Study on competency mapping

A STUDY ON COMPETENCY MAPPING OF EMPLOYEES

AT ILJIN AUTOMOTIVE PVT LTD

BY

B.VINOTHINI

(REG.NO.212212631109)

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT STUDIES

SAVEETHA ENGINEERING COLLEGE,

CHENNAI-602 105.

in partial fulfilment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY CHENNAI

CHENNAI 600 025

AUGUST, 2013

BONAFIDE CERTIFICATE

Certified that the project report titled “A study on competency mapping of employees at

Iljin automotive Pvt Ltd” is the bonafide work of Ms.B.VINOTHINI,

REG.NO.:212212631109, who carried out the work under my supervision. Certified further

that to the best of my knowledge the work reported here in does not form part of any other

project report or dissertation on the basis of which a degree or award was conferred on an

earlier occasion on this or any other candidate.

Signature of HOD Signature of Supervisor

(Prof.A.Gandhi) (Dr.M.Nagalatha)

DECLARATION

I here declare that the project entitled “Competency mapping of employees at iljin

automotive pvt ltd” is the result of a study originally carried out by me under the guidance

of Dr.M.Nagalatha. This work has not been submitted earlier, in full or in part for any

Diploma or Degree, associate ship, fellowship or any other similar titles of any other

University.

Signature of the Student

(B.Vinothini)

Place:

Date:

ACKNOWLEDGEMENT

I have great pleasure in expressing my deepest sense of gratitude to our founder

president, Dr.N.M.Veeriyan and our director Dr.S.Rajesh for having provided facilities for

the successful completion of my project work.

I am very much thankful to our respected Principal Dr.R.Venkatasamy for giving me

permission to do this project work.

I am indebted to the Head of the Department Prof.A.Gandhi for this constant

support for during entire course of this project.

I express my sincere thanks to my internal guide Dr.M.Nagalatha, Associate

Professor and Project co-ordinator Mr.A.Nirmal Raj, Assistant Professor for her/his

valuable suggestion and encouragement for successful completion of the project.

I wish to record my gratitude to Mr.C.Rajan VICE PRESIDENT, ILJIN

AUTOMOTIVE PVT. LTD. SIPCOT for his kind permission and encouragement to do the

project in his esteemed organization.

I would to express my deep sense of gratitude and sincere regards to all the staff

members of ILJIN AUTOMOTIVE PRIVATE LIMITED for their suggestions and

constructive ideas for spending their valuable times to provide all the necessary information.

Finally I thank all the members of the college for their help to complete the project

successfully.

CHAPTER INDEX

Abstract vi

List of Tables vii

List of Figures viii

CHAPTER I : INTRODUCTION TO THE STUDY 1-7

1.1 Introduction 11.2 Statement of the problem 11.3 Objectives of the study 21.4 Scope of the study 21.5 Research Methodology 21.6 Limitations of the study 61.7 Chapter scheme 7

CHAPTER II : PROFILES 8-11

2.1 Industry Profile 82.2 Company Profile 11

CHAPTER III : LITERATURE SURVEY 14-18 3.1 Conceptual and theoretical review 143.2 Research Review 18

CHAPTER IV: DATA ANALYSIS & INTERPRETATION 21-40

CHAPTER V: SUMMARY 41-45

5.1 Findings 415.2 Suggestions and Recommendations 435.3 Direction for further research 445.4 Conclusion 45

BibliographyAppendix

ABSTRACT

The project title “A STUDY ON COMPETENCY MAPPING OF EMPLOYEES AT ILJIN

AUTOMOTIVE PRIVATE LIMITED was carried out to understand the competency level of

employee in ILJIN AUTOMOTIVE PRIVATE LIMITED. The purpose of the research is to

analyse the need of competency mapping in an organization with special reference to ILJIN

AUTOMOTIVE PRIVATE LIMITED. Descriptive research type is used any survey

approach has been conducted with the help of questionnaire as the data collection instrument

for the collection of primary data. Files, records and company’s website have been used for

secondary data. The population found to be hundred thirty four and sixty two is selected as

sample size. The statistical tool used for finding significance between two variables is

correlation and bar graphs are used for providing graphical information. At last the solution is

evolved which is the findings from the questionnaire that are applied with correlation and bar

graphs from the findings suggestions are given which assist the organizations to improve in

the respective field. Finally the report is concluded with a conclusion that fit best with the

study. Annexure is placed at the end of the report which helps in future references of the

study and annexure contains the bibliography and questionnaire that have been used for

collecting secondary and primary data respectively.

TABLE OF CONTENTS

LIST OF TABLES

S.NO TITLE PAGE NO

4.1 Aware about organization goals 21

4.2 Awareness about competency mapping 22

4.3 Competency mapping helps to identify gaps 23

4.4 Based on improvements training scheme 24

4.5 Train employees for future careers 25

4.6 Recruiting people based on competencies 26

4.7 Job allows me to use my abilities 227

4.8Top management is willing to invest time and effort in

building competencies of employees28

4.9 Organization recruit people on the basis of competencies 29

4.10 Well laid out career paths 30

4.11Promotion policy is based on competency assessment and

performance31

4.12 Environment helps to develop our competency 32

4.13 Competency mapping helps our career development 33

4.14 Helps in meeting our target 34

4.15Performance appraisal measure of competency separately for

each individual35

4.16 Have adequate avenues to recognize and retain competent 36

4.17Management believe in using self assessment for

competency mapping37

4.18Analysis of relation with improve knowledge and training &

development 38

4.19

To analyse relationship between organizations value talent& excellence and encourage innovations and scientific ways among

