 1 0 1 0 1 0

3. OE-3 0 0 1 0 0 0 0 -1 0 0

Table No.15(a)

Hard Skills Gap of Operating Engineers-Stores

Soft skills:

Functional skills 1 2 3 4

Employee

1. OE-1 0 1 1 0

2. OE-2 0 1 0 1

3. OE-3 1 0 0 0

Table No.15(b)Soft Skills Gap of Operating Engineers-Stores


skills for Senior supervisors?

Compe

tencies


level

Actual

level

Skill

Gap


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1 Logistics techniques 3 2.5 0.5




5 EPRP 3 2.5 0.5


& storage 3 2.5 0.5


storage 2 2 0

8 Knowledge of Layout Arranging 3 2.5 0.5

9 Information of Operation going on 2 1.5 0.5







Table No.16

Skill level of Senior Supervisor- Stores

Note:

The actual skills are the average of the actual skills of Senior supervisor.


Charts:


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Interpretation:


considerable gap of 2 in hard skill-4 (Vendor development) & no gaps in soft skill..

Q.8 (B) What is the gap for Senior supervisors?

Hard skills:


0

0.5

1

1.5

2

2.5

3

3.5

1 3 5 7 9

Rating

Skills

Hard skills

Required

skills

Actual Skills

0

1

2

3

4

5

1 2 3 4

Rating

Skills

Soft Skills

Required

Skills

Actual Skills


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Employee

1. SS-1 0 1 1 2 0 0 1 1 0 0

2. SS-2 1 2 1 0 1 1 1 0 1 0

3. SS-3 0 1 0 2 0 0 0 1 1 0

4. SS-4 1 0 1 2 1 1 0 0 0 0

Table No.17(b)

Hard Skills Gap of Senior Supervisor- Stores

Soft skills:

Functional skills 1 2 3 4

Employee

1. SS-1 0 -1 1 2

2. SS-2 0 1 0 -1

3. SS-3 1 1 1 1

4. SS-4 0 0 1 0

Table No.17(b)

Soft Skills Gap of Senior Supervisor- Stores

Department:HR


for Senior officer?


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level

Actual

level

Skill

Gap

1 General EOHS Awareness on ISO

14001+18001 4 2 2

2 Knowledge of EOHS legal requirements 4 4 0

3 Grievance Redressal 4 4 0

4 EPRP 4 3 1

5 Administration of wages 4 4 0

6 First Aid 4 3 1

7 Maintaining Industrial Relation 4 2 2







Table No.18

Skill level of Senior Officer-HR

Charts:


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Interpretation:

The above graph shows the skills (competencies) on X axis and ratings on Y axis. Gap of 2 in

hard skill-1(General EOHS Awareness on ISO 14001+18001) & skill -7 (Maintaining

Industrial Relation) is there and no gaps in soft skill..


for officer?

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

1 2 3 4 5

Rating

Skills

Soft Skills

Required skills

Actual skills

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

1 2 3 4 5 6 7

Rating

Skills

Hard skills

Required Skills

Actual Skills


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Compete

ncies


level

Actual

level

Skill

Gap


14001+18001 4 3 1

2 Knowledge of EOHS legal requirements 4 2 2

3 Grievance Redressal 4 3 1

4 EPRP 3 3 0

5 Administration of wages 4 4 0

6 First Aid 3 3 0

7 Maintaining Industrial Relation 4 2 2


1

Communication Skill

4 4 0

2

Presentation Skill

4 2 2

3

Inter Personal Relationship Development Skill

4 3 2

4

Analytical Ability

3 3 0

5

Problem solving & decision making

3 2 1

Table No.19

Skill level of Officer-HR

Charts:


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Interpretation:


considerable gap of 2 in hard skill-2 (Knowledge of EOHS legal requirements) & skill-7

(Maintaining Industrial Relation). While there is gap in soft skill-2 (Presentation Skill).

Department:Finance

0

1

2

3

4

5

1 2 3 4 5 6 7

Rating

Skills

Hard skills

Required

Skills

Actual Skills

0

1

2

3

4

5

1 2 3 4

Rating

Skills

Soft Skills

Required

Skills

Actual Skills


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for Senior officer?


level

Actual

level

Skill

Gap


14001+18001 4 3 1

2 Knowledge of Taxes 4 3 1

3 Coordination of financial transactions 4 4 0

4 Compliance with statutory statements 4 4 0

5 Development of internal control system 4 4 0

6 Coordination with excise officials and sales tax

activities 4 2 2







Table No.20

Skill level of Officer-HR

Charts:


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Interpretation:


considerable gap of 2 in hard skill-6 (Coordination with excise officials and sales tax

activities). While there is gap in soft skill-2 (Presentation Skill) & Skill-5(Problem solving &

decision making)


for officer?