competent people39

LIST OF FIGURES

S.NO TITLE PAGE NO

4.1.1 Aware about organization goals 21

4.1.2 Awareness about competency mapping 22

4.1.3 Competency mapping helps to identify gaps 23

4.1.4 Based on improvements training scheme 24

4.1.5 Train employees for future careers 25

4.1.6 Recruiting people based on competencies 26

4.1.7 Job allows me to use my abilities 27

4.1.8Top management is willing to invest time and effort in

building competencies of employees28

4.1.9 Organization recruit people on the basis of competencies 29

4.1.10 Well laid out career paths 30

4.1.11Promotion policy is based on competency assessment and

performance31

4.1.12 Environment helps to develop our competency 32

4.1.13 Competency mapping helps our career development 33

4.1.14 Helps in meeting our target 34

4.1.15Performance appraisal measure of competency separately for

each individual35

4.1.16 Have adequate avenues to recognize and retain competent 36

4.1.17Management believe in using self assessment for competency

mapping37

4.1.18Analysis of relation with improve knowledge and training &

development 38

4.1.19To analyse relationship between organizations value talent&

excellence and encourage innovations and scientific ways among competent people

39

CHAPTER-1

1.1 INTRODUCTION

The competency mapping is the combination of skills, attributes, and behaviors that

are directly related to successful performance on the job. It is importance of testing the

competence rather than intelligence. Subsequently, competency models have been used

worldwide to establish the building blocks of superior performance in many professional and

technical academic, organizational, and manufacturing endeavours. Identifying and

development of the competencies in organization enable better performance management as

well as reward and recognition systems leading to career and succession planning

programmes. Also competency mapping is a strategic HR frame work for monitoring the

performance. Employee hard skill, knowledge and abilities are not sufficient to achieve the

desired performance. What is additionally needed is employee’s soft skills like attitude,

mindset values, belief and commitment. Thus, competency is the sum of knowledge, skills,

attitude and personality of an individual as required performing current and future

organizational roles. Competency also denotes motives, self-concept, traits and desired

behavior.

1.2 STATEMENT OF THE PROBLEM

There is no proper training and development process

There is problem in organisation growth & development

There is no attach to employee behaviour

There is no proper plan of career and succession

There is no proper training and development process

No job description for their recruitment of different positions

There is lot of gap between competency

No proper evaluation in the proficiency level of the employees

1.3 OBJECTIVES OF THE STUDY

Primary objectives

To analyse the competency mapping of employees in ILJIN Automotive Pvt ltd.

Secondary objectives

To analyse growth & development of organisation

To analyse employee behaviour

To analyse the training and development needs of employees

To make employee effective in his job

To understand the utility and scope of competency mapping.

To offer the suggestions to the organisations for the betterment of the

employees and organisation.

1.4 SCOPE OF THE STUDY

To bring changes from current level of performance and bring some advancement in

the future.

The study highlights the various characteristics of the department and employee’s

scoring for them which are highly helpful for the management.

To know the training needs of employees to take steps to deal with them effectively.

Creating a competency based upon organization culture.

To identify the right people for right job and employee potential, develop and utilized

to the full extent.

1.5 RESEARCH METHODOLOGY

Research Design:

The design adopted for this is Descriptive Research Design. This design was chosen

as it describes accurately the characteristics of a particular system as well as the views held

by individuals about this system. The views and opinions of employees about the system

helped to study the suitability of the system as well as the constraints that might restrict its

effectiveness.

Competency analysis begins with identification of the workforce competencies

required to perform the organizational business activities. Once the competencies are

identified, a mapping between the targeted vs. actual value of competencies is required to

measure, analyze and predict the future capability of competencies and take necessary

corrective/preventive action to either enhance or maintain the current capability.

Identifying the tasks, skills, knowledge and attitude required to perform various

organizational roles can be used in formulating job description, assessing employees’ current

level of competency, and activities like planning career development and co-ordinating

competency development.

SAMPLING METHOD:

The sampling method used for the study is Judgment sampling. Sample is 134

and sample size is 62.

To calculate sample size: /S.E

/ (0.14) = 62.152

Sample size= 62

C.F-Confident level (95%)

SD-Standard level

S.E- Standard Error

TOOLS FOR DATA COLLECTION:

Primary Data:

The first hand primary data was collected through questionnaires. In addition to it

discussions were held with the immediate supervisors, the managers of each department.

Interview

Observation

questionnaire

Survey, etc.

Questionnaire

A questionnaire is reformulated written set of questions to which respondent record

their answers usually within rather closely defined because alternatives. Questionnaire is an

effective way of data collection because here researcher knows what is required and how to

measure the variables of the interest.

FORMULATION OF QUESTIONNAIRE

The required information for the study is collected through a structured questionnaire. In

this type of questionnaire, both the questions and the answers are well structured.

The types of questions are:

Likert scale: These scales are categorized as:1. Strongly agree2. Agree3. Neutral4. Disagree5. Strongly disagree

PILOT STUDY:

A pilot study is a small-scale methodological test intended to ensure that proposed methods

and procedures will work in practice before being applied in a large, expensive investigation. Pilot

studies provide an opportunity to make adjustments and revisions before investing in, and

incurring, the heavy costs associated with a large study. Through the pilot study the validity and

reliability of the questionnaire can be tested.

IVALIDITY TEST

Test validity concerns the test and assessment procedures used in psychological and educational

testing, and the extent to which these measure what they purport to measure. “Validity refers to the

degree to which evidence and theory support the interpretations of test scores entailed by proposed

uses of tests.

Here the validity of the questionnaire was acquired by distributing the questionnaire to 6 samples

and was asked them to measure the validity by considering the necessary and important questions

among all.

RELIABILITY TEST

The purpose of reliability testing is to discover potential problems with the design as early as

possible and, ultimately, provide confidence that the system meets its reliability requirements.

Here the reliability was tested using SPSS software. The validated questionnaire was distributed

to 6 samples to test its reliability. Hence the reliability obtained was 0.7 which is more than 0.7 ,

the validated questionnaire is reliable.

Secondary data

The secondary data was collected through the company profile, the company manuals,

and previous year records

Reference Books

Internet

STATISTICAL TOOLS AND TECHNIQUES

The following statistical tools are used in this study,

1. Percentage analysis

2. Correlation

3. Regression analysis

PERCENTAGE ANALYSIS

Percentage refers to special kind of ratio. Percentage is used in making comparison

between two or more series of data. Percentage is used to describe relationship.

Number of respondents

Percentage= ----------------------------------- *100

Total number of respondents

CORRELATION

This is one of the statistical tools used to measure the relationship between two or

more than two variables. The measure of correlation is coefficient of correlation. Of the

several mathematical methods of measuring correlation, Karl’s Pearson method popularly

known as Pearson an coefficient of correlation, is most widely used in practice. The

correlation coefficient is popularly denoted as R. The correlation coefficient R value should

be between -1 to +1. The value is 0 means there is no relationship between the variables. The

values + ve means there is a positive relationship between the variables. The value is – ve

means there is a negative relationship between the variables.

Mathematically solved by using this equation.

R= (N ΣDxDy – ΣdxΣDy)/((NΣDx2– (ΣDx)2) (NΣDy2– (ΣDy)2))1/2

REGRESSION ANALYSIS

Regression analysis is used to model relationship between random variables,

determine the magnitude of the relationships between variables, and can be used to make

predictions based on the models.

1.6 LIMITATIONS OF THE STUDY

It is very difficult to evaluate employee competency

The study is not sufficient to cover the entire level of employee

The response given by the selected respondents may be subject to bias

Limited time span for carrying out study also restricted the research work

1.7 CHAPTER SCHEMA

Chapter 1: deals with Introduction which gives brief description of the topic. It also deals with the

statement of problem, objectives, scope, need, research methodology limitations of the study and the

chapter scheme.

Chapter 2: deals with Industry profile and the Company profile of Iljin automotive private limited.

Chapter 3: deals with the Literature review and the concept review. A literature is a

discussion of the literature in a given study, argued, and established about area of study. It is

a concise overview of the topic.

Chapter 4: deals with analysis and inferences. The analysis and inference of data requires a

number of closely related operations such as establishment of categories, the application of

these categories to raw data through coding, tabulation, and then drawing statistical

inferences. Inference is concerned with relationships within the collected data.

Chapter 5: Findings, Suggestion and Conclusion of the study, the chapter contains findings

of the study after analysing the data. Bibliography, the chapter contains bibliography of

various books, periodicals, websites, that are used for the purpose of carrying out the study by

the researcher. Annexure, the chapter contains Questionnaire.

CHAPTER-2

2.1 INDUSTRY PROFILE:

Whether it's automotive, industrial or the aftermarket, ILJIN has the solution for user.

ILJIN is a global manufacturer and supplier to many of the world's largest companies.

If you require a complete system or a specially designed component, either way ILJIN

provides our customers with world-class engineering, exceptional customer service, and true

economic value. Come, discover ILJIN, and see how we can drive your future technology.

CEO MESSAGE

Iljin began as a forging operation in 1978. It subsequently entered the automobile wheel

bearing market in 1994, after expanding its business to include container and automobile

chassis components. Now Iljin is a global wheel bearing expert company that has supply

agreements with a number of motor companies worldwide.

Facing there 30th anniversary in December 2008, we at Iljin set a business goal of

becoming “a world-class bearing expert company” by entering the industrial bearing

business. Based on the expert technologies in bearings and the global network that we have

developed, we will secure a basis for stable growth in the industrial bearing business, while

strengthening our competitive advantage in the automobile wheel bearing business.

In order to achieve this new management goal, we plan to implement the following

under the motto of “leaping forward through innovation.” First, we will strengthen our global

competitiveness by securing global sales, manufacturing, and industrial bearing technologies,

as well as through R&D and manufacturing innovation in automobile wheel bearings, so that

it can be dispersed throughout our whole corporation.

We strongly believe that customer satisfaction and trust are the key driving forces

behind Iljin’s growth, which can be obtained only by maximizing customer value through

innovative technologies and creative human resources. We at Iljin promise that we will

continue to grow under our spirit of passion and challenge, which has been present since our

company's founding.

Thank you.

Chairman, Sang IL Lee

Vice Chairman, Moon Chull Kang

RESPONSIBILITY

1. Perform the work 100% with professionalism in a sense of duty.

2. A challenge to achieve organization goals.

3. Do our utmost to satisfy our customers.

HISTORY

1978.12. Established ILJIN Forging Co. Ltd(currently ILJIN BEARING).

1982.08. Established Bloxwich Korea Co. Ltd(currently ILJIN GLOBAL)

as a joint venture company.

1986.01. Established Dong-A industrial Co. Ltd(currently ILJIN Corp.)

1994.01. ILJIN industrial Co. Ltd(currently ILJIN BEARING) secure

technical cooperation with KOYO, JAPAN for bearing

technology.