Compete

ncies


level

Actual

level

Skill

Gap

0

1

2

3

4

5

1 2 3 4 5 6

Rating

Skills

Hard skills

Required Skills

Actual Skills

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

1 2 3 4 5

Ratining

Skills

Soft Skills

Required

Skills

Actual Skills


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14001+18001 3 2 1

2 Knowledge of Taxes 4 3 1

3 Coordination of financial transactions 4 4 0

4 Compliance with statutory statements 4 4 0

5 Development of internal control system 3 2 1

6 Coordination with excise officials and sales tax

activities 3 2 1







Table No.21

Skill level of Officer-Finance

Charts


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Interpretation:


no considerable gap in hard skills as well as in soft skills.

Department:IT

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

1 2 3 4 5 6

Rating

Skills

Hard skills

Required Skills

Actual Skills

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

1 2 3 4 5

Ratining

Skills

Soft Skills

Required

Skills

Actual Skills


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for Senior officer?

Competen

cies


level

Actual

level

Skill

Gap

1 Knowldege of Network Administration 4 4 0

2 Knowledge of Mfg Pro - a) Database

Administration b) Progress Programming 4 3 1

3 Lotus Domino - a) Server Administration b)

Lotus Workflow Automation Development 4 3 1

4 Knowledge of Citric Client Server

Administration 4 2 2

5 Knowledge of Windows Administration 4 4 0

6 Knowledge of Office Automation Packages (eg

MS Office, MS Project etc) 4 4 0

7 Knowledge of UNIX System Administration 4 3 1

8 Knowledge of high / mid range server &

desktop PC hardware 4 3 1

9 Knowledge of Internet / Intranet setup. 4 2 2

10

Maintaining Security of IT resources 4 4 0






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Table No.22

Skill level of Senior Officer-IT

Charts:

Interpretation:

The above graph shows the skills (competencies) on X axis and ratings on Y axis. It shows

gap of 2 in hard skill-4(Knowledge of Citric Client Server Administration) & hard skill-9

(Knowledge of Internet / Intranet setup) as well as in soft skill- 2 (Presentation Skill).

0

0.5

1

1.5

2

2.53

3.5

4

4.5

1 3 5 7 9

Rating

Skills

Hard skills

Required

Skills

Actual Skills

0

0.5

1

1.5

2

2.53

3.5

4

4.5

1 2 3 4 5

Ratining

Skills

Soft Skills

Required

Skills

Actual Skills


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for officer?

Compete

ncies

F`unctional / Technical Skill Require

level

Actual

level

Skill

Gap

1 Knowldege of Network Administration 4 4 0

2 Knowledge of Mfg Pro - a) Database

Administration b) Progress Programming 4 4 0

3 Lotus Domino - a) Server Administration b)

`Lotus Workflow Automation Development 3 3 0

4 Knowledge of Citric Client Server

Administration 3 2 1

5 Knowledge of Windows Administration 4 3 1

6 Knowledge of Office Automation Packages (eg

MS Office, MS Project etc) 4 4 0

7 Knowledge of UNIX System Administration 3 2 1

8 Knowledge of high / mid range server &

desktop PC hardware 3 2 1

9 Knowledge of Internet / Intranet setup. 4 2 2

10 Maintaining Security & Confediality of IT

resources 4 3 1






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Table No.23

Skill level of Officer-IT

Charts:

Interpretation:The above graph shows the skills (competencies) on X axis and ratings on Y axis. The gap

in hard skill-9 (Knowledge of Internet / Intranet setup.) & as well as in soft skill- 2

(Presentation Skill).

0

0.5

1

1.5

2

2.53

3.5

4

4.5

1 3 5 7 9

Rating

Skills

Hard skills

Required

Skills

Actual Skills

0

0.5

1

1.5

2

2.53

3.5

4

4.5

1 2 3 4 5

Ratining

Skills

Soft Skills

Required

Skills

Actual Skills


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LEARNINGS DURING PROJECT


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GAP ANALYSIS

The gap analysis was done through benchmarking system. Every competency was

benchmarked depending upon the need of the skills in that grade and actual rating of the

employee was compared with it i.e. the desired skill level was compared with the actual skill

level and the gaps that were resulted were given corrective action.

PRODUCTION DEPARTMENT

1.It is found that the senior officer is lacking in SAP-PP Module & has gap in gap in soft

skill-Presentation Skill & Analytical Ability. [Ref Q. 1]

2. Officers have gap in TPM - JH & QM piller & TPM - OEE Calculation and improvement.

[Ref Q. 2(A) & Q.2 (B)]

3. Operating Engineers lacking in TPM - JH & QM piller. Also the gap found in the areas

Drawing Reading Skill & 7 QC Tools. . [Ref Q. 3(A) & Q.3 (B)]

4. Senior Supervisors does not possess the considerable gap. [Ref Q.4 (A) & Q.4 (B)]

STORESDEPARTMENT:

1. It was observed that Senior Officer has gap in SCM, logistics techniques & EPRP

And soft skills like Inter Personal Relationship Development Skill. [Ref Q. 5]

2. Officers have gap in EOHS Awareness on ISO 14001+18001 and Communication skills.

[Ref Q. 6(A) & Q.6 (B)]

2. Operating Engineers are lacking in Inventory Management as well as in area of EPRP and

they dont possesses soft skills gap. [Ref Q. 7 (A) & Q.7 (B)]

3. Senior supervisors has no gap in soft skills but in Vendor Development.

[Ref Q. 8(A) & Q.8 (B)]


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HR DEPARTMENT

1. It is found that Senior Officer as well as Officer has a gap in the Maintaining

Industrial Relation. [Ref Q. 9]

2. Also Senior Officer & Officer have gap in EOHS Awareness & no gap found in soft

skills. [Ref Q. 10]

FINANCE DEPARTMENT

1. It is observed in this department that Senior Officer has a gap in Coordination with

excise officials and sales tax activities and has gap in Presentation Skills & Problem

Solving & Decision making. [Ref Q. 11]

2.