1997.07. Established ILJIN INDIA.

1999.07. Started exporting Gen.2 wheel Bearing to Australia.

2000.04. ILJIN industrial Co. Ltd(currently ILJIN BEARING) solely

developed Gen.3 wheel Bearing.

2001.11. Gen. 3 Bearing was selected as the next world-class product.

2002.01. Established ILJIN AUSTRALIA.

2002.03. Started exporting Gen. 3 wheel bearings to USA.

2002.10. Established BEIJING ILJIN.

2003.03. Established ILJIN USA and tech center.

2005.09. Established YOUNG-WOL METAL(currently YOUNG

WORLD)

2005.11. Established ILJIN SLOVAKIA.

2006.11. Established TIANJIN ILJIN.

2008.02. Established ILJIN AMERICA.(currently ILJIN USA SC)

2008.04. Established ILJIN GmbH.(currently ILJIN BEARING GmbH)

2010.06. Started exporting Gen. 3 wheel bearings to Europe.

2010.09. Established ILJIN ALABAMA.

2011.05. Established BEARING ART.

2011.12. MOU signed on investment agreement for BEARING ART in

Young-Ju.

WORD MARK

1) Concept

Describes a high technology industry yet uses a simple logo that is future

oriented. Matching L and J show the company’s artisan sprit .

2) Color

Blue epitomizes our company image which harmonizes the trust of high

skills and environmental friendship.

MOTIVE

Concept

Clockwise rotating graphic is a visual of our company ILJIN. This concept

describes a future oriented and global image for the bearing industry which is the

center of power.

2.2 COMPANY PROFILE

Iljin, a 100% Korean venture is a leading manufacturer of wheel bearings supplying to

car giants like Hyundai Motor, Chrysler, Ford USA, GM USA and so on. ILJIN automotive

has 6 plants all over the world.

We are one amongst the top 7 bearing manufacturing Company’s and have

established a very significant share.

The Indian plant is marching ahead to achieve a turnover of 400 Crore mark in 2007-

2008. For its strategic expansion in India, it requires the following persons who will initially

be positioned in South Korea plant for a period of 3 years and thereafter will work either in

Indian Factory Or Other Global Locations.

Iljin Automotive pvt.Ltd. is a manufacturer of wheel bearings. We produce

suspension and steering, forging, stamping parts, container, fly wheel and ring gear. We

provide ball joint and lower arm, pitman arm, brake rear drum, drive shaft tie rod end,

stabilizer link, center and drag link, bevel gears and wheel end assembly are suspension parts.

We offer various kinds of forging such as transmission, gears, shafts and axles are available.

We supply corner modules for auto manufacturers. We also manufacture and supply corner

modules for auto manufacturers. We also manufacture and supply the components to the

corner module. We offer automotive components for transmission, engine, steering and

suspension.

LONG TERM SALES PLAN

SALES PLAN

ORGANIZATIONALCHART

CHAPTER-3

REVIEW OF LITERATURE

3.1 CONCEPTUAL AND THEORETICAL REVIEW

DEFINITION

Competency mapping identifies an individual’s strength and weaknesses. The aim is

to enable the person to better understand himself or herself and to point out where career

development efforts need to be directed.

MEANING

Competency mapping is an assessment of workers strengths as an individual and as

part of a team.

COMPETENCY

Any underlying characteristic required for performing a given task, activity or role

successfully can be considered as competency

USE OF COMPETENCY MAPPING:

Assessment during recruitment, through specific work-based exercises and relevant,

validated, psychometric tests

Assessment during auxiliary development; as a profile during assessment to guide

future development needs

Succession planning and promotion

Organizational development analysis.

EVOLVING ROLE OF COMPETENCY MAPPING IN HR

In this world of cut throat competition, companies are putting tremendous effort to

hire competent employees and to develop relevant competencies in their existing employees.

These are one of the few ways in which companies can gain competitive edge over each

other. In this slowing economy where so many companies are fighting for limited resources

and talent, it is very important for organizations to incessantly reassess their competencies,

update it and have the courage to make the necessary changes. It is equally imperative for a

firm to define a set of core competencies which corresponds with its key market

differentiators. This is where competency mapping plays a key role.

TYPES OF COMPETENCIES

Knowledge: Information and understanding needed to fulfil the responsibilities.

Skills: Acquired ability or experience needed to fulfil the responsibilities.

Attitudes: Way of thinking or behaving needed to fulfil the responsibilities.

Aptitudes: Natural ability that prepares the person to fulfil the responsibilities

STEPS IN COMPETENCY MAPPING

The following steps may be followed in competency Mapping:

1) Decide the positions for which the competencies need to be mapped.

2) Identify the location of the positions in the organizational structure. This needs the clarity

of organizational structure, defining the position relationships (reporting authority,

subordinates, peers etc.).

3) Identify the objectives of the function or the department or the unit or section where the

position is located.

4) Identify the objectives of the role. Why does the position exist? What are the main

purposes of the role etc. details

5) Collect the Key Performance Areas (or KRAs, Tasks, etc.) of the position holder for the

last two to three years from the performance appraisal records. Alternately, collect the job

descriptions of any of the position to make a list of all tasks and activities to be performed by

that position holder.

6) Interview the position holder to list the Tasks and activities expected to be performed by

the Individual. Group them into a set of tasks. The tasks list may be as many as 15 to 20 for

some positions and as Competency mapping few as five to six for other positions. There is no

rigid rule about the number of tasks. It depends on how complex the position is. It is useful to

start with as many tasks as possible.

COMPETENCY MAPPING TECHNIQUES

Behavioral event interview

A behavioral interview is a structured interview that is used to collect information

about past behavior. Because past performance is a predictor of future behavior, a behavioral

interview attempts to uncover your past performance by asking open-ended questions. Each

question helps the interviewer learn about your past performance in a key skill area that is

critical to success in the position for which you are interviewing. The interview will be

conducted face-to-face whenever possible.

Using the STAR Technique

In a behavioral interview, the interviewer will ask questions about your past

experiences. A useful way to prepare for this style of questioning is to use the STAR

technique. The STAR technique is a way to frame the answers to each question in an

organized manner that will give the interviewer the most information about your past

experience. As you prepare to answer each question, consider organizing your response by

answering each of the following components of the STAR technique:

What was the Situation in which you were involved?

What was the Task you needed to accomplish?

What Action(s) did you take?

Repertory grid

The repertory grid is a technique for identifying the ways that a person construes his

or her experience. It provides information from which inferences about personality can be

made, but it is not a personality test in the conventional sense.

ADVANTAGES OF COMPETENCY MAPPING

Competency mapping provides wholesome benefits to the company, supervisors and

employees.

Company

The basic objective of an organization is to achieve its long term goals; competency

mapping ensures that only competent employees work in the organization. The word

‘competent’ here refers to those employees whose skills set match with that of the one

required in performing the job effectively.

Supervisors

Competency mapping provides ease to the managers in terms of setting the targets for the

juniors as well as in evaluating their performance.

It facilitates clear communication on part of the managers.

HR managers are also clear while recruiting so as to what kind and level of competencies

they are looking for in an individual for performing a particular job.

Employees

Employees are always under pressure to perform their best therefore it is imperative to define

a set of core competencies which an individual should possess to do justice to his job at hand.

Competency mapping helps employees in clearly understanding what is expected from their

job at hand.

It specifies the level of competencies required to perform their job effectively. This helps

employees in honing the skills in which they lack.

It also demystifies the performance appraisal process for them since they know what are the

competencies (besides their performance) on which they will be appraised.

3.2 RESEARCH REVIEW:

VIKRAM SINGH CHOUHAN & SANDEEP SRIVASTAVA(2013): As the HR

profession has increasingly earned its seat at the strategic table and become a business

partner, the need to develop the foundational competency has become more pronounced.

Every well-managed firm should have well defined roles and list of competencies required to

perform each role effectively for all HR jobs. Competency is

a set of knowledge, skills and attitudes required to perform a job effectively and efficiently.

Competency mapping identifies an individual’s strengths and weaknesses in order to help

them better understand themselves and to show them where career development efforts need

to be directed. There is a need for multi skill development. Competency Mapping is a process

of identifying key competencies for an organization, the jobs and functions within it.

Competency mapping is one of the most accurate means in identifying the job and behavioral

competencies of an individual in an organization.

DR.P.SUGUNA, T.TAMIL SELVI (2013): Human resource management is a process of

bringing people and organizations together so that the goals of each other are met. Nowadays

it is not possible to show a good financial operating report unless the personnel relations are

in order. This calls for skill mapping through proper HRM initiatives. Competency mapping

is a method through which individual assesses and determines one’s potency as an individual

employee and in some cases, as element of an organization. The large organizations often

employ some kind of competency mapping to understand how to most competently employ

the competencies of workers. They may also make use of competency mapping to examine

the combination of strength of different workers to generate the most successful things and

the maximum quality work. Competency mapping has been used for job-evaluation,

recruitment, training and development, performance management, succession planning etc.

The present study narrates the aim of competency mapping of an organization and how it

influences the performance of the organization..

DR. Y. NAGARAJU, V. SATHYANARAYANA GOWDA(2012): To-day’s business is

characterized by global operations, transitions, paradigm shifts, pressure of competition,

wealth creation, share holder value creation, customer focus, culture and value based

products, and context based approach, managing diversity, culture and value driven and what

not. The organizational success earlier depended on physical and financial assets, today the

success solely rely on the intangible ability and capability that lie in the human capital and

manifested in the form of competencies.

MILY VELAYUDHAN T.K(2011): Competency mapping, the buzz word in any industry is

not complicated as it may appear. At the heart of any successful activity lies a competence or

skill. In the recent years, various thought leaders in business strategy have emphasized the

need to identify what competencies a business needs, in order to compete in a specific

environment. Competency mapping is a strategic HR framework for monitoring the

performance and development of human resource in organizations. Regardless of whatever

happens to the future of software in India, the people who are outstanding in their

performance will continue to be in demand and will keep rising and for this the human

resource of each organization should develop the competencies which they have in order to

compete with the highly competitive market.

R.K. SAHU (2009): Spectrum: Performance is the mantra of today's business organization.

People with right abilities are able to perform better. Competencies are the set of such skills

and abilities (technical as well as behavioural) which are required for desired level of

performance. Right competencies are the key to superior performance. These days most of

the business organizations are dealing with a problem of competency mapping, which is

basically matching of capacity of an individual that leads to behaviour and the

organizational/job requirement. The book under review is a much needed book at this

juncture as organizations are implementing competency mapping process and they expect

from the young managers or would be managers to have detailed idea on this topic.

SHRUTI AHUJA(APRIL 2012):Competency mapping is a process of identifying key

competencies for a particular position in an organization, and then using it for job-evaluation,

recruitment, training and development, performance management, succession planning, etc.