Officer does not possess any gap. [Ref Q. 12]

IT DEPARTMENT

1. It is found that Senior Officer of IT Department has a gap inKnowledge of Citric Client

Server Administration, Knowledge of Internet / Intranet setup and soft skill like

Presentation Skill. [Ref Q. 13]

2. Officer is lacking in Knowledge of Internet / Intranet setup and soft skill like

Presentation skill. [Ref Q. 14]


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FINDINGS FOR COMPETENCY MAPPING PRECESS AT ENDURANCE

TECHNOLOGIES

1. A competency is crafted by the HODs taking into consideration the core competencies

and presented to the personnel department for their agreement and additions if any.

2. Having agreed on the job requirements and the skills and attitudes needed to progress

within it and become more productive; one starts mapping the capability of the employees to

the benchmarks (considering that employees have different competencies, the setting up of

standards should vary.)

3.The Competency Mapping is done to find out the Training needs

FLAWS

1.Soft Skills for every department are almost same

2. In Hard Skills it is observed that core hard Skills as well as some unnecessary skills are

included.


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CONCLUSIONS


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Competency Mapping is the process of identifying key competencies for organization or for

job and incorporating these competencies through various processes of the organization. This

is the process in which a gap between existing knowledge and the knowledge needed is

mapped. An Employee with Experience and Training can develop these competencies.

Familiarity with Business, Organizations, Management and Behavioral Sciences is useful.

HR Managers, Management Graduates, Applied Psychologists are qualified to do this.

This project has helped to solve the purpose of:

1.Role clarity.

2.Weak areas of employees

The Role clarity & Weak areas of employees played vital rale in

1.Training needs identification

2.Preparing training calender


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RECOMMENDATION


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The following training programs are suggested for gaps in competencies of hard skills and

soft skills. These programs would bridge the gaps in their desired and actual skills and

improve the performance of the employee.

1. PRODUCTION DEPARTMENT

For this department it is suggested that the training programme like seminars on SAP-PP

Module, TPM - OEE Calculation and improvement, on, TPM - JH & QM piller & QC-Tool

For Senior Officers, Officers & Operating Engineers to be arranged.

For the senior supervisor there is need to supervision of higher authority in the area of

Drawing Reading Skill, TPM - JH & QM pillar, Problem solving & decision making.

Ref. [Q.1, Q.2(A), Q.2 (B), Q.3 (A), Q.3 (B), Q.4 (A) & Q.4 (B)]

2. STORES DEPARTMENT

Training program on inventory management and SCM for Senior Officers & Officeres since

its the important task of their job.

Training programme for Operating Engineers like Hazardous Chemical Handling & storage,

Layouts Arrangement, Vendor Development, Hazards and aspects identification should be

arranged.

Though Senior Supervisor doesnt possess considerable gap, they need the supervision to

improve their efficiency.

Ref. [Q.5, Q.6 (A), Q.6 (B), Q.7 (A), Q.7 (B), Q.8 (A) & Q.8 (B)]

3. HR DEPARTMENT


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Since it is found that the Officers have a gap in Industrial Relations it is recommended that

they should provided a distance learning course.

Sessions on EOHS Awareness are also held. As well as a programe of Competency Mapping

need to be given.

Ref. [Q.9, & Q.10]

4. FINANCE DEPARTMENT

Training program like seminars are need to be conducted on Coordination with excise

officials and sales tax activities . Distance learning courses are also provided based on

Taxation & Industrial Laws, as these programmes will help to improve their performance.

Ref. [Q.11, & Q.12]

5. IT DEPARTMENT

Instructive sessions should be held on Citric Client Server Administration & Internet /

Intranet setup.

Ref. [Q.13, & Q.14]

It is suggested that for soft skills development some games and activities should be held,

which will be interesting and improve the soft skills of employees.


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BIBLIOGRAPHY

Internet Sites

http://www.google.co.in/search?hl=en&q=COMPETENCY+MAPPING&meta=

(On 15thJune 2013, 1stJuly 2013)

http;//www.enduancetechnology.com/

(On 16thJuly 2013, 20th& 21th Aug 2013 )

http://www.citehr.com/

(On 7th, 8th& 9thJuly 2013, and 11th, 20thAug 2013 )

http://www.managementparadise.com/

(On 11thAug 2013, 20thAug, 2nd& 3rdSep. 2013 )

Books

Aswathappa K ;Human Resource And Personnel Management: Fifth Edition.

HR Manual of Endurance Technologies.


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Sonal - Welinker - Final

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