“The competency framework serves as the foundation for all HR applications. As a result of

competency mapping, all the HR processes like talent induction, management development,

appraisals and training yield much better results.” In this paper it is been elucidated existing

competencies in the targeted group and gaps between required and existing competencies,

identify the training and development needs of individual. Managers were interviewed with

the help of questionnaire to identify gaps between existing competencies and required

competencies. This study reveals suggested training program and incentive plans for the

employees.

CHAPTER4. DATA ANALYSIS AND INTERPRETATION

4.1AWARE ABOUT ORGANISATION GOALS

S.NO PARTICULARSNO.OF

RESPONDENTSPERCENTAGE

1 YES 54 87%

2 NO 8 13%

TOTAL 62 100

Figure No: 4.1

INFERENCE

From the above data we get to know that 87% of employees say that they aware about

organisation goal and 13% of them say not aware.

4.2AWARENESS ABOUT COMPETENCY MAPPING



1 YES 47 75%

2 NO 15 25%

TOTAL 62 100

Figure No.:4.2

INFERENCE

From the above date we get to know that 75% of employees say that they have awareness

about competency mapping and 25% of them say not have awareness.

4.3COMPETENCY MAPPING HELPS TO IDENTIFY GAPS



1 YES 46 74%

2 NO 16 26%

TOTAL 62 100

Figure No.: 4.3

INFERENCE

From the above date we get to know that 74% of employees say that competency mapping

helps to identify gaps and 26% of them say not have helpful.

4.4BASED ON IMPROVEMENTS TRAINING SCHEME



1 YES 50 80%

2 NO 12 20%

TOTAL 62 100

Figure No.:4.4

INFERENCE

From the above data we get to know that 80% of employees say that competency based on

improvement training scheme and 20% of them say not improving.

4.5 TRAIN EMPLOYEES FOR FUTURE CAREERS



1 YES 57 91%

2 NO 5 9%

TOTAL 62 100

Figure No.: 4.5

INFERENCE

From the above data we get to know that 91% of employees say that organisation intend to

train employees for future careers and 9% of them say not intend to train.

4.6 RECRUITING PEOPLE BASED ON COMPETENCIES



1 YES 50 80%

2 NO 12 20%

TOTAL 62 100

Figure No.4.6

INFERENCE

From the above data we get to know that 80% of employees say that recruiting people based

on competencies and 20% of them say not on competency.

4.7 JOB ALLOWS ME TO USE MY ABILITIES



1 STRONGLY AGREE 27 43%

2 AGREE 24 38%

3 NEUTRAL 7 11%

4 DISAGREE 4 6%

5STRONGLY DISAGREE

3 4%

TOTAL 62 100

Figure No.:4.7

INFERENCE

From the above data, it is inferred that 43% of respondents are strongly agree with job allows

to use abilities,38% of respondents are agree, 11%of respondents are neutral, 6% of

respondents are disagree, where 4% of respondents are strongly disagree.

4.8 TOP MANAGEMENT IS WILLING TO INVEST TIME AND EFFORT IN BUILDING COMPETENCIES OF EMPLOYEES




2 AGREE 33 53%

3 NEUTRAL 12 19%

4 DISAGREE 2 3%

5STRONGLY DISAGREE

1 1%

TOTAL 62 100

Figure No.:4.7

INFERENCE

From the above data, it is inferred that 24% of respondents are strongly agree with they

willing to invest time and building competencies, 53% of respondents are agree, 19%of

respondents are neutral, 3% of respondents are disagree, where 1% of respondents are

strongly disagree.

4.9 ORGANIZATION RECRUIT PEOPLE ON THE BASIS OF COMPETENCIES




2 AGREE 30 49%

3 NEUTRAL 7 11%

4 DISAGREE 6 9%

5STRONGLY DISAGREE

2 3%

TOTAL 62 100

Figure No.:4.9

INFERENCE

From the above data, it is inferred that 28% of respondents are strongly agree with recruiting

people based on competencies,49% of respondents are agree, 11%of respondents are neutral,

9% of respondents are disagree, where 3% of respondents are strongly disagree.

4.10 WELL LAID OUT CAREER PATHS




2 AGREE 29 46%

3 NEUTRAL 15 23%

4 DISAGREE 4 5%

5 STRONGLY DISAGREE 1 1%

TOTAL 62 100

Figure No.:4.10

INFERENCE

From the above data, it is inferred that 24% of respondents are strongly agree with has well

laid out career paths, 46% of respondents are agree, 23%of respondents are neutral, 5% of

respondents are disagree, where 1% of respondents are strongly disagree.

4.11 PROMOTION POLICY IS BASED ON COMPETENCY ASSESSMENT AND PERFORMANCE




2 AGREE 28 45%

3 NEUTRAL 13 21%

4 DISAGREE 5 9%

5 STRONGLY DISAGREE 2 3%

TOTAL 62 100

Figure No.4.11

INFERENCE

From the above data, it is inferred that 22% of respondents are strongly agree promotion

policy is based on competency assessment and performance,45% of respondents are agree,

21%of respondents are neutral, 9% of respondents are disagree, where 3% of respondents are

strongly disagree

4.12 ENVIRONMENT HELPS TO DEVELOP OUR COMPETENCY




2 AGREE 29 47%

3 NEUTRAL 10 16%

4 DISAGREE 4 6%

5STRONGLY DISAGREE

3 5%

TOTAL 62 100

Figure No.:4.12

INFERENCE

From the above data, it is inferred that 26% of respondents are strongly agree with

environment helps to develop our competency ,47% of respondents are agree, 16%of


strongly disagree

4.13 COMPETENCY MAPPING HELPS OUR CAREER DEVELOPMENT




2 AGREE 26 43%

3 NEUTRAL 5 8%

4 DISAGREE 2 3%

5STRONGLY DISAGREE

2 3%

TOTAL 62 100

Figure No.4.13

INFERENCE


competency mapping helps our career development,43% of respondents are agree, 8%of


strongly disagree

4.14 HELPS IN MEETING OUR TARGET




2 AGREE 32 52%

3 NEUTRAL 10 16%

4 DISAGREE 5 8%

5STRONGLY DISAGREE

3 5%

TOTAL 62 100

Figure no.:4.14

INFERENCE


competency mapping helps in meeting our target, 52% of respondents are agree, 16%of


strongly disagree.

4.15 PERFORMANCE APPRAISAL MEASURE OF COMPETENCY SEPERATELY FOR EACH INDIVIDUAL




2 AGREE 34 55%

3 NEUTRAL 14 22%

4 DISAGREE 5 8%

5STRONGLY DISAGREE

2 3%

TOTAL 62 100

Figure No.4.15

INFERENCE

From the above data, it is inferred that 11% of respondents are strongly agree they feel that

the performance appraisal measure of competency for each individual, 55% of respondents

are agree, 22% of respondents are neutral, 8% of respondents are disagree, where 3% of

respondents are strongly disagree.

4.16 HAVE ADEQUATE AVENUES TO RECOGNIZE AND RETAIN COMPTENT




2 AGREE 25 40%

3 NEUTRAL 17 28%

4 DISAGREE 5 8%

5STRONGLY DISAGREE

0 0%

TOTAL 62 100

Figure No.:4.16

INFERENCE

From the above data, it is inferred that 24% of respondents are strongly agree with adequate

avenues to recognize and retain competent ,40% of respondents are agree, 28%of respondents

are neutral, 8% of respondents are disagree, where 0% of respondents are strongly disagree

4.17 MANAGEMENT BELIEVE IN USING SELF ASSESSMENT FOR COMPETENCY MAPPING




2 AGREE 20 32%

3 NEUTRAL 12 19%

4 DISAGREE 5 8%

5STRONGLY DISAGREE

3 6%

TOTAL 62 100

Figure No.:4.17

INFERENCE

From the above data, it is inferred that 35% of respondents are strongly agree with the top

management believe in using self assessment ,32% of respondents are agree, 19%of


strongly disagree.

4.18 ANALYSIS OF RELATION WITH IMPROVE KNOWLEDGE AND

TRAINING & DEVELOPMENT

OPINION\FACTORS

STONGLY AGREE

AGREE NEUTRALDISAGR

ESTRONGLY DISAGREE

TOTAL

IMPROVE KNOWLEDGE(X)

35 40 8 13 4 100

TRAINING & DEVELOPMENT(

Y)35 35 19 7 4 100

CORRELATIONS ANALYSIS

var1 var2

var1 Pearson Correlation 1 .504**

Sig. (2-tailed) .000

N 62 62

var2 Pearson Correlation .504** 1

Sig. (2-tailed) .000

N 62 62

**. Correlation is significant at the 0.01 level (2-tailed)

INFERENCE

The co-efficient of correlation between improve knowledge and their training & development is 0.504, which means that the two are perfectly correlated

4.19 TO ANALYSE RELATIONSHIP BETWEEN ORGANIZATIONS VALUE TALENT& EXCELLENCE AND ENCOURAGE

INNOVATIONS AND SCIENTIFIC WAYS AMONG COMPETENT PEOPLE

- There is no significance difference between organizations value talent &excellence and

encourage innovations and scientific ways among competent people.

- There is significance difference between organizations value talent &excellence and


OPINION\FACTORS

STONGLY AGREE

AGREE NEUTRAL DISAGRESTRONGLY DISAGREE

TOTAL

VALUE TALENT &

EXCELLENCE(X)30 43 16 6 3 100

INNOVATION & SCIENTIFIC(Y)

32 38 20 9 1 100

Model Summary

Model R R Square

Adjusted R

Square

Std. Error of

the Estimate

1 .986a .972 .958 3.323

a. Predictors: (Constant), y

Coefficientsa

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig.B Std. Error Beta

1 (Constant) -6.856 4.040 -1.697 .232

Y 1.237 .149 .986 8.311 .014

a. Dependent Variable: x

INFERENCE

There is no significance difference between organizations value talent &excellence and


ANOVAb

Model

Sum of

Squares Df Mean Square F Sig.

1 Regression 762.668 1 762.668 69.075 .014a

Residual 22.082 2 11.041

Total 784.750 3

a. Predictors: (Constant), y

b. Dependent Variable: x

CHAPTER-5

5.1 FINDINGS

This study was conducted to find out the competency mapping of employees in ILJIN

Automotive Pvt ltd

The main findings are as follows:

1. 87% of employees say that they aware about organisation goal.

2. 75% of employees say that they have awareness about competency mapping.

3. 74% of employees say that competency mapping helps to identify gaps.

4. 80% of employees say that competency based on improvement training scheme.

5. 91% of employees say that organisation intend to train employees for future careers

6. 80% of employees say that recruiting people based on competencies.

7. 43% of respondents are strongly agreed with job allows to use abilities, 38% of

respondents are agreed.

8. 24% of respondents are strongly agreed with the willing to invest time and building

competencies, 53% of respondents are agreed.

9. 28% of respondents are strongly agreed with recruiting people based on

competencies, 49% of respondents are agreed.

10. 24% of respondents are strongly agreed with has well laid out career paths, 46% of

respondents are agreed.

11. 22% of respondents are strongly agreed promotion policy is based on competency

assessment and performances, 45% of respondents are agreed.

12. 26% of respondents are strongly agreed with environment helps to develop our

competency, 47% of respondents are agreed.

13. 43% of respondents are strongly agreed with competency mapping helps our career

development, 43% of respondents are agreed.

14. 19% of respondents are strongly agreed with competency mapping helps in meeting

our target, 52% of respondents are agreed.

15. 11% of respondents are strongly agreed they feel that the performance appraisal

measure of competency for each individual, 55% of respondents is agreed.

16. 24% of respondents are strongly agreed with adequate avenues to recognize and

retain competent, 40% of respondents are agreed.

17. 35% of respondents are strongly agreed with the top management believe in using

self assessment, 32% of respondents are agreed.

18. The co-efficient of correlation between improve knowledge and their training &

development is 0.504, which means that the two are perfectly correlated.

19. There is no significance difference between organizations value talent &excellence

and encourage innovations and scientific ways among competent people.

5.2 SUGGESTIONS

1. The target must be fixed whether short term or long term and the employees must

focus on that area and perform better to reach their target at time.

2. Individual performance appraisal must be updated by the superior or manager and

allot works according to that so they perform better.

3. Better work-related training & development activities should be given to the

employees and they must be focused on their work performance

4. Employees are still unaware about the organization goal which is set by the

organization. They must be first aware and they should taught by them superior. So

that they can put their full effort towards the organization goal.

5.3 DIRECTION FOR FURTHER RESEARCH

1. Identifying gaps in required and existing competencies

2. To hire right kinds of people for right job by establishing standard

3. To select employees based on job and culture fit

4. Identification of existing competencies with the target group

5.4 CONCLUSION

From the research entitled ”A study on competency mapping in ILJIN Automotive

Pvt Ltd, SIPCOT that the organization which is concerned with the quality, safety production

and good employee welfare facilities. There is a need for effective competency mapping to

employees in the organizations. Most of the employees are satisfied with competency of an

organization. The research has also shown that at a study on competency mapping of

employee in ILJIN AUTOMOTIVE PVT LTD, SIPCOT is supportive and encouraging.

BIBLIOGRAPHY

REFERENCES

1. Aswathapa (2010),’Human Resource Management’, Sixth Edition

2. Donald C Cooper And Panels S Schindler(2006),’Business Research Methods, Ninth

Edition, New Delhi

3. C.R.Kotheri (2004),’Research Methodology’, New Age International Publishers

4. C.B.Mamoria And S.V.Gankar (2001),’Personal Management’, Twenty First Revised

Edition , Delhi

5. Vikram Singh Chouhan & Sandeep Srivastava(2013), In His Book, International

Journal Of Human Resource Management And Research

6. Dr.P.Suguna, T.Tamil Selvi (2013): In This Book, International Journal Of Scientific

And Research Publications, Volume 3, Issue 5, ISSN 2250-3153

7. Dr.Y.Nagaraju ,V. Sathyanarayana Gowda(2012): In This Book, International Journal

Of Research In Commerce & Management Volume No. 3 Issue No. 10 ISSN 0976-

2183,

8. Mily Velayudhan T.K(2011), In This Book, International Conference On Information

Communication And Management Ipcsit Vol.16

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ISSN.

WEBSITES

www.scribd.com

www.askguru.com

www.slideshare.com

www.hrmba.blogs.com

www.humanlinks.com

ANNEXURE

QUESTIONNAIRE

A STUDY ON COMPETENCY MAPPING OF EMPLOYEES AT ILJIN AUTOMOTIVE PVT LTD, SIPCOT INDUSTRIAL PARK, IRRUNGATTUKOTTAI

Respected Sir/Mam,

I am Ms.B.Vinothini doing second year MBA specializing in Human ResourcesManagement in Saveetha Engineering College. As a part of my curriculum, I have undertaken the project work titled as above. Your cooperation in filling this questionnaire will help me in the successful completion of my project work. I assure you that thedata will be used confidentially and for academic purposes only.

Meaning of Competency Mapping:

Competency mapping identifies an individual’s strength and weakness. The aim is to

enable the person to understand himself/herself and to identify career development efforts.

Personal Details:

Name(Optional): Current position:

Department: Years of experiences:

Age:

Description Yes No

Are you aware about organisation goals

Do you have awareness about competency mapping

Did competency mapping helps you to identify gaps

Do you have competency based on improvements training

scheme

Our organisation intend to train employees for future careers

Recruiting people based on competencies

Description Strongly agree

Agree Neutral DisagreeStrongly disagree

The job allows me to use my abilities

Our top management is willing to

invest time and effort in building

competencies of employees on a

continuous basis

Our organization recruit people

on the basis of competencies needed

to perform each job

Our organization has well laid out

career paths

I feel that organisations value talent and excellence

I feel that organisation encourage innovations and scientific ways among competent people

Promotion policy in our organisation is based on competency assessment and performance

Our environment helps to develop our competency

Competency mapping helps our

career development

Competency mapping helps in

meeting our target

It helps improve our knowledge to meet the needs of organisations

Description Strongly agree

Agree Neutral DisagreeStrongly disagree

Training and development depends on competency mapping

I feel that the performance

appraisal in my organisation has

measure of competency separately

for each individual

I feel that the organisations have

adequate avenues to recognize and

retain competent other than

promotion

I feel that the top management

strongly believe in using self

assessment for competency

mapping

Study on competency mapping

Documents

